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<s>[INST] Cedar Crest FacultyAnnualSelf-EvaluationForm2021.txt [/INST] REV.5.13.2021 Faculty Self-Evaluation Tenured faculty, due to Provost September 1st All others, due to Chair or Dean September 1st Submit through Interfolio: https://account.interfolio.com/login Name: Title: Department or School: Chair, Dean, or Other Supervisor: Date: Please complete the evaluation and forward to your department Chair along with any accompanying materials, including an up-to-date curriculum vitae; if tenured or non-tenure track, please also send a copy to the administrative assistant within the Office of the Provost. Your narrative should reflect your analysis of how you meet the “Responsibilities and Expectations of Faculty Members” as set forth in Book III of the Faculty Handbook. You should refer to additional materials such as course and peer evaluations and discuss areas where new methods have been tried, improvements have been made, and where improvement is needed. Review of Preceding Academic Year: Teaching List and summarize teaching assignments using the abbreviations and the table below. Session: F, Fall; W, Winter; Sp, Spring; M, May; SI, Summer I; SII Summer II, etc. Format: T, traditional; O, online; H, hybrid; 2Wd, 2-weekend; AW6, accelerated 6-week, etc. as needed Time: time of day (D = day, E = evening, etc) New: Y or N, was this a new course preparation? Course # - Name Session Credits Format Time New Record your scores from the questions about teaching effectiveness (labeled with “instructor” or the instructor’s name) from the student evaluation surveys. The Avg should be in column four and DEPT Avg in column seven. Numbers can be transferred directly from the student evaluation surveys to this form and then calculations from the four lines performed as described in the last line in the grid below. Question text Avg DEPT Avg This instructor was effective in teaching the subject matter to the class Instructor gave me constructive and timely feedback Instructor displayed a personal interest in students Instructor was well-prepared and used class time effectively Add the scores from the four lines above and divide by 4 Reflect on your teaching effectiveness over the past year with regard to the Performance Standards for Teaching identified in the Faculty Handbook III. Such standards shall include, among other elements, content that is current, diverse, and inclusive in the discipline and a classroom climate that is inclusive of all members of the learning community. E.g. How were you effective in your teaching? What worked and what didn’t work? What did you try differently? What would you do the same or differently next year? What were some of the challenges? What would you like to improve? What worked well? What would you like to share? Refer to the Faculty Handbook III Performance standards. Evaluation of Performance Attach peer reviews as appropriate (according to the Faculty Handbook II Article F). Attach student course evaluations /surveys. Professional Development and Scholarship Professional Development List professional development activities (refer to the list provided in Book III.) Reflect on how these activities contributed to your professional development, teaching effectiveness, and their significance/contribution to your field (note any support received for these activities). Scholarship Using the table below, list scholarly activities provided in Book III. If desired, categorize each activity according to its primary type(s) of scholarship as defined in the Faculty Handbook: “D”: Discovery, scholarship that involves the search or pursuit of new knowledge; original research or creative scholarship “T”: Teaching, scholarship that involves the search for innovative approaches and best practices to develop skills and disseminate knowledge “A”: Application, scholarship that uses knowledge responsibly to solve consequential problems, especially those that affect on-campus communities and society as a whole. “I”: Integration, scholarship that interprets, synthesizes, and brings new insights to original research or creative scholarship. Reflect on how these activities contributed to your scholarship, teaching effectiveness, and their significance/contribution to your field (note any support received for these activities). # Activity Title Description Project Date(s) Category (D, T, A, or I) 1 2 3 4 5 Service Service to the Department (List contributions to advising, assessment, recruitment, and/or planning process within department, etc..) Service to the College Committee Work (List standing faculty committee assignments, ad hoc and other types of committee assignments.) Recruitment and Student Life (List contributions to admissions, recruitment and retention activities, or to Student Life activities.) Administrative Assignments (List any administrative assignments within department/college-wide and any institutional accommodations provided, e.g. release time, stipends.) Service to the Profession (List contributions to professional organizations.) Service to the Community (List community service as it relates to your profession or your role as a Cedar Crest College faculty member.) Plans for Next Academic Year Teaching – in light of the results of this self-evaluation, list any initiatives you may (or will) pursue to enhance your teaching effectiveness and/or instructional role at the College Professional Development and Scholarship – list any initiatives you plan to pursue to promote your professional development and scholarship. If it is helpful, use the table to organize future projects. You may choose to include the Boyer category / categories of the scholarship and plans for peer review and dissemination, according to the criteria described above above under “Scholarship” for the preceding year. # Activity Title Description Project Date(s) Category (D, T, A, or I) 1 2 3 4 5 Service – list any initiative you may (or will) pursue to promote your service contributions to the College Institutional Support (e.g. indicate any plans you may have to request support for any of these plans.) Outside Pursuits and Employment List and describe all outside employment or pursuits, if any, that you maintained during the previous academic year. (See the Faculty Handbook, Book III) List and describe all outside employment or pursuits, if any, that you plan to accept in the forthcoming academic year. (See the Faculty Handbook, Book III) ______________________________________________________ Faculty Member Signature & Date 2</s>

<s>[INST] Chapter Two-Faculty Bylaws and Committee Descritions (Clean).txt [/INST] 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) University 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 any 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, and the Secretary 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. 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 tempore who shall perform the functions of the Secretary. Section 5 The Faculty may elect a Parliamentarian of the Faculty, who 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. The Parliamentarian shall be elected by the Faculty at the regular April meeting, commencing on the June first following such election. There are no term limitations. Section 6 The Secretary and Parliamentarian may be removed for cause by a two-thirds majority vote of the faculty at any meeting whenever, in the judgment of the faculty, the best interests of the faculty would thereby be served, provided, however, that the proposal for removal is presented at one meeting and acted upon at the next meeting. 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. Any faculty member that has completed 14 consecutive semesters of service on the same standing committee may not serve on that committee during the next two consecutive semesters. 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. If a faculty member is unable to complete a period of the term of office due to a semester leave, the Executive Committee of the Faculty will appoint a temporary replacement for the length of the semester leave. The faculty member will resume service upon return from the leave. Section 9. Whenever provision is made for faculty representation on Trustee, Administration, University, Divisional, or Departmental Councils, Boards, Committees, Task Forces, or Working Groups 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 request 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, voting shall be through use of an electronic ballot 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 balloting system shall be deemed a valid 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 of all members of the Faculty with voting privileges is encouraged. 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. While voting for motions must be in person if the meeting is not held electronically, voting members of the faculty are eligible to vote for elections to faculty standing committees through electronic ballots. If voting is by electronic ballot, a majority of votes cast shall determine the outcome for committee elections; in the case of motions, a majority of those present at the meeting 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 electronic 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. On occasion, the President may appoint, after consultation with the Executive Committee, members of the faculty to University-wide ad hoc Committees, Work Groups, or Task Forces that are formed to address issues of institutional strategic importance and are not intended to become standing committees of the University. On those occasions when a University-wide ad hoc Committee, Task Force, or Working Group addresses an issue that falls within the purview of the faculty as outlined in Article VIII, Section 2 of the Code of Regulations, the recommendations of the University-wide ad hoc Committee, Task Force, or Working Group will be forwarded to the Executive Committee of the faculty for referral to the appropriate faculty standing committee for consideration and action. 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 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 University 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 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 recommend 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 3rd year of service and every four years thereafter, unless more frequent evaluations 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. 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. Pending the election, the Executive Committee may temporarily appoint a replacement faculty member so as to not delay the work of the committee. 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 committees outside the regular Faculty Standing Committee structure of Ohio Wesleyan University that require elected faculty members pursuant to the charge of the committee and consult with the President on the appointment of faculty members to University-wide ad hoc committees, task forces, or working groups whose charge call for the appointment of faculty members. 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 through the offices of the Chair, or Provost (as appropriate), or President (in that order). 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 Five 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 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 and 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. At least one of the seven faculty members shall be engaged in high-level University assessment, especially as related to accreditation. 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 to the administration on the allocation 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 Five faculty members. Administrative members are not considered voting members 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. 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 Four faculty members, the Registrar, one administrator involved in advising from the office of Academic Affairs, one administrator from the Division of Student Affairs, and two students. 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 Gender and Equity Duties To review all policies and procedures insofar as they affect faculty, staff, administration, or students on the basis of their sex, gender, gender identity, sexual orientation, race, disability or immigration status. To recommend to the Faculty and appropriate committees such changes as seem desirable. To act as liaison between the faculty, administration, the Diversity, Equity and Inclusion Council and all other interested groups on issues related to sex, gender, gender identity, sexual orientation, race, disability or immigration status. To collect and communicate data and other information related to sex, gender, gender identity, sexual orientation, race, disability or immigration status to the university community. Membership Four faculty members and the Chief Diversity Office, one staff member, and two students. Membership Qualifications Faculty: A member of the Ohio Wesleyan University Faculty. Administration: Chief Diversity Officer. 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: Faculty Admissions Liaison Committee Duties Serve as a liaison between the faculty and the admissions office. Develop recommendations in collaboration with the admissions office to enhance the admission process and events. Provide input on how admissions standards may be enhanced or revised to reflect the needs of the institution and the students. Promote the admission process to faculty and encourage their participation in admission-related events and activities. Membership Three faculty members, the Vice President for Enrollment and Communications, and two students. The administrative members is not considered a voting member 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 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 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 establish 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 representing women’s sports and one representing men’s sports. Two alumni, on representing women’s sports and one representing men’s sports, 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: As selected by WCSA; one representing women’s sports and one representing men’s sports. 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.</s>

<s>[INST] Chapter Two-Faculty Bylaws and Committee Descritions (Tracked).txt [/INST] 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 University 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 any 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, and the Secretary 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. 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 tempore who shall perform the functions of the Secretary. Section 5 The Faculty may elect a Parliamentarian of the Faculty, who 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. The Parliamentarian shall be elected by the Faculty at the regular April meeting, commencing on the June first following such election. There are no term limitations. Section 6 The Secretary and Parliamentarian may be removed for cause by a two-thirds majority vote of the faculty at any meeting whenever, in the judgment of the faculty, the best interests of the faculty would thereby be served, provided, however, that the proposal for removal is presented at one meeting and acted upon at the next meeting. 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. Any faculty member that has completed 14 consecutive semesters of service on the same standing committee may not serve on that committee during the next two consecutive semesters. 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. If a faculty member is unable to complete a period of the term of office due to a semester leave, the Executive Committee of the Faculty will appoint a temporary replacement for the length of the semester leave. The faculty member will resume service upon return from the leave. Section 9. Whenever provision is made for faculty representation on Trustee, Administration, University, Divisional, or Departmental Councils, Boards, Committees, or ad hoc Committees, Task Forces, or Working Groups, 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 request 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, voting shall be through use of an electronic ballot 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 balloting system shall be deemed a valid 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 of all members of the Faculty with voting privileges is encouraged. 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. While voting for motions must be in person if the meeting is not held electronically, voting members of the faculty are eligible to vote for elections to faculty standing committees through electronic ballots. If voting is by electronic ballot, a majority of votes cast shall determine the outcome for committee elections; in the case of motions, a majority of those present at the meeting 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 electronic 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 of the faculty may temporarily appoint a replacement faculty member so as to not delay the work of the committee. Section 4. Unless otherwise stipulated by appointment provisions in the Faculty Handbook (e.g., appointment to dismissal for cause Hearing Panel), the Executive Committee shall cause to be filled by election, or appointment if an election is unsuccessful, members of the Faculty to administrative committees, ad hoc committees, task forces, and working groups that are charged with addressing matters that fall within an area of primary faculty responsibility as defined in the Article VIII, Section 2 of the Code of Regulations. On occasion, the President may appoint, after consultation with the Executive Committee, members of the faculty to University-wide ad hoc Committees, Work Groups, or Task Forces that are formed to address issues of institutional strategic importance and are not intended to become standing committees of the University. On those occasions when a University-wide ad hoc Committee, Task Force, or Working group addresses an issue that falls within the purview of the faculty as outlined in Article VIII, Section 2 of the Code of Regulations, the recommendations of the University-wide ad hoc Committee, Task Force, or Working Group will be forwarded to the Executive Committee of the faculty for referral to the appropriate faculty standing committee for consideration and action. Section 5 The President or Provost may appoint, in consultation with the Executive Committee, members of the Faculty to University administrative committees, ad hoc committees, task forces, and working groups charged with addressing matters outside of an area of primary faculty responsibility as defined in the Article VIII, Section 2 of the Code of Regulations. A written statement of the purpose, scope, and expected timetable of University administrative committees, ad hoc committees, task forces, or working groups will be presented to the Executive Committee, and reports will be distributed to the 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 University 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 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 recommend 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 3rd year of service and every four years thereafter, unless more frequent evaluations 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. Pending the election, the Executive Committee may temporarily appoint a replacement faculty member so as to not delay the work of the committee. 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 committees outside the regular Faculty Standing Committee structure of Ohio Wesleyan University that require elected faculty members pursuant to the charge of the committee and consult with the President on the appointment of faculty members to University-wide ad hoc committees, task forces, or working groups whose charge call for the appointment of faculty members. 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 through the offices of the Chairperson, or Provost (as appropriate), or President (in that order). 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 Five 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 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 and 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. At least one of the seven faculty members shall be engaged in high-level University assessment, especially as related to accreditation. 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 to the administration on the allocation 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 Five faculty members. Administrative members are not considered voting members 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 the faculty’s 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 our 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 on Academic Programs. 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 Four faculty members, the Registrar, one administrator involved in advising from the office of Academic Affairs, one administrator from the Division of Student Affairs, and two students. 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 Gender and Equity Duties To review all policies and procedures insofar as they affect faculty, staff, administration, or students on the basis of their sex, gender, gender identity, sexual orientation, race, disability or immigration status. To recommend to the Faculty and appropriate committees such changes as seem desirable. To act as liaison between the faculty, administration, the Diversity, Equity and Inclusion Council and all other interested groups on issues related to sex, gender, gender identity, sexual orientation, race, disability or immigration status. To collect and communicate data and other information related to sex, gender, gender identity, sexual orientation, race, disability or immigration status to the university community. Membership Four faculty members and the Chief Diversity Office, one staff member, and two students. Membership Qualifications Faculty: A member of the Ohio Wesleyan University Faculty. Administration: Chief Diversity Officer. 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: Faculty Admissions Liaison Committee Duties Serve as a liaison between the faculty and the admissions office. Develop recommendations in collaboration with the admissions office to enhance the admission process and events. Provide input on how admissions standards may be enhanced or revised to reflect the needs of the institution and the students. Promote the admission process to faculty and encourage their participation in admission-related events and activities. Membership Three faculty members, the Vice President for Enrollment and Communications, and two students. The administrative members is not considered a voting member 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 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 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 establish 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 representing women’s sports and one representing men’s sports. Two alumni, on representing women’s sports and one representing men’s sports, 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: As selected by WCSA; one representing women’s sports and one representing men’s sports. 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.</s>

<s>[INST] Citations.txt [/INST] Buller, J. L. (2012). Best practices in faculty evaluation: A practical guide for academic leaders. San Francisco, CA: Jossey-Bass Publishers. https://books.apple.com/us/book/best-practices-in-faculty-evaluation/id543865584 Quantitative Evaluation Approach: Arreola, R. A. (2007). Developing a comprehensive faculty evaluation system: A guide to designing, building, and operating large-scale faculty evaluation systems. San Francisco: Jossey-Bass/Anker. Qualitative Evaluation Approach: Seldin, P. (2006). Evaluating faculty performance: A practical guide to assessing teaching, research, and service. San Francisco: Jossey-Bass/Anker. “Seldin, P., Miller, J. E., & Seldin, C. A. (2010). The teaching portfolio: A practical guide to improved performance and promotion/tenure decisions (4th ed.) San Francisco: Jossey-Bass. American Council on Education, American Association of University Professors, and United Educators. (2000) Good practice in tenure evaluation: Advice for tenured faculty, department chairs, and academic administrators. https://blogs.umflint.edu/aaup/wp-content/uploads/sites/27/2016/11/App2d-Good-Practice-in-Tenure-Evaluation.pdf Collaborative on Academic Careers in Higher Education. (2014). Benchmark Best Practices: Tenure & Promotion. Cambridge, MA: Harvard Graduate School of Education. TEACHING EFFECTIVENESS Teaching effectiveness is the single-most studied topic in education, with thousands of published articles and several books and journals devoted to it. A common interpretation of teaching effectiveness is that the teaching was effective if the resulting student performance in the class was good. A common way to measure teaching effectiveness is to administer end-of-term student opinion surveys, such as CIOS, that are student evaluations of teaching (SET). There is a great deal of debate whether SETs, such as CIOS, correlate to student performance. Two meta-analyses of the relationship between SETs and learning outcomes found a low-to-moderate correlation between the two [Cohen, 1980; Feldman, 1989]. Studies included in those meta-analyses focused on multisection studies, that is, instances in which a number of sections of a given course are taught by different instructors using the same syllabus and the same exams. A recent article that performs a meta study of many of the earlier published results casts doubt on this correlation [Uttl, 2017]. This recent study subjects the meta-analyses of the previous papers to rigorous scrutiny and re-ran the analyses using a methodology that could account for the effects of small sample sizes and publication bias; they also conducted a more comprehensive meta-analysis of their own. This particular study found that previous studies indicate a weak-to-moderate correlation between student performance and student ratings of instructor when the number of sections, N, of the course was small (<10). The correlation dropped when the number of sections for a course was increased, with N=194 as the largest number of course sections studied. (There was no explanation in this reference on how a common test or common performance evaluation was done across such large number of sections.) The paper contends that once the effects of sample size, that is, the number of course sections N in a study, and publication bias are taken into account, any perceived correlation between SET and student learning washes out. A simple example demonstrates the limitations of student opinion surveys: Consider two instructors who are teaching the same course, and both receive a 4.5 score on the CIOS “effective teacher” score. One instructor covers the entire syllabus and meets all the learning objectives. The other instructor only covers 3⁄4 of the syllabus and does not meet the learning objectives. Which is the more effective teacher? If student opinions are the only metrics, then they would appear to be equal. If student opinion surveys are questionable as a good measure of student learning, what do they measure? The findings of the CIOS statistical analysis discussed in the previous section show a strong correlation between the student response to the question “Considering everything, the instructor was an effective teacher” to the other questions on CIOS that revolve more around how the instructor engages with the students, specifically, those instructor characteristics listed in Table 3. The Task Force did a literature survey to examine alternatives to student surveys as means of measuring teaching effectiveness, see the report on the literature survey in Appendix E. The report identifies fifteen different ways of measuring teaching effectiveness and gives an analysis on how and why each method might be used and gives a summary of research studies on those methods. The report in Appendix E is partitioned into four categories of measures: student perspectives, peer review of teaching, instructor reflection and review, and evidence of student learning. The literature supports that student evaluations of teaching are important but not sufficient. The consensus is that the assessment of teaching effectiveness is most accurate with a combination of measurements that come from the four categories. As a side note, we would like to recommend the use of mid-semester student evaluations, as discussed in the literature survey, these can be a very effective way to improve teaching and to improve end-of-term evaluations because the instructor has time to react to the feedback and make changes. The Task Force on the Learning Environment also recommended mid-semester evaluations. In addition to archival studies on the topic, there is a national debate on the use of student evaluations of teaching, especially with regard to bias. For example, the Chronicle of Higher Education reported in January 2019 that many universities are grappling with the opposing perspectives that student evaluations of teaching are flawed in that students are not experts in education and they may have biased opinions, yet students do give valuable information about the instruction and the course [Doerer, 2019]. This article discusses approaches that different universities are taking, including de-emphasizing student evaluations of teaching in faculty evaluations and augmenting them with peer evaluation and self-evaluations; educating students and faculty about the potential for bias; and removing the “effective teacher” question while leaving the more specific questions on how the course was conducted. More notably, the American Sociological Association came out with a position statement discussing the limitations of student evaluations of teaching and stating that “their use in personnel decisions is problematic”. They recommend that institutions do not use student evaluations of teaching as the sole metric of teaching effectiveness, that evaluators for personnel decisions have training on interpreting student evaluations, and that the trends in scores over time of an individual is more important than an absolute comparison among others instructors. The position statement is contained in Appendix D. Benton, S. L., & Young, S. (2018). Best Practices in the Evaluation of Teaching. IDEA Paper, 69. https://www.ideaedu.org/Portals/0/Uploads/Documents/IDEA%20Papers/IDEA%20Papers/IDEA_Paper_69.pdf AAUP. (2015). Statement on teaching evaluation. In Policy Documents and Reports. 11th ed. Baltimore: Johns Hopkins UP, 219-22. Follmer Greenhoot, A., Ward, D., Bernstein, D., Patterson, M. M., & Colyott, K. (2020). Benchmarks for Teaching Effectiveness. (Revised 2020). https://cte.ku.edu/sites/cte.ku.edu/files/docs/KU%20Benchmarks%20Framework%202020update.pdf https://cte.ku.edu/benchmarks-teaching-effectiveness-project Carl Wieman (2015) A Better Way to Evaluate Undergraduate Teaching, Change: The Magazine of Higher Learning, 47:1, 6-15, DOI: 10.1080/00091383.2015.996077 Metrics and Measures of Teaching Effectiveness Ruth Poproski and Rebekah Greene (2018) https://ctl.gatech.edu/sites/default/files/documents/poproski_greene_2018_metrics_and_measures_of_teaching_effectiveness.pdf SCHOLARSHIP/RESEARCH/PROFESSIONAL DEVELOPMENT Pelco, L. & Howard, C. (2016). Incorporating Community Engagement Language into Promotion and Tenure Policies: One University’s Journey.  Metropolitan Universities 27(2): 87-98. Bouwma-Gearhart, Jana, Cindy Lenhart, Rich Carter, Karl Mundorff, Holly Cho, and Jessica Knoch. 2021. "Inclusively Recognizing Faculty Innovation and Entrepreneurship Impact within Promotion and Tenure Considerations" Journal of Open Innovation: Technology, Market, and Complexity 7, no. 3: 182. https://doi.org/10.3390/joitmc7030182 O’Meara, K., & Rice, R. E. (Eds.) (2005). Faculty priorities reconsidered: Encouraging multiple forms of scholarship. San Francisco: Jossey-Bass.  O’Meara, K., Eatman, T. & Peterson, S. (2015). Advancing Engaged Scholarship in Promotion and Tenure: A Roadmap and Call for Reform. Liberal Education, 101(3). http://www.aacu.org/liberaleducation/2015/summer/o'meara Boyer, E.L. Scholarship Reconsidered: Priorities of the Professoriate.  Princeton, N.J.: Carnegie Foundation for the Advancement of Teaching, 1990 O’Meara, K. (2010). Rewarding multiple forms of scholarship: Promotion and tenure. In H. Fitzgerald, C. Burack, & S. Seifer (Eds.), Handbook of engaged scholarship, volume 1: Institutional change (pp. 271-294). East Lansing, Michigan: Michigan State University Press. View PDF Schimanski LA and Alperin JP. The evaluation of scholarship in academic promotion and tenure processes: Past, present, and future. F1000Research 2018, 7:1605 (https://doi.org/10.12688/f1000research.16493.1) https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6325612/ https://www.insidehighered.com/advice/2018/08/22/academe-needs-better-evaluate-engaged-scholarship-opinion?utm_source=Inside+Higher+Ed&utm_campaign=d4383a1059-DNU_COPY_01&utm_medium=email&utm_term=0_1fcbc04421-d4383a1059-198228137&mc_cid=d4383a1059&mc_eid=0e307ffb34 Ringuette, D. (2008). We Need to Talk: Scholarship, Tenure, and Promotion in the Balance. <i>Profession,</i> 185-193. Retrieved August 28, 2021, from http://www.jstor.org/stable/25595893   Report of the MLA Task Force on Evaluating Scholarship for Tenure and Promotion -MLA Task Force on Evaluating Scholarship for Tenure and Promotion (2007 by The Modern Language Association of America) https://www.mla.org/content/download/3362/81802/taskforcereport0608.pdf Although this report was produced over 14 years  ago, the findings , insights and recommendations remain relevant  and applicable to addressing the evaluation of scholarship in a broad range of disciplines   Rethinking Tenure, A Chronicle of Higher Education publication(2021)  It is a collection of essay. Very pertinent especially the following sections “Faculty Evaluation After the Pandemic’ (pp 35-39); “Diversity, Inclusion, and Tenure,” (pp 54-55); “How to Create More Equitable Tenure Policies,” ( 56-57). Junior Faculty Don’t Need More Time, Senior Faculty Need More  Imagination: A template for Change( pp 62-63) Discusses teaching load issues for new faculty - heavy teaching load may limit research ambitions and realization. Suggests redefining what constitutes “publication”. “instead of focusing on ‘publication’ why not focus on ‘scholarly works’? Develop a rubric that expanded the definition of what counted as one scholarly work:   One academic journal article Two published pieces of media outlet Two submitted articles that are under review One external grant application  Two internal grant applications  Two IRB protocols Three professional reviews of manuscripts  This helps reward research advancement and credible work in progress. “Tenure by the Book: Revising Tenure Expectations is on the Table. We should take caution “( pp 64- 65) important work is being done that does not look like traditional scholarship— such as digital projects, community engagement or research whose purpose is primarily focused on administering an academic program. “ Bringing the Humanities to the Public— and the Public to the Humanities (85-86) a case for valuing and rewarding public scholars/ intellectuals ·         Rethinking Tenure, A Chronicle of Higher Education publication(2021)    The Baruch College  Report  you shared is  a good addition. It recognizes the need  to recognize, clarify expectations, and effectively assess “new and emerging modes of scholarly communication.” It may also be a good peer comparison as both BC and CLU are liberal arts institutions.   Ditto on the KerryAnn O’Meare article. On “Rewarding Multiple Forms of Scholarship: Promotion and Tenure.” She is a leading authority on this topic and has an extensive body of work on the subject   I am familiar  with the impact factor critiqued in The Leiden Manifesto. The ten principles for evaluating research are good, and some of the steps  ( e.g. #2 3, and 6) are  not uncommon in T&P policies. Others however are not that easy to implement, especially given the time constraint and demand on faculty . Furthermore they are more suited to Research institutions.   DEI The Effects of Instructor Gender and Discipline Group on Student Ratings of Instruction Dan Li and Stephen L. Benton https://ideacontent.blob.core.windows.net/content/sites/2/2020/01/Research_Report_10.pdf Sarah Trainer, Jodi O’Brien, and Jean Jacoby https://duvpfa.du.edu/blog/2021/05/27/making-diversity-equity-and-inclusion-in-promotion-tenure-and-re-appointment-decisions-visible/ EQUITY AND INCLUSION: Effective Practices and Responsive Strategies https://www.acenet.edu/Documents/Equity-and-Inclusion-Effective-Practices-and-Responsive-Strategies.pdf Seattle University ADVANCE: Institutional Diversity Requires Recognizing and Rewarding Faculty Hidden Work https://www.seattleu.edu/media/advance/NCURA-Article_SU-ADVANCE.pdf MacNell, L., Driscoll, A. & Hunt, A.N. (2015) “What’s in a Name: Exposing Gender Bias in Student Ratings of Teaching”, Innov High Educ 40: 291. https://doi.org/10.1007/s10755-014-9313-4 Mitchell, K., & Martin, J. (2018). “Gender Bias in Student Evaluations.” PS: Political Science& Politics, Cambridge University Press, 51(3), 648-652. https://doi.org/10.1017/S104909651800001X. Peterson , D.A.M, Biederman, L.A., Andersen, D. , Ditonto, T.M. , Roe, K. (2019), “Mitigating gender bias in student evaluations of teaching,” PLOT:ONE, Published: May 15, 2019, https://doi.org/10.1371/journal.pone.0216241 Laursen, S. L., & Austin, A. E. (2014). Strategic intervention brief #6: Equitable processes of tenure and promotion. In S. L. Laursen and A. E. Austin, strategic Toolkit: Strategies for effecting gender equity and intuitional change. Boulder, CO, and East Lansing, MI. www.strategictoolkit.org. Tierney, William G., and Estela Mara Bensimon. 1996. Promotion and Tenure: Community and Socialization in Academe. Albany, NY: SUNY Press. Weisshaar, Katherine. 2017. “Publish and Perish? An Assessment of Gender Gaps in Promotion to Tenure in Academia.” Social Forces 96(2):529–60. “A recipe for change: Creating a more inclusive academe” Beth Mitchneck, Jessi L. Smith, Melissa Latimer https://science.sciencemag.org/content/352/6282/148 https://www.insidehighered.com/views/2021/08/24/academe-should-determine-what-specific-systemic-changes-are-needed-dei-opinion Purdue University has created a policy to promote and give tenure to faculty for the scholarship of engagement. Seattle University is poised to make significant changes to promotion and tenure reviews. And recently, Indiana University-Purdue University Indianapolis unveiled its first nontraditional pathway to tenure: DEI work in the academy. https://www.purdue.edu/provost/faculty/promotion/criteria-tenure.html A broad literature documents gender and racial bias across key areas of faculty experience, including grant funding (Ginther et al. 2011), peer review (Tamblyn et al. 2018), student evaluations of teaching (Chavez and Mitchell 2020), teaching and service load (Tierney and Bensimon 1996), and the tenure evaluation processes (Weisshaar 2017). Chávez, Kerry, and Kristina M. W. Mitchell. 2020. “Exploring Bias in Student Evaluations: Gender, Race, and Ethnicity.” PS: Political Science & Politics 53(2):270–74. Ginther, Donna K., Walter T. Schaffer, Joshua Schnell, Beth Masimore, Faye Liu, Laurel L. Haak, and Raynard Kington. 2011. “Race, Ethnicity, and NIH Research Awards.” Science 333(6045):1015–19. Gonzalez, Leslie and Kimberly Ann Griffin. 2020. Supporting Faculty during & after COVID-19: Don't Let Go of Equity. Washington, DC: Aspire Alliance Goodwin, Stephanie and Beth Mitchneck. 2020 “STEM Equity and Inclusion (Un)Interrupted?" Inside Higher Ed. Retrieved August 15, 2020 (https://www.insidehighered.com/views/2020/05/13/ensuring-pandemic-doesnt-negatively- impact-women-stem-especially-those-color). Malisch, Jessica L., Breanna N. Harris, Shanen M. Sherrer, Kristy A. Lewis, Stephanie L. Shepherd, Pumtiwitt C. McCarthy, Jessica L. Spott, Elizabeth P. Karam, Naima Moustaid- Moussa, and Jessica McCrory Calarco. 2020. “Opinion: In the Wake of COVID-19, Academia Needs New Solutions to Ensure Gender Equity.” Proceedings of the National Academy of Sciences 117(27):15378–15381. Myers, Kyle, Wei Yang Tham, Yian Yin, Nina Cohodes, Jerry G. Thursby, Marie Thursby, Peter Schiffer, Joseph Walsh, Karim R. Lakhani, and Dashun Wang. 2020. Quantifying the Immediate Effects of the COVID-19 Pandemic on Scientists. SSRN Scholarly Paper. ID 3608302. Rochester, NY: Social Science Research Network. Tamblyn, Robyn, Nadyne Girard, Christina J. Qian, and James Hanley. 2018. “Assessment of Potential Bias in Research Grant Peer Review in Canada.” Canadian Medical Association Journal 190(16):E489–99. Tierney, William G., and Estela Mara Bensimon. 1996. Promotion and Tenure: Community and Socialization in Academe. Albany, NY: SUNY Press. Weisshaar, Katherine. 2017. “Publish and Perish? An Assessment of Gender Gaps in Promotion to Tenure in Academia.” Social Forces 96(2):529–60. Bouwma-Gearhart, Jana, Cindy Lenhart, Rich Carter, Karl Mundorff, Holly Cho, and Jessica Knoch. 2021. "Inclusively Recognizing Faculty Innovation and Entrepreneurship Impact within Promotion and Tenure Considerations" Journal of Open Innovation: Technology, Market, and Complexity 7, no. 3: 182. https://doi.org/10.3390/joitmc7030182 Matthew, P.A. Written/Unwritten: Diversity and the Hidden Truths of Tenure; University of North Carolina Press: Chapel Hill, NC, USA, 2016; ISBN 978-1-4696-2773-1. [Google Scholar] Lisnic R, Zajicek A, Morimoto S. Gender and Race Differences in Faculty Assessment of Tenure Clarity: The Influence of Departmental Relationships and Practices. Sociology of Race and Ethnicity. 2019;5(2):244-260. doi:10.1177/2332649218756137 Examples of materials that might be submitted as part of a dossier in support of the advising portion of a dossier include: workshop, conference, or any other presentation materials or publications (of all kinds related to advising), awards, materials developed in support of advising activities, materials developed in connection with any committee work, evidence of leadership in area, any other materials that are related to advising that would help the committee to understand the quality, scope, and breadth and depth of contributions in this area, evidence of collaborative work with other areas of the College or campus, evidence of diversity, equity, and inclusion (DEI)-related work in this area, evidence of other leadership activities in this area. POST-TENURE EVALUATION Tamara Beauboeuf-Lafontant, Karla A. Erickson & Jan E. Thomas (2019) Rethinking Post-Tenure Malaise: An Interactional, Pathways Approach to Understanding the Post-Tenure Period, The Journal of Higher Education, 90:4, 644-664, DOI: 10.1080/00221546.2018.1554397</s>

<s>[INST] clery_report_jan 2011_december 2013.txt [/INST] Vaughn College of Aeronautics and Technology Jeanne Clery Act Reporting Statistics 2013 Annual Crime Statistics Fire Log Vaughn College maintains a fire log available for review at the Student Affairs Office. 2011 ANNUAL FIRE REPORT ON RESIDENCE HALL Building Fires Fire Cause Injuries Deaths Property Damage Residence Hall 0 N/A 0 0 $0.00 2012 ANNUAL FIRE REPORT ON RESIDENCE HALL Building Fires Fire Cause Injuries Deaths Property Damage Residence Hall 0 N/A 0 0 $0.00 2013 ANNUAL FIRE REPORT ON RESIDENCE HALL Building Fires Fire Cause Injuries Deaths Property Damage Residence Hall 0 N/A 0 0 $0.00 Crime Reporting Statistics In Compliance with the Jeanne Clery Act Complied by Vaughn College Office of Student Affairs for January 2010 to December 2012. Criminal Offenses – On Campus Total occurrences on campus Criminal Offense 2011 2012 2013 Murder/Non-negligent manslaughter 0 0 0 Negligent manslaughter 0 0 0 Sex offenses-Forcible 0 0 1 Sex offense-Non-forcible 0 0 0 Incest 0 0 0 Statutory rape 0 0 0 Robbery 0 0 0 Aggravated assault 1 1 0 Burglary 0 0 0 Motor vehicle theft (Not including theft from a motor vehicle) 0 0 0 Arson 0 0 0 For the following criminal offenses, the number is reported of the amount of occurrences on campus Criminal Offenses – On Campus Student Housing Facilities For the following criminal offenses, the number is reported of the amount of occurrences on campus Total occurrences on campus Criminal Offense 2011 2012 2013 Murder/Non-negligent manslaughter 0 0 0 Negligent manslaughter 0 0 0 Sex offenses-Forcible 0 0 1 Sex offense-Non-forcible 0 0 0 Incest 0 0 0 Statutory rape 0 0 0 Robbery 0 0 0 Aggravated assault 1 1 0 Burglary 0 0 0 Motor vehicle theft (Not including theft from a motor vehicle) 0 0 0 Arson 0 0 0 Criminal Offenses – Public Property Total occurrences on campus Criminal Offense 2011 2012 2013 Murder/Non-negligent manslaughter 0 0 0 Negligent manslaughter 0 0 0 Sex offenses-Forcible 0 0 0 Sex offense-Non-forcible 0 0 0 Incest 0 0 0 Statutory rape 0 0 0 Robbery 0 0 0 Aggravated assault 0 0 0 Burglary 0 0 0 Motor vehicle theft (Not including theft from a motor vehicle) 0 0 0 Arson 0 0 0 For the following criminal offenses, the number is reported of the amount of occurrences on campus Hate Crimes – On Campus Total occurrences on campus for 2013 Criminal Offense Total Race Religion Sexual Orientation Gender Disability Ethnicity/National Origin Murder/Non-negligent manslaughter 0 0 0 0 0 0 0 Negligent manslaughter 0 0 0 0 0 0 0 Sex offenses-Forcible 1 0 0 1 0 0 0 Sex offense-Non-forcible 0 0 0 0 0 0 0 Incest 0 0 0 0 0 0 0 Statutory rape 0 0 0 0 0 0 0 Robbery 0 0 0 0 0 0 0 Aggravated assault 0 0 0 0 0 0 0 Burglary 0 0 0 0 0 0 0 Motor vehicle theft (Not including theft from a motor vehicle) 0 0 0 0 0 0 0 Arson 0 0 0 0 0 0 0 Simple Assault 0 0 0 0 0 0 0 Larceny-theft 0 0 0 0 0 0 0 Intimidation 0 0 0 0 0 0 0 Destruction/damage/vandalism of property 0 0 0 0 0 0 0 For the following hate crimes, the number is reported of the amount of occurrences on campus Hate Crimes – On Campus For the following hate crimes, the number is reported of the amount of occurrences on campus Total occurrences on campus for 2012 Criminal Offense Total Race Religion Sexual Orientation Gender Disability Ethnicity/National Origin Murder/Non-negligent manslaughter 0 0 0 0 0 0 0 Negligent manslaughter 0 0 0 0 0 0 0 Sex offenses-Forcible 0 0 0 0 0 0 0 Sex offense-Non-forcible 0 0 0 0 0 0 0 Incest 0 0 0 0 0 0 0 Statutory rape 0 0 0 0 0 0 0 Robbery 0 0 0 0 0 0 0 Aggravated assault 0 0 0 0 0 0 0 Burglary 0 0 0 0 0 0 0 Motor vehicle theft (Not including theft from a motor vehicle) 0 0 0 0 0 0 0 Arson 0 0 0 0 0 0 0 Simple Assault 0 0 0 0 0 0 0 Larceny-theft 0 0 0 0 0 0 0 Intimidation 1 1 0 0 0 0 0 Destruction/damage/vandalism of property 0 0 0 0 0 0 0 Hate Crimes – On Campus Total occurrences on campus for 2011 Criminal Offense Total Race Religion Sexual Orientation Gender Disability Ethnicity/National Origin Murder/Non-negligent manslaughter 0 0 0 0 0 0 0 Negligent manslaughter 0 0 0 0 0 0 0 Sex offenses-Forcible 0 0 0 0 0 0 0 Sex offense-Non-forcible 0 0 0 0 0 0 0 Incest 0 0 0 0 0 0 0 Statutory rape 0 0 0 0 0 0 0 Robbery 0 0 0 0 0 0 0 Aggravated assault 0 0 0 0 0 0 0 Burglary 0 0 0 0 0 0 0 Motor vehicle theft (Not including theft from a motor vehicle) 0 0 0 0 0 0 0 Arson 0 0 0 0 0 0 0 Simple Assault 0 0 0 0 0 0 0 Larceny-theft 0 0 0 0 0 0 0 Intimidation 0 0 0 0 0 0 0 Destruction/damage/vandalism of property 0 0 0 0 0 0 0 For the following hate crimes, the number is reported of the amount of occurrences on campus Hate Crimes – On Campus Student Housing Facilities For the following hate crimes, the number is reported of the amount of occurrences on campus Total occurrences on campus for 2013 Criminal Offense Total Race Religion Sexual Orientation Gender Disability Ethnicity/National Origin Murder/Non-negligent manslaughter 0 0 0 0 0 0 0 Negligent manslaughter 0 0 0 0 0 0 0 Sex offenses-Forcible 1 0 0 1 0 0 0 Sex offense-Non-forcible 0 0 0 0 0 0 0 Incest 0 0 0 0 0 0 0 Statutory rape 0 0 0 0 0 0 0 Robbery 0 0 0 0 0 0 0 Aggravated assault 0 0 0 0 0 0 0 Burglary 0 0 0 0 0 0 0 Motor vehicle theft (Not including theft from a motor vehicle) 0 0 0 0 0 0 0 Arson 0 0 0 0 0 0 0 Simple Assault 0 0 0 0 0 0 0 Larceny-theft 0 0 0 0 0 0 0 Intimidation 0 0 0 0 0 0 0 Destruction/damage/vandalism of property 0 0 0 0 0 0 0 Hate Crimes – On Campus On Campus Student Facilities For the following hate crimes, the number is reported of the amount of occurrences on campus Total occurrences on campus for 2012 Criminal Offense Total Race Religion Sexual Orientation Gender Disability Ethnicity/National Origin Murder/Non-negligent manslaughter 0 0 0 0 0 0 0 Negligent manslaughter 0 0 0 0 0 0 0 Sex offenses-Forcible 0 0 0 0 0 0 0 Sex offense-Non-forcible 0 0 0 0 0 0 0 Incest 0 0 0 0 0 0 0 Statutory rape 0 0 0 0 0 0 0 Robbery 0 0 0 0 0 0 0 Aggravated assault 0 0 0 0 0 0 0 Burglary 0 0 0 0 0 0 0 Motor vehicle theft (Not including theft from a motor vehicle) 0 0 0 0 0 0 0 Arson 0 0 0 0 0 0 0 Simple Assault 0 0 0 0 0 0 0 Larceny-theft 0 0 0 0 0 0 0 Intimidation 1 1 0 0 0 0 0 Destruction/damage/vandalism of property 0 0 0 0 0 0 0 Hate Crimes – On Campus On Campus Student Facilities Total occurrences on campus for 2011 Criminal Offense Total Race Religion Sexual Orientation Gender Disability Ethnicity/National Origin Murder/Non-negligent manslaughter 0 0 0 0 0 0 0 Negligent manslaughter 0 0 0 0 0 0 0 Sex offenses-Forcible 0 0 0 0 0 0 0 Sex offense-Non-forcible 0 0 0 0 0 0 0 Incest 0 0 0 0 0 0 0 Statutory rape 0 0 0 0 0 0 0 Robbery 0 0 0 0 0 0 0 Aggravated assault 0 0 0 0 0 0 0 Burglary 0 0 0 0 0 0 0 Motor vehicle theft (Not including theft from a motor vehicle) 0 0 0 0 0 0 0 Arson 0 0 0 0 0 0 0 Simple Assault 0 0 0 0 0 0 0 Larceny-theft 0 0 0 0 0 0 0 Intimidation 0 0 0 0 0 0 0 Destruction/damage/vandalism of property 0 0 0 0 0 0 0 For the following hate crimes, the number is reported of the amount of occurrences on campus Hate Crimes – Public Property Total occurrences on campus for 2012 Criminal Offense Total Race Religion Sexual Orientation Gender Disability Ethnicity/National Origin Murder/Non-negligent manslaughter 0 0 0 0 0 0 0 Negligent manslaughter 0 0 0 0 0 0 0 Sex offenses-Forcible 0 0 0 0 0 0 0 Sex offense-Non-forcible 0 0 0 0 0 0 0 Incest 0 0 0 0 0 0 0 Statutory rape 0 0 0 0 0 0 0 Robbery 0 0 0 0 0 0 0 Aggravated assault 0 0 0 0 0 0 0 Burglary 0 0 0 0 0 0 0 Motor vehicle theft (Not including theft from a motor vehicle) 0 0 0 0 0 0 0 Arson 0 0 0 0 0 0 0 Simple Assault 0 0 0 0 0 0 0 Larceny-theft 0 0 0 0 0 0 0 Intimidation 0 0 0 0 0 0 0 Destruction/damage/vandalism of property 0 0 0 0 0 0 0 For the following hate crimes, the number is reported of the amount of occurrences on campus Total occurrences on campus for 2012 Criminal Offense Total Race Religion Sexual Orientation Gender Disability Ethnicity/National Origin Murder/Non-negligent manslaughter 0 0 0 0 0 0 0 Negligent manslaughter 0 0 0 0 0 0 0 Sex offenses-Forcible 0 0 0 0 0 0 0 Sex offense-Non-forcible 0 0 0 0 0 0 0 Incest 0 0 0 0 0 0 0 Statutory rape 0 0 0 0 0 0 0 Robbery 0 0 0 0 0 0 0 Aggravated assault 0 0 0 0 0 0 0 Burglary 0 0 0 0 0 0 0 Motor vehicle theft (Not including theft from a motor vehicle) 0 0 0 0 0 0 0 Arson 0 0 0 0 0 0 0 Simple Assault 0 0 0 0 0 0 0 Larceny-theft 0 0 0 0 0 0 0 Intimidation 0 0 0 0 0 0 0 Destruction/damage/vandalism of property 0 0 0 0 0 0 0 Hate Crimes – Public Property Total occurrences on campus for 2013 Criminal Offense Total Race Religion Sexual Orientation Gender Disability Ethnicity/National Origin Murder/Non-negligent manslaughter 0 0 0 0 0 0 0 Negligent manslaughter 0 0 0 0 0 0 0 Sex offenses-Forcible 0 0 0 0 0 0 0 Sex offense-Non-forcible 0 0 0 0 0 0 0 Incest 0 0 0 0 0 0 0 Statutory rape 0 0 0 0 0 0 0 Robbery 0 0 0 0 0 0 0 Aggravated assault 0 0 0 0 0 0 0 Burglary 0 0 0 0 0 0 0 Motor vehicle theft (Not including theft from a motor vehicle) 0 0 0 0 0 0 0 Arson 0 0 0 0 0 0 0 Simple Assault 0 0 0 0 0 0 0 Larceny-theft 0 0 0 0 0 0 0 Intimidation 0 0 0 0 0 0 0 Destruction/damage/vandalism of property 0 0 0 0 0 0 0 For the following hate crimes, the number is reported of the amount of occurrences on campus Total occurrences on campus for 2012 Criminal Offense Total Race Religion Sexual Orientation Gender Disability Ethnicity/National Origin Murder/Non-negligent manslaughter 0 0 0 0 0 0 0 Negligent manslaughter 0 0 0 0 0 0 0 Sex offenses-Forcible 0 0 0 0 0 0 0 Sex offense-Non-forcible 0 0 0 0 0 0 0 Incest 0 0 0 0 0 0 0 Statutory rape 0 0 0 0 0 0 0 Robbery 0 0 0 0 0 0 0 Aggravated assault 0 0 0 0 0 0 0 Burglary 0 0 0 0 0 0 0 Motor vehicle theft (Not including theft from a motor vehicle) 0 0 0 0 0 0 0 Arson 0 0 0 0 0 0 0 Simple Assault 0 0 0 0 0 0 0 Larceny-theft 0 0 0 0 0 0 0 Intimidation 0 0 0 0 0 0 0 Destruction/damage/vandalism of property 0 0 0 0 0 0 0 Hate Crimes – Public Property Total occurrences on campus for 2011 Criminal Offense Total Race Religion Sexual Orientation Gender Disability Ethnicity/National Origin Murder/Non-negligent manslaughter 0 0 0 0 0 0 0 Negligent manslaughter 0 0 0 0 0 0 0 Sex offenses-Forcible 0 0 0 0 0 0 0 Sex offense-Non-forcible 0 0 0 0 0 0 0 Incest 0 0 0 0 0 0 0 Statutory rape 0 0 0 0 0 0 0 Robbery 0 0 0 0 0 0 0 Aggravated assault 0 0 0 0 0 0 0 Burglary 0 0 0 0 0 0 0 Motor vehicle theft (Not including theft from a motor vehicle) 0 0 0 0 0 0 0 Arson 0 0 0 0 0 0 0 Simple Assault 0 0 0 0 0 0 0 Larceny-theft 0 0 0 0 0 0 0 Intimidation 0 0 0 0 0 0 0 Destruction/damage/vandalism of property 0 0 0 0 0 0 0 For the following hate crimes, the number is reported of the amount of occurrences on campus Arrests – On Campus This does not include drunkenness or driving under the influence in Liquor law violations Number of Arrests Crime 2011 2012 2013 Weapons: carrying, possessing, etc. 0 0 1 Drug abuse violations 0 0 0 Liquor law violations 0 0 0 Arrests – On Campus Student Housing Facilities This does not include drunkenness or driving under the influence in Liquor law violations Number of Arrests Crime 2011 2012 2013 Weapons: carrying, possessing, etc. 0 0 0 Drug abuse violations 0 0 0 Liquor law violations 0 0 0 Arrests – Public Property This does not include drunkenness or driving under the influence in Liquor law violations Number of Arrests Crime 2011 2012 2013 Weapons: carrying, possessing, etc. 0 0 0 Drug abuse violations 0 0 0 Liquor law violations 0 0 0 Disciplinary Actions – On Campus This does not include drunkenness or driving under the influence in Liquor law violations Number of Arrests Crime 2011 2012 2013 Weapons: carrying, possessing, etc. 0 0 0 Drug abuse violations 6 8 15 Liquor law violations 11 15 12 Disciplinary Actions – On Campus Student Housing Facilities This does not include drunkenness or driving under the influence in Liquor law violations Number of Arrests Crime 2011 2012 2013 Weapons: carrying, possessing, etc. 0 0 0 Drug abuse violations 6 8 15 Liquor law violations 11 15 12 Disciplinary Actions – Public Property This does not include drunkenness or driving under the influence in Liquor law violations Number of Arrests Crime 2011 2012 2013 Weapons: carrying, possessing, etc. 0 0 0 Drug abuse violations 0 0 0 Liquor law violations 0 0 0</s>

<s>[INST] CMC Audit Report.txt [/INST] </s>

<s>[INST] COLLEGE INTERN POLICY.txt [/INST] COLLEGE INTERN POLICY Effective Date: Policy Number: III – Supersedes: Not Applicable. Issuing Authority: President Responsible Officer: Associate Vice President, Human Resources & Compliance Applicability: All Canisius College departments that engage Interns. History: PURPOSE The purpose of this policy is to provide guidance for college departments seeking to provide a structured learning environment to unpaid Interns. Note that this policy does not apply to the approval of a student internships for academic credit as part of an academic degree earned at Canisius College or a course offered at Canisius College. POLICY College departments may provide a structured learning environment to unpaid Interns. Internships must be properly authorized by the host department and Human Resources in accordance with the procedures set forth in this policy. Authorized Interns are agents of the college; therefore, qualifications, background, and suitability of the individual must be considered before offering an Intern opportunity. Moreover, any individual listed on a sex offender registry or who has been convicted of an offense for which he or she must register as a sex or violent offender may not serve as an Intern. No department may discriminate in selecting Interns based on any status protected by state or federal law. The college shall have no liability for personal injury or property damage which may be suffered by the Intern, unless such injury or damage directly results from the negligent acts or omissions of the college or its employees. Department heads providing internship opportunities are accountable and responsible for compliance with this policy and may be subject to disciplinary action for the department’s failure to comply. DEFINITIONS Intern(s)a student or trainee who accepts a short-term unpaid, supervised work experience at Canisius College for the purposes of educational or professional interest. In determining whether an individual is an Intern, the college will consider the following criteria: The extent to which the intern and the college clearly understand that there is no expectation of compensation. Any promise of compensation, express or implied, suggests that the intern is an employee—and vice versa; The extent to which the internship provides training that would be similar to that which would be given in an educational environment, including the clinical and other hands-on training provided by educational institutions; The extent to which the internship is tied to the intern’s formal education program by integrated coursework or the receipt of academic credit; The extent to which the internship accommodates the intern’s academic commitments by corresponding to the academic calendar; The extent to which the internship’s duration is limited to the period in which the internship provides the intern with beneficial learning; The extent to which the Intern’s work complements, rather than displaces, the work of paid employees while providing significant educational benefits to the intern; and The extent to which the Intern and the college understand that the internship is conducted without entitlement to a paid job at the conclusion of the internship. PROCEDURES/GUIDELINES I. Eligibility Any Intern may serve at Canisius College with the following restrictions: An Intern cannot replace or be substituted for current employees or perform work that would otherwise require another individual to be employed; Individuals under the age of 14 may not serve as an Intern. Individuals who are at least 14 years old but under the age of 18 must have parental consent; Interns who do not hold U.S. Citizenship or permanent residency should consult IDENTIFY OFFICE for any information related to visa status. An individual with a pending H-1B visa application to work at the college may not serve as an Intern; and Any individual listed on a registry that is part of the college’s criminal record check or who has been convicted of an offense for which he or she must register as a sex or violent offender may not serve as an Intern. II. Selection and Assignment The following procedures are required to engage an Intern: A department that desires to accommodate an Intern must complete a description of the duties to be performed by the Intern and obtain written approval from the appropriate vice president and Human Resources. The description of duties must include the following: Title and name of supervisor; Dates of the internship; Schedule / hours of work; Where duties will be performed; Activities to be performed; Training provided by supervisor or others in the department; Personal, educational, or professional benefits the Intern should derive from the internship; How the internship relates to the Intern’s course of study, including whether the Intern will receive course credit from Canisius College or another college or university; Benefits, if any, to the college; Safety or risk issues; and How the Intern’s services will be measured or evaluated. After receiving approval form the appropriate vice president, each Intern (or their parent/guardian) must complete applicable Human Resources paperwork and, if determined necessary by Human Resources, satisfactorily complete a background check (see the Background, Reference, and Verification Screens Policy); Each Intern must complete a Release and Waiver of Liability Form. The completed form is then forwarded to Human Resources for filing; and The department head must ensure that the Intern receives appropriate training prior to their beginning the internship at the college. IV. Intern Responsibilities An Intern must complete and sign a Release and Waiver of Liability Form and any other forms required by Human Resources. An Intern must comply with all applicable college and department policies and procedures, as well as legal requirements that govern their actions. These include but are not limited to those relating to employee conduct, safety, confidentiality, sensitive information, protected health information, college computer and network system use, financial responsibility, and drug or alcohol use. Department heads are responsible for making certain Interns comply with all applicable college and department policies and procedures, as well as applicable laws and regulations. V. Dismissal The department sponsoring the internship or Human Resources may decline and/or discontinue the Internship at any time and without advance notice. Similarly, the Intern may end service at any time. RELATED POLICIES Background, Reference, and Verification Screens Policy</s>

<s>[INST] COllegiality Responsibility Text.txt [/INST] Members of the college community should contribute to the creation of a collegial culture. As colleagues, all faculty have responsibilities derived from common membership in the community of scholars. Faculty do not discriminate against or harass colleagues. They respect and defend the free inquiry of associates, even when it leads to findings and conclusions different from their own. Faculty accept their share of faculty responsibilities for the governance of the institution (drawn from AAUP Statement on Professional Ethics, 1966, Revised 1987, 2009). Faculty members are expected to:  Collaborate with faculty, staff, and stakeholders from the College and the community to create, preserve, and enhance important partnerships.  Provide support for adjunct and full-time colleagues in the form of consultation and cooperation; work as effective team members, when required.  Treat all members of the college community with dignity and respect demonstrating professional, courteous behavior and engage in constructive conflict resolution, when needed.</s>

<s>[INST] Comparison Group List.txt [/INST] Appendix: Our Comparison Group We recommend modifying the current institutional comparison group. As with the previous comparison group, a few caveats are in order: The included peer institutions serve as benchmarks for us at the institutional level, but not necessarily across all relevant dimensions of comparison. Schools, colleges, divisions and other units of the university may develop their own comparison groups that are appropriate to their particular work. The included institutions may compete with us for students, but not in every case. For many programs, our enrollment competitors are public institutions and occasionally are private for-profit institutions. The economic and financial foundations of these institutions make them unsuitable for the comparison group. Of course, individual units may choose to include such institutions in their comparison set. Financial data from the comparison group, among other uses, may help to identify best practices in many areas of university life from academic programs to deferred maintenance. Our new set of comparison institutions skews heavily to California but includes a few from other states. No matter their location, they have been chosen for their similarity to Cal Lutheran in these areas: Degrees offered Endowment Location/setting (urban or suburban with similar cost of living) Undergraduate enrollment Undergraduate tuition Graduate enrollment Graduation rates Number and type of schools or colleges within the university The comparison institutions are: Chapman University – https://www.chapman.edu/faculty-staff/faculty/_files/faculty-manual.pdf Loyola Marymount University https://academics.lmu.edu/media/lmuacademics/facultydevelopment/documents/Faculty%20Resource%20Guide%202021-2022%208.16.21.pdf https://academics.lmu.edu/media/lmuacademics/provost/documents/LMU%20Faculty%20Handbook%202021-2022_Rev.81221.pdf Pacific Lutheran University (WA) Santa Clara University St. Edward’s University (TX) St. Mary’s College of California University of La Verne University of the Pacific University of Redlands University of San Diego University of San Francisco Valparaiso University (IN) – https://www.valpo.edu/general-counsel/files/2018/07/Faculty-Handbook_August-2018.pdf</s>

<s>[INST] Contract Analysis- GLCA & BNCH INSTITUTIONS.txt [/INST] GLCA INSTITUTIONS Contractual Antioch Yes. 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. Allegheny Silent College of Wooster Chapter 1, The Statutes of Instruction, is contractual. Chapter 1, The Statute of Instruction is a contract between the Faculty and Board of Trustees and explains the duties and rights of the Faculty as defined and adopted by the Board of Trustees after consultation with Faculty. The remaining Chapters serve primarily as a supplement to the College Catalogue and handbooks for students (The Scot’s Key), staff (available on the Human Resources wiki), and all employees of the College (The Handbook of Selected College Policies). Oberlin College No The Faculty Guide and the policies contained herein do not in any way constitute and should not be construed as a contract or agreement, express or implied, of employment between a member of the Faculty and the College, or a promise of employment. Kenyon Silent There is no introduction statement to the Kenyon Faculty HB Denison Silent There is no introduction statement to the Denison contract. However, there is the following disclaimer: Academic offerings, practices, and personnel policies are subject to change in the event of exigent circumstances, including the ongoing COVID-19 situation Kalamazoo Silent Hope College Yes. Sections B and C The Handbook is the authoritative document on the role of the faculty in college governance (Section A). It also sets forth certain conditions of the contractual relationship between the college and the faculty. These include both faculty personnel policies (Section B) and faculty responsibilities (Section C). Hope faculty and staff are expected to follow the agreed-upon procedures and principles described in the Handbook. Albion College Silent Wabash Silent Earlham Part One of the handbook is contractual. This document contains two parts. The first is the faculty handbook which is an extension of the College’s contract with teaching and administrative faculty. The second part contains the administrative policies and procedures of the College that pertain to faculty. These policies and procedures are not considered extensions of the College’s contract with faulty members. Depauw No These policies and procedures are not contractual.  Therefore, the University, including its trustees, the faculty, and the administration reserve the right to change those sections for which each respectively has responsibility as identified in the handbook itself. Further, the University, including the trustees, reserves the right to add to or delete from this handbook from time to time as they decide is appropriate. BNCH INSTITUTIONS Southwestern Silent Augustana No The policies set forth in the Faculty Handbook are the current policies and procedures of the College. However, these practices and procedures are subject to be changed and amended from time to time. Nothing in the Faculty Handbook should be construed as any guarantee of continued employment and the Faculty Handbook should not be construed as an employment contract Ursinus Silent Lewis and Clark No While faculty should find the handbook useful as a guide to employment policies at the College, this document is not a contract of employment. The contract of employment is embodied in the individual faculty member’s letter of employment. Drew Silent College of St. Benedict/St. John’s University Part II is contractual. Note: This handbook is the closet in terms of organization to OWU’s handbook. Luther College Silent Lake Forest Silent Susquehanna Silent</s>

<s>[INST] Copy of DRAFT Handbook Updates - Grievance and Dismissal.txt [/INST] 1 Dismissal and Complaint/Grievance Policy Revisions Version 3 (2/24 Update) Executive Summary: Proposal to revise the Grievance and Dismissal processes in the Faculty Policies Handbook. This proposal offers five shifts from current policy: 1) disentangle the dismissal and grievance processes; 2) clarify which elected faculty bodies hear and/or adjudicate dismissal and grievance proceedings; 3) incorporate AAUP guidelines and procedural protections in dismissal proceedings; 4) simplify the Complaint/Grievance processes such that the adjudicating committee can gather data and statements without the structure, demands and timeline of an evidentiary hearing, and 5) the creation of a new standing Complaints and Grievance Committee that will hear faculty complaints and grievances (the bar for grievable items has been lowered substantially). Of these proposed changes, #1 is a matter of good governance policy, #2, #4, and #5 are merely streamlining and clarifying policies and structures that already exist, and #3 is incorporating the policy recommendation regarding academic freedom and tenure that have been considered the standard in higher education since 1968. Context: The Faculty Affairs Committee would be slightly expanded (probably to 6 members) and would be the adjudicating body in the event of faculty dismissals. The FAC would offer its professional recommendations on dismissal proceedings without its opinion being binding upon the President or Board of Regents. This would not be a substantial departure from current practices: such faculty hearing committees already exist. In dismissal proceedings, the Faculty Policies Handbook (pg. 79) currently charges ART/FAC as an adjudicating committee: Prior to the implementation of the dismissal, the data supporting the adequate cause for such action will be presented in writing to the ART Committee by the President or the President’s designee. If the ART Committee has engaged in post-tenure review of the faculty member and in monitoring a development plan, the Faculty Affairs Committee will serve as the initial review committee. The committee will obtain a written or oral statement from the faculty member (depending on which is preferred by the faculty member) with regard to the charges, and any other data the committee deems pertinent. The committee as a whole will consider the evidence and render an opinion. The opinion will be given to the faculty member and to the President without the opinion being binding upon the President. In addition to the ambiguity of the “development plan” language, there is also the notion that the Appointment, Rank, and Tenure committee is likely to be a party/witness to dismissal cases. Having it also function in an adjudicative capacity, in addition to the presence of the Provost on the ART committee, is procedurally problematic. In the case of Grievance proceedings, the Faculty Policies Handbook (pg. 47) currently charges the Grievance Committee as a hearing committee: The parties shall submit their evidence and witness lists to the Grievance Committee no later than seven calendar days prior to the hearing date. The Grievance Committee will cooperate with the grievant in securing witnesses and making available documentary and other evidence to the extent possible. The Grievance Committee shall promptly provide each party’s submitted evidence and witness lists to the other party. The committee may also request witnesses and documents that it believes would assist members in their deliberation. The Grievance Committee retains the right to exclude evidence if it determines it is irrelevant or prejudicial . . . The Grievance Committee will present its decision in writing within 15 business days of the hearing to the parties, the Vice President for Academic Affairs, and the President of the University . . . The President shall review the record and respond within 30 business days as to the final disposition of the grievance. The grievance proceedings, as currently written, define grievable actions too narrowly and are not sufficiently specific in their charges to the grievance committee and assume a “hearing structure” that is unnecessarily complex for the task. Expanding the committee charge to hear what were formerly deemed “complaints,” and simplifying the fact-finding process, rightly situates an elected faculty body in a position of responsibility regarding faculty discipline whilst making clearer the relationship between the recommendations of the committee and the decision-making process and power of the university provost and president. Policy Proposals Below Dismissal Procedures (with minor modifications from AAUP Statement on Ac. Freedom and Tenure) a. 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.9 b. Dismissal of a faculty member with continu­ous tenure, or with a probationary or other nontenured appointment before the end of the specified term, will be preceded by (1) discussions, including a documented history thereof, between the faculty member and appropri­ate administrative officers looking toward a mutual settlement (2) informal inquiry by the Faculty Senate Executive Committee, which may, if it fails to effect an adjustment, determine whether in its opinion dismissal proceedings should be undertaken, without its opinion being binding upon the president; (3) a statement of charges, framed with reasonable particularity by the president or the president’s delegate. c. A dismissal, as defined in Regulation 1a, will be preceded by a statement of charges, and the individual concerned will have the right to be heard initially by the Faculty Affairs Committee.10 Members of the committee deeming themselves disqualified for bias or interest will remove themselves from the case, either at the request of the chair of the committee or on their own initiative. When assembling the Dismissal Panel from the membership of the Faculty Affairs Committee, each party to the dismissal will have a maximum of one challenge without stated cause.11 After recusals and removals, the remaining members who will be adjudicating the case will hereafter be referred to as the hearing committee or Dismissal Panel. If there are not enough remaining members to form a panel the chair of the Faculty Affairs Committee will contact the Committee on Committees to request additional members, ideally selected from faculty in elected positions. (1) Pending a final decision by the hearing committee, the faculty member will be suspended, or assigned to other duties in lieu of suspension, only if immediate harm to the faculty member or others is threat­ened by continuance. Before suspending a faculty member, pending an ultimate determination of the faculty member’s status through the institution’s hearing procedures, the administration will consult with the Faculty Affairs Committee concerning the propriety, the length, and the other conditions of the suspension. A suspension that is intended to be final is a dismissal and will be treated as such. Salary will continue during the period of the suspension. (2) The hearing committee may, with the consent of the parties concerned, hold joint prehearing meetings with the par­ties in order to (i) simplify the issues, (ii) effect stipulations of facts, (iii) provide for the exchange of documentary or other information, and (iv) achieve such other appropriate prehearing objectives as will make the hearing fair, effective, and expeditious. (3) Service of notice of hearing with specific charges in writing will be made at least twenty days prior to the hearing. The faculty member may waive a hearing or may respond to the charges in writing at any time before the hearing. If the faculty member waives a hearing, but denies the charges or asserts that the charges do not support a finding of adequate cause, the hearing tribunal will evaluate all available evidence and rest its recommendation upon the evidence in the record. (4) The hearing committee, in consultation with the president and the faculty member, will exercise its judgment as to whether the hearing should be public or private. (5) During the proceedings the faculty mem­ber will be permitted to have an academic adviser and counsel of the faculty member’s choice. (6) At the request of either party or the hearing committee, a representative of a responsible educational association will be permitted to attend the proceedings as an observer. (7) A verbatim record of the hearing or hear­ings will be taken, and a copy will be made available to the faculty member without cost, at the faculty member’s request. (8) The burden of proof that adequate cause exists rests with the institution and will be satisfied only by clear and convincing evi­dence in the record considered as a whole. (9) The hearing committee will grant adjourn­ments to enable either party to investigate evidence as to which a valid claim of sur­prise is made. (10) The faculty member will be afforded an opportunity to obtain necessary witnesses and documentary or other evidence. The administration will cooperate with the hearing committee in securing witnesses and in making available documentary and other evidence. (11) The faculty member and the administration will have the right to confront and cross-examine all witnesses. Where the witnesses cannot or will not appear, but the commit­tee determines that the interests of justice require admission of their statements, the committee will identify the witnesses, disclose their statements, and, if possible, provide for interrogatories. (12) In the hearing of charges of incompetence, the testimony will include that of qualified faculty members from this or other institu­tions of higher education. (13) The hearing committee will not be bound by strict rules of legal evidence and may admit any evidence which is of probative value in determining the issues involved. Every possible effort will be made to obtain the most reliable evidence available. (14) The findings of fact and the decision will be based solely on the hearing record. (15) Except for such simple announcements as may be required, covering the time of the hearing and similar matters, public statements and publicity about the case by either the faculty member or admin­istrative officers will be avoided so far as possible until the proceedings have been completed, including consideration by the governing board of the institution. The president and the faculty member will be notified of the decision in writing and will be given a copy of the record of the hearing. (16) If the hearing committee concludes that adequate cause for dismissal has not been established by the evidence in the record, it will so report to the president. If the presi­dent rejects the report, the president will state the reasons for doing so, in writing, to the hearing committee and to the faculty member and provide an opportunity for response before transmitting the case to the governing board. If the hearing commit­tee concludes that adequate cause for a dismissal has been established, but that an academic penalty less than dismissal would be more appropriate, it will so recommend, with supporting reasons. Action by the Governing Board If dismissal or other severe sanction is recommended, the president will, on request of the faculty member, transmit to the governing board the record of the case. The governing board’s review will be based on the record of the committee hearing, and it will provide opportunity for argument, oral or written or both, by the principals at the hearing or by their represen­tatives. The decision of the hearing committee will either be sustained or the proceedings returned to the committee with specific objections. The committee will then reconsider, taking into account the stated objec­tions and receiving new evidence, if necessary. The governing board will make a final decision only after study of the committee’s reconsideration. Procedures for Imposition of Sanctions other than Dismissal a. If the administration believes that the conduct of a faculty member, although not constitut­ing adequate cause for dismissal, is sufficiently grave to justify imposition of a severe sanction, such as suspension from service for a stated period, the administration may institute a proceeding to impose such a severe sanction; the procedures outlined in “Dismissal Proceedings” herein will govern such a proceeding. b. If the administration believes that the conduct of a faculty member justifies imposition of a minor sanction, such as a reprimand, it will notify the faculty member of the basis of the proposed sanction and provide the faculty member with an opportunity to persuade the administration that the proposed sanction should not be imposed. A faculty member who believes that a major sanction has been incorrectly imposed under this paragraph, or that a minor sanction has been unjustly imposed, may, pursuant to Regulation 11, petition the faculty grievance committee for such action as may be appropriate. Terminal Salary or Notice If the appointment is terminated, the faculty member will receive salary or notice in accordance with the following schedule: at least three months, if the final decision is reached by March 1 (or three months prior to the expiration) of the first year of probationary ser­vice; at least six months, if the decision is reached by December 15 of the second year (or after nine months but prior to eighteen months) of probationary service; at least one year, if the decision is reached after eigh­teen months of probationary service or if the faculty member has tenure.12 This provision for terminal notice or salary need not apply in the event that there has been a finding that the conduct which justified dismissal involved moral turpitude. On the recommendation of the fac­ulty hearing committee or the president, the governing board, in determining what, if any, payments will be made beyond the effective date of dismissal, may take into account the length and quality of service of the faculty member. Academic Freedom and Protection against Discrimination a. All members of the faculty, whether tenured or not, are entitled to academic freedom as set forth in the 1940 Statement of Principles on Academic Freedom and Tenure, formulated by the Association of American Colleges and Universities and the American Association of University Professors. b. All members of the faculty, whether tenured or not, are entitled to protection against illegal or unconstitutional discrimination by the institution, or discrimination on a basis not demonstrably related to the faculty member’s professional performance, including but not lim­ited to race, sex, religion, national origin, age, disability, marital status, or sexual orientation. Complaints of Violation of Academic Freedom or of Discrimination in Nonreappointment If a faculty member on probationary or other non­tenured appointment alleges that a decision against reappointment was based significantly on consider­ations that violate (a) academic freedom or (b) govern­ing policies on making appointments without prejudice with respect to race, sex, religion, national origin, age, disability, marital status, or sexual orientation, the allegation will be given preliminary consideration by the Faculty Affairs Committee, which will seek to settle the matter by informal methods. The allegation will be accompanied by a statement that the faculty member agrees to the presentation, for the consideration of the faculty committee, of such reasons and evidence as the institution may allege in support of its decision. If the difficulty is unresolved at this stage and if the committee so recommends, the matter will be heard in the manner set forth in “Dismissal Proceedings” above, except that the faculty member making the complaint is responsible for stating the grounds upon which the allegations are based and the burden of proof will rest upon the faculty member. If the faculty member succeeds in establishing a prima facie case, it is incumbent upon those who made the decision against reappointment to come forward with evidence in support of their decision. Statistical evidence of improper discrimination may be used in establishing a prima facie case. Administrative Personnel The foregoing regulations apply to administrative personnel who hold academic rank, but only in their capacity as faculty members. Administrators who allege that a consideration that violates academic freedom or governing policies against improper dis­crimination, as stated in Regulation 6, significantly contributed to a decision to terminate their appoint­ment to an administrative post or not to reappoint them are entitled to the procedures set forth in Regula­tion 6. Political Activities of Faculty Members Faculty members, as citizens, are free to engage in political activities. Where necessary, leaves of absence may be given for the duration of an election cam­paign or a term of office, on timely application, and for a reasonable period of time. The terms of such leave of absence will be set forth in writing, and the leave will not affect unfavorably the tenure status of a faculty member, except that time spent on such leave will not count as probationary service unless otherwise agreed to.13 Part-Time Faculty Appointments a. After having been reappointed beyond an initial term, a part-time faculty member who is subsequently notified of nonreappointment will be advised upon request of the reasons that contributed to the decision. Upon the faculty member’s further request, the reasons will be confirmed in writing. The faculty member will be afforded opportunity for review of the deci­sion by the Faculty Affairs Committee]. b. For part-time faculty members who have served for three or more terms within a span of three years, the following additional protections of academic due process apply: (1) Written notice of reappointment or non­reappointment will be issued no later than one month before the end of the existing appointment. If the notice of reappointment is to be conditioned, for example, on suffi­ciency of student enrollment or on financial considerations, the specific conditions will be stated with the issuance of the notice. (2) When the part-time faculty member is denied reappointment to an available assignment (one with substantially identical responsibilities assigned to another part-time faculty member with less service), if the nonreappointed faculty member alleges that the decision was based on inadequate consideration, the allegation will be subject to review by the Faculty Affairs Committee. If this body, while not providing judgment on the merits of the decision, finds that the consideration has been inadequate in any substantial respects, it will remand the matter for fur­ther consideration accordingly.15 c. Prior to consideration of reappointment beyond a seventh year, part-time faculty members who have taught at least twelve courses or six terms within those seven years shall be provided a comprehensive review with the potential result of (1) appointment with part-time tenure [where such exists], (2) appointment with part-time con­tinuing service, or (3) nonreappointment. Those appointed with tenure shall be afforded the same procedural safeguards as full-time tenured faculty. Those offered additional appointment without tenure shall have continuing appoint­ments and shall not be replaced by part-time appointees with less service who are assigned substantially identical responsibilities without having been afforded the procedural safeguards associated with dismissal. Other Academic Staff a. In no case will a member of the academic staff who is not otherwise protected by the preceding regulations that relate to dismissal proceedings be dismissed without having been provided with a statement of reasons and an opportunity to be heard before a duly constituted committee.20 (A dismissal is a termination before the end of the period of appointment.) b. With respect to the nonreappointment of a member of such academic staff who establishes a prima facie case to the satisfaction of a duly constituted committee that considerations that violate academic freedom, or of governing poli­cies against improper discrimination as stated in “Complaints of Violation of Academic Freedom or of Discrimination in Nonreappointment,” significantly contributed to the nonreappointment, the academic staff member will be given a statement of reasons by those responsible for the nonreappointment and an opportunity to be heard by the committee. Grievance Procedures a. Before pursuing a formal grievance procedure, if the grievant feels comfortable in doing so, they should appeal to the person or official body responsible for the actions to which the grievant has objection or to the immediate supervisor, if any, of that person or body to determine if the complaint or problem may be resolved without resorting to formal action. This would normally be the department chair, program director or the dean, and such a meeting, including suggested remedies and points of discussion, should be documented by both parties. If the complainant is not comfortable addressing it with an immediate supervisor, they may address the issue with the next highest administrator or supervisor. Formal grievance procedures may be initiated when a complainant has been unsuccessful in resolving the matter informally. b. If any faculty member alleges cause for grievance in any matter not covered by the procedures described in the foregoing regulations, the faculty member may petition the elected Faculty Grievance Committee for redress. Such grievable issues include, but are not limited to: workload, teaching assignments, annual evaluation, disputes among faculty members, infringement of academic freedom, disciplinary actions, retaliation, improper scheduling, denial of sabbatical, denial of reappointment, denial of promotion, or prejudicial denial of salary increases. c. The faculty grievant will prepare a petition that sets forth in detail the nature of the grievance and shall state against whom the grievance is directed. It shall contain any data which the grievant deems pertinent to the case. The grievance consists of a written appeal, and any supporting documentation, which is transmitted by the faculty member to the Grievance Committee and to the University Provost, or where the grievance is against the action of the University Provost or President, to the President. The grievance petition should include the following: A clear statement of facts upon which the grievance is based, including an explanation of how the faculty member alleges he or she has been adversely affected and the specific relief requested An identification of the person(s) or the college or University policy or procedure consid­ered responsible for the alleged adverse condition, action, or inaction upon which the grievance is based and an explanation of why the person(s) is considered responsible or why the college or University policy or procedure is considered improper d. Upon receiving a grievance petition, any member of the Grievance Committee should recuse themselves from the case if they have or could be perceived to have a bias or a conflict of interest. e. The Grievance Committee (absent any recused members) will decide whether the grievance merits further investigation. The submission of a petition will not automatically result in an investigation or detailed consideration of the grievance. If the Grievance Committee determines that a further investigation is not warranted, it shall report that finding to the grievant within thirty days of receipt of the grievance. If the Grievance Committee determines that further action is warranted, it will be provided with all relevant information and will seek, in consultation with the Provost, or where the grievance is against the action of the University Provost the President, to bring about a settlement of the issue. The Provost or President shall indicate in writing their proposed terms of settlement. f. If such a settlement is not possible or is inappropriate, the Grievance Panel can request further information on the matters relevant to the grievance petition. Upon receipt of the statement of charges, the person(s) against whom, or representing the unit against which, the grievance is lodged shall, if they wish to reply, have twenty (20) business days to present a response to the charges to the chair of the Grievance Committee. The response must be in writing, and should include any relevant information, argumentation, or evidence that bears upon the matters relevant to the grievance. g. Within five (5) business days after receipt of the response to the statement of charges from the party(ies) against whom the grievance has been lodged, the chair of the Grievance Committee shall have prepared and distributed to the grievant and to each member of the committee a complete copy of the response. The Grievance Committee shall, within twenty (20) days of receipt of the response, deliver its final recommendation and/or position to the Provost, or if the Provost if party to the Grievance, to the University President. Appeal to the President Ordinarily the decision of the Provost shall be final and conclusive. However, an affected party may present a request, in writing, to the President within ten (10) business days after receipt of the Provost’s decision, asking to review the record of the process. Within twenty (20) business days after receipt of a request from an affected party, the President will either affirm the decision of the Provost or make additional or different determinations. The decision of the President is final. Membership of the Grievance Committee: The Grievance Committee should be a standing committee, elected by the faculty from within its ranks, with the charge of representing and governing the business of the faculty. If, after recusals and removals there are not enough remaining members to assemble at least a 3-member panel, the Grievance Committee chair should contact the Committee on Committees chair to request the temporary appointment of additional members for the purpose of constituting a sufficient committee. No officer of the administration will serve on the committee (including Deans, Associate Deans, and Assistant Deans). Conflict of Interest and Recusal. Conflicts of Interest include situations in which an individual’s financial, professional, or other personal considerations may directly or indirectly affect, or have the appearance of affecting, an individual’s professional judgment in exercising any University duty or responsibility. In both grievance and dismissal proceedings members should recuse themselves from a grievance or dismissal proceeding if they deem themselves unable to exercise professional judgment. Confidentiality: It is expected that confidentiality will be maintained in the conduct of the all committee deliberations. The mere suspicion of wrongdoing, even if totally unjustified, is potentially damaging. Information concerning any grievance and/or dismissal proceedings must be held in strictest confidence and should be available only to those with a right or a need to know.</s>

<s>[INST] Course Equivalencies.txt [/INST] Course Equivalencies Trinity The following rules define the standard course: I. Classes without laboratories: All classes regularly scheduled for 150 minutes/week for the entire semester count as 1.0 course. Some classes meet for longer class times because of the nature of the work, [e.g., Math. 100], many dance classes or choir [Music 103, 104]; each such class will also count as 1.0 course. Classes regularly scheduled for 75 minutes/week for the entire semester count as 0.5 course. Classes regularly scheduled for 150 minutes/week for half the semester calendar count as 0.5 course. Classes regularly scheduled for 300 minutes/week for the entire semester, when the additional meeting time is due to intensive work such as completing a year’s work in a single semester, e.g., double-credit language classes, count as 2.0 courses. Directing a major production in the performing arts, e.g., Theatre and Dance or Music, counts as 1.0 course. Classes in Studio Arts regularly scheduled for 180 minutes/week for the entire semester calendar count as 1.0 course. Physical Education classes scheduled for about 100 minutes/week for half a semester count as 0.25 course; in addition, acting as head coach for an entire season for one intercollegiate team, when such duties include recruiting, supervising daily practice and games, scouting and athletic counseling, counts as 1.5 courses; acting as assistant coach for an entire season for one intercollegiate team counts as 0.75 course. II. Classes with laboratories or practica. When laboratories or practica are attached to a lecture section and bear the same number as that section followed by “L,” then: A. All lectures scheduled for 150 minutes/week for the entire semester count as 1.0 course. B. Laboratories count as 1.0 course if 1. the single laboratory section enrolls all of the students from the lecture required or electing to be enrolled in the laboratory, or 2. there is more than one laboratory attached to a single lecture, and the number of students enrolled in each laboratory is 24 or greater. Otherwise each laboratory counts as 0.5 course, except that in consideration of safety or important pedagogical values, the department chair and/or program director, in consultation with the Dean of the Faculty and the individual Faculty member, may decide to allow laboratory sections to count as 1.0 course each. Such consul- tation and determination of equivalencies shall take place within the context of guidelines established by the Faculty of the department concerned. In these cases, the best interests of the department and the College must be taken into account. Each practicum [e.g., Engin. 115] counts as 0.25 course. V. Teaching done on an optional, individual basis, and not regularly scheduled, e.g., independent studies, senior thesis, honors thesis, internships, will not normally count as part of the 10 courses/two years.</s>

<s>[INST] Credit Card Security Policy.txt [/INST] </s>

<s>[INST] DATA CLASSIFICATION POLICY.txt [/INST] DATA CLASSIFICATION POLICY Effective Date: Policy Number: Supersedes: Not Applicable Issuing Authority: President Responsible Officer: Chief Information Officer Applicability: All College Information Systems that collect, process, maintain, use, share, disseminate or dispose of Private College Data (“applicable information system(s)”), as well as all Authorized Users who access, use, or handle those resources. History: ______________________________________________________________________________ PURPOSE The purpose of this policy is to provide a framework for classifying College Data based on its level of sensitivity, value, regulatory requirements, and criticality to the college. Classification of data will aid in determining baseline security policies and corresponding controls for the protection of College Data. POLICY It is the policy of Canisius College to maintain College Data in a secure, accurate, and reliable manner and to make it readily available for authorized use. Data security controls at the college are implemented commensurate with data value, sensitivity, and risk. Members of the college community designated as Data Owners are responsible for evaluating and classifying College Data for which they are responsible according to the classification system adopted by the college and described below. If College Data of more than one level of classification exists in the same collection of data, such data must be classified at the highest level of classification. Data Owners must communicate the data security classifications and associated security controls to Data Custodians and Authorized Users granted administrative access to such data. Data Custodians and Authorized Users must (i) understand the college’s data classifications; (ii) consider how these classifications apply to College Data under their control; (iii) implement the security controls for each classification as specified by applicable college and departmental policies; and (iv) consult with the applicable Data Owner or Information Technology Services (“ITS”) regarding circumstances that may warrant the application of higher security standards. DEFINITIONS Authorized User—are all individuals, including, but not limited to, employees, temporary employees, faculty, students, alumni, trustees, campus visitors, contractors, vendors, consultants and their related personnel, and other individuals authorized by the college to access a college computer, the college network(s), or information systems that collect, process, maintain, use, share, disseminate or dispose of College Data. Cardholder Data - full magnetic stripe or the Primary Account Number (PAN) plus any of the following: cardholder name; expiration date; service code; CVC2/CVV2/CID (a three- or four-digit number displayed on the signature panel of the card or, in the case of American Express, on the face of the card. 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 Employees—includes Canisius College executive officers, administrators, faculty, staff, student employees, contractors, and others who act on behalf of the college. 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. Covered Data and Information—means all Non-Public Personnel Information of customers required to be protected under the Title V of the Gramm Leach Bliley Act of 1999 (“GLBA”), including Student Financial Information. In addition to this coverage, which is required under federal law, the college chooses as a matter of policy to also include in this definition any Cardholder Data received in the course of business by the college, whether or not such Cardholder Data is covered by GLBA. Covered Data and Information includes both paper and electronic records. Covered Data and Information is classified as Private, Highly Restricted College Data pursuant to the College Data Classification Policy. Data Custodians—the custodian of College Data is generally responsible for the processing and storage of College Data. The custodian is responsible for the administration of controls as specified by the Data Owner. By definition, Data Custodians are also Authorized Users. 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. Members of the College Community—includes any person who is a student, college employee, volunteer, trustee, alumni, as well as college organizations, clubs, groups, and teams. This definition also includes all college departments, offices and programs. Non-Public Personal Information—any personally identifiable financial or other personal information, not otherwise publicly available, that the college has obtained from a customer in the process of offering a financial product or service; such information provided to the college by another financial institution; such information otherwise obtained by the college in connection with providing a financial product or service; or any list, description, or other grouping of customers (and publicly available information pertaining to them) that is derived using any information listed above that is not publicly available. Examples of personally identifiable financial information include names, date and place of birth, mother’s maiden name, biometric records, addresses, telephone numbers, bank and credit card account numbers, income and credit histories, tax returns, asset statements, and social security numbers, both in paper and electronic form. Personally Identifiable Information or PII—any information about an individual that (i) can be used to distinguish or trace an individual’s identity, such as name, date and place of birth, mother’s maiden name or biometric records, (ii) is linked or linkable to an individual, such as medical, educational, financial and employment information, which if lost, compromised or disclosed without authorization, could result in harm to that individual; and (iii) is protected by federal, state or local laws and regulations or industry standards. Private College Data—any College Data classified as Private-Highly Restricted and Private-Restricted pursuant to this policy. By definition, Private College Data includes, but is not limited to, Covered Data and Information, Student Financial Information, Personally Identifiable Information, Student Education Records, Human Subjects Research Data or Other Sensitive Research Data, Protected Health Information, Cardholder Data, and Sensitive Authentication Data. Public College Data—College Data that by law are available to the public upon request, and that the loss of the data would not cause significant personal, institutional, or other harm. Sensitive Authentication Data—Full track data (magnetic strip data or equivalent on a chip, CAV2/CVC2/CVV2/CID, and PINs/PIN blocks. Student Education Records—as defined by the Family Educational Rights and Privacy Act (FERPA), student education records are all records which contain information directly related to a student and maintained by the college, including those files, documents, and other materials (in handwriting, print, computer media, video or audio tape, film, microfilm, and microfiche) that contain information directly related to a student which are maintained by the college or by a person acting for the college pursuant to college or department policy. Information that is captured as a result of a student’s various activities at the college is part of the student record. This information includes, but may not be limited to, logs, databases or other records of: websites the student has visited, purchases made at college facilities, entry day/time into college facilities, library use and biometric records. Student Financial Information—information the college or its affiliates have obtained from a student in the process of offering a financial product or service, or such information provided to the college by another financial institution. Offering a financial product or service includes offering student loans to students, receiving income tax information from a student’s parent when offering a financial aid package, and other miscellaneous financial services as defined in 12 CRF §225.28. Examples of student financial information include addresses, phone numbers, bank and credit card account numbers, income and credit histories and Social Security numbers, in both paper and electronic format. PROCEDURES/GUIDELINES I. Data Classification Categories Data classification, in the context of data security, is the classification of data based on its level of sensitivity and the impact to the college should that data be disclosed, altered, or destroyed without authorization. The classification of data helps determine what baseline security controls are appropriate for safeguarding that data. All College Data must be classified into one of three sensitivity levels, or classifications: A Private-Highly Restricted Private-Highly Restricted College Data is College Data that is not Public and is available within the college only to those with a legitimate need to know and are so highly sensitive that the loss of confidentiality of the data could either (a) cause significant personal, college, or other harm or (b) a law, regulation or contract require a high degree of security. Examples of Private-Highly Restricted College Data include, but is not limited to: Personally Identifiable Information or PII: any information about an individual that: Can be used to distinguish or trace an individual’s identity, such as name, date and place of birth, mother’s maiden name or biometric records Is linked or linkable to an individual, such as medical, educational, financial and employment information, which if lost, compromised or disclosed without authorization, could result in harm to that individual; and Is protected by federal, state or local laws and regulations or industry standards; Student Education Records: as defined by the Family Educational Rights and Privacy Act (FERPA), student education records are all records which contain information directly related to a student and maintained by the college, including those files, documents, and other materials (in handwriting, print, computer media, video or audio tape, film, microfilm, and microfiche) that contain information directly related to a student which are maintained by the college or by a person acting for the college pursuant to college or departmental policy. Information that is captured as a result of a student’s various activities at the college is part of the student record. This information includes, but may not be limited to, logs, databases or other records of: websites the student has visited, purchases made at college facilities, entry day/time into college facilities, library use and biometric records; Covered Data and Information within the meaning of Title V of the Gramm Leach Bliley Act of 1999 (Public Law 106-102, 11 Statute 1338) (as amended) and its implementing regulations; Human Subjects Research Data or Other Sensitive Research Data; Protected Health Information (“PHI”): As defined by Health Insurance Portability and Accountability Act (HIPAA), PHI is information, whether oral or recorded in any form or medium, that: is created or received by a healthcare provider, health plan, public health authority, employer, life insurer, school or university; and relates to past, present or future physical or mental health or condition of an individual, the provision of health care to an individual, or the past present or future payment for the provision of health care to an individual; and includes demographic data, that permits identification of the individual or could reasonably be used to identify the individual; Payment Card Information: as regulated by the Payment Card Industry Data Security Standard (PCI DSS), payment card information is defined as Cardholder Data or Sensitive Authentication Payment Data: Cardholder Data - full magnetic stripe or the Primary Account Number (PAN) plus any of the following: cardholder name; expiration date; service code; CVC2/CVV2/CID (a three- or four-digit number displayed on the signature panel of the card or, in the case of American Express, on the face of the card; and Sensitive Authentication Data—magnetic strip data or equivalent on a chip, CAV2/CVC2/CVV2/CID, and PINs/PIN blocks; An Authentication Verifier: any piece of information that is held in confidence by an individual and used to prove that the person is who they say they are. In some rare instances, an Authentication Verifier may be shared amongst a small group of individuals. An Authentication Verifier may also be used to prove the identity of a system or service. Examples include passwords and cryptographic private keys; Export Controlled Materials: any information or materials that are subject to United States export control regulations including, but not limited to, the Export Administration Regulations (“EAR”) published by the U.S. Department of Commerce and the International Traffic in Arms Regulations (“ITAR”) published by the U.S. Department of State; Federal Tax Information: any return, return information or taxpayer return information that is entrusted to the college by the Internal Revenue Services; Passport and social security numbers; and Legal investigation records conducted by the college. Unauthorized access to, or disclosure of, Private-Highly Restricted College Data will generally require notification to affected parties under the guidelines of state and federal breach notification laws or applicable contract provisions. B. Private-Restricted Private-Restricted College Data is College Data that by law is not Public and is available within the college only to those with a legitimate need to know but are not so highly sensitive that the loss of confidentiality of the data would cause significant personal, institutional, or other harm, and no law, regulation, or contract require a higher degree of security. Examples of Private-Restricted College Data include, but is not limited to: Student Directory Information (if student has requested non-disclosure (suppressed): name, address, email address, telephone/mobile device number, dates of enrollment/registration, enrollment/registration status, major, adviser, college/school, class, academic awards and honors received, and degree received; Linking a library patron’s personal identity with materials requested or borrowed by the person or with a specific subject about which the person has requested information or materials; Exam questions or answers; Human Resources employment data; Law enforcement investigation data, judicial proceedings data; includes student disciplinary or judicial action information; Information Technology infrastructure data; Trade secret data; Protected data related to research; College intellectual property; College proprietary data; Data protected by external non-disclosure agreements; Inter- or intra-agency data which are not: statistical or factual tabulations; instructions to staff that affect the public; final agency policy or determination; external audit data; A student or employee college identification card number; Licensed software; Information created by a health care provider and used or maintained for the purposes of patient treatment, patient payment, or health care provider operations that is not regulated by HIPAA. C Public College Data that by law are available to the public upon request, and that the loss of the data would not cause significant personal, institutional or other harm. Examples of Public College Data include, but is not limited to: General access data on a college webpage; Student Directory Information (if student has not requested non-disclosure (suppressed): name, address, email address, telephone/mobile device number, dates of enrollment/registration, enrollment/registration status, major, adviser, college/school, class, academic awards and honors received, and degree received; Employee Directory/Contact Information (not designated by the owner as private): name, addresses (campus and home), email address, listed college telephone and mobile device number(s), dates of current employment, and position(s); Campus maps, job postings, press releases, course information, research publications, newsletters, newspapers and magazines. II. Reclassification of College Data Data Owners should periodically reevaluate information classifications to ensure the delegated classification is still appropriate. Changes to laws and rules, contractual obligations, or how certain information is used can result in modification to the information’s value to the college and its classification. RELATED POLICIES Acceptable Use of College Computer and Network Systems Policy Access Control Policy Audit and Accountability Control Policy Cloud Computing Policy Confidential Information Policy Configuration Management Policy Health Insurance Portability and Accountability Act Policy Identification and Authentication Policy Information Security Program Information Technology Personnel Security Policy Information Technology Physical and Environmental Protection Policy Information Technology Security Awareness and Training Policy Media Protection Policy Mobile Device Use and Support Policy Password Policy Payment Card Information Security Policy Risk and Security Assessment Policy Student Records (FERPA) Policy System and Communications Protection Policy System and Data Integrity Policy</s>

<s>[INST] Davis and Elkins IWPM Pro 2013.txt [/INST] </s>

<s>[INST] Davis and Elkins IWPM Pro revised.txt [/INST] </s>

<s>[INST] Davis and Elkins IWPM Pro.txt [/INST] </s>

<s>[INST] DC V.1 (Final)(Clean) Publish.txt [/INST] </s>

<s>[INST] DC V.10 (Final Clean Version)(Updated).txt [/INST] </s>

<s>[INST] DC V.10 (Final Clean Version).txt [/INST] </s>

<s>[INST] DC V.10 (Final with Comments).txt [/INST] </s>

<s>[INST] DC V.2 (3rd Draft Clean).txt [/INST] </s>

<s>[INST] DC V.2 (3rd Draft with Comments).txt [/INST] </s>

<s>[INST] DC V.2 (Final Clean Version).txt [/INST] </s>

<s>[INST] DC V.3 (Final Clean Version).txt [/INST] </s>

<s>[INST] DC V.3 (Final).txt [/INST] </s>

<s>[INST] DC V.3 (HR 3rd Draft)(Employee HB Policies).txt [/INST] </s>

<s>[INST] DC V.4 (Final).txt [/INST] </s>

<s>[INST] DC V.5 (avademic adm Final Draft - Clean Version).txt [/INST] </s>

<s>[INST] DC V.5 (Fina Draft with TC & Comments).txt [/INST] </s>

<s>[INST] DC V.7 (Final w_ Comments).txt [/INST] </s>

<s>[INST] DC V.7 (Final w_ out TC and Comments).txt [/INST] </s>

<s>[INST] DC V.7 (Final)(Revised Header).txt [/INST] </s>

<s>[INST] DC V.8 (3rd Draft w Comments).txt [/INST] </s>

<s>[INST] DC V.8 (Financial Final Clean Version).txt [/INST] </s>

<s>[INST] DC V.9 (3rd Draft w Comments).txt [/INST] </s>

<s>[INST] DC V.9 (3rd Draft)(Added Text).txt [/INST] </s>

<s>[INST] DC V.9 (3rd Draft)(Clean Version).txt [/INST] </s>

<s>[INST] DC V.9 (FInal)(Clean) (Sponsored Programs 002).txt [/INST] </s>

<s>[INST] DC V.9 (FInal)(Clean).txt [/INST] </s>

<s>[INST] DC V.XI (Final) environmental health Revised Header.txt [/INST] </s>

<s>[INST] DC V.XI (Final).txt [/INST] </s>

<s>[INST] DC V3 (DONT USE - HR 3rd Draft)(Non-Truncated Version).txt [/INST] </s>

<s>[INST] DC V3 (HR 3rd Draft)(Non-Truncated Version).txt [/INST] </s>

<s>[INST] DC V3 (Sample).txt [/INST] </s>

<s>[INST] Definitions (Final).txt [/INST] Definitions Academic Program An academic unit that offers a coordination of courses across multiple departments and other instructional activities that has a curriculum leading to a degree or certification. Academic Unit A department, academic program, or group of academic departments or programs that reports to the Office of the Provost. Academic Year The period which begins the week before classes begin through the week after Commencement. Annual Contract Period The period of employment under a full-time faculty contract shall be for the 12-month period beginning July 1 and ending June 30, during which the individual shall receive salary and benefits. The contract will cover the duties associated with the position performed during the academic year. Assistant Professor A Tenure-track faculty member possessing the Ph.D., the terminal degree, or its professional equivalent from an accredited institution of higher learning. Assistant Professor, Visiting A Visiting faculty member possessing the rank of Assistant Professor from an accredited institution of higher learning. Associate Professor A Tenure-track faculty member possessing the Ph.D., the terminal degree, or its professional equivalent from an accredited institution of higher learning, a minimum of six years of teaching at the college or university level at an accredited institution, five of which have been in the rank of Assistant Professor. In addition, an Associate Professor shall demonstrate teaching excellence, research or creative productivity, and effective service as detailed in the Faculty Bylaws. Associate Professor, Vising A Visiting faculty member possessing the rank of Associate Professor from an accredited institution of higher learning. Bylaws, Faculty The primary faculty policy document that guides faculty governance and faculty status at Wheaton College. Contract, Appointment A written agreement between an individual faculty member and the College that establishes or modifies the individual’s employment status with the College. Contract, Tenure-track An academic year appointment contract awarded to Tenure-line Faculty who have not attained tenured status. Tenure-track contracts may be issued for a maximum of six academic years, subject to non–reappointment at the end of each designated period. Tenure-track contracts are also known as “probationary” contracts. Contract, Tenured An academic year appointment contract awarded to Tenure-line Faculty who have attained tenured status. A tenured faculty member has the contractual right to continuous appointments until the faculty member resigns, is dismissed for adequate cause, or is terminated. Contract, Term A full or part-time appointment contract issued to Professor of the Practice-line and Visiting Faculty for a designated period that automatically expires at the end of that period. Contract, Terminal A contract that does not include the possibility of reappointment. Committee, Ad hoc A temporary committee established by the Faculty to consider and recommend actions and propose policies in an area under its designated jurisdiction. Committee, Standing A permanent committee established by the Faculty to consider and recommend actions and propose policies in the functional areas under its designated jurisdiction. Committee, Sub- A temporary committee established by a standing faculty committee to consider and recommend actions and propose policies in the functional area under its designated jurisdiction. Criteria, Evaluation Areas of performance and qualitative descriptions of performance that must be satisfied in order to warrant favorable personnel judgments. Day, Business Any Monday, Tuesday, Wednesday, Thursday, or Friday during the calendar year that the College is officially open. Day, Calendar A time period running from one midnight to the next midnight on a given date. Department An academic unit with departmental status, offering academic, for-credit programs of study generally leading to a degree and serving as primary administrative home for faculty members holding an academic, tenure-line appointment. Department Chair A member of the full-time teaching faculty in a given academic department, appointed by the President to manage that department. Division, Academic One of the three academic divisions established by the Committee on Committees and Agenda (i.e., sciences and mathematics; social sciences; humanities) for purposes of electing or appointing faculty to standing or ad hoc committees. Faculty The Faculty consists of all Tenure-line faculty members, which includes Professors, Associate Professors, Assistant Professors, and Instructors; Professors of the Practice, which includes Professors of the Practice and Senior Professors of the Practice; Visiting Faculty; the President; the Provost; the Dean of Students; the Dean of Advising; the Dean of Library Services; the Dean of Global Education; the Dean of Admission; and the Registrar. Other persons may be appointed to the faculty by the President in consultation with the Advisory Committee. Faculty, Administrative Pursuant to Article I, Section 1 of the Faculty Bylaws, administrative faculty include administrators who serve in one of the following positions: College President Provost Dean of Students Dean of Advising Dean of Library Services Dean of Global Education Dean of Admission Registrar Faculty, Emeriti An honorary designation conferred, at the discretion of the Board, upon former full-time teaching faculty who have separated from the College after twenty or more years of distinguished service. Faculty, Full-time Teaching Full-time faculty teaching include faculty appointed either to a Tenure-Line (Tenure Track or Tenured) or Professor of the Practice (Professor of the Practice or Senior Professor of the Practice) position in one of the College’s academic departments or program areas. Regardless of the type of appointment line, members of the full-time teaching faculty have a full-time teaching load and other duties and responsibilities as delineated in the faculty member’s appointment contract. Faculty, Tenure-line Tenure-Line faculty are full-time teaching faculty members who either hold a tenure-track appointment or tenured appointment. Individuals appointed to the Tenure-Line Faculty are assigned the academic rank of Instructor, Assistant Professor, Associate Professor, or Professor. Faculty, Tenure-track Tenure-track faculty are full-time teaching faculty members who normally hold probationary appointments to one of two academic ranks: Instructor or Assistant Professor. An initial appointment may also be made at the rank of Associate Professor or Professor. Tenure-track faculty are eligible to stand for tenure at the conclusion of the candidate’s probationary period. Faculty, Tenured Tenured faculty are full-time teaching faculty who hold tenured (continued) appointments at the rank of Associate Professor or Professor. Faculty, Visiting Visiting faculty are appointed to carry out instructional and any other responsibilities as delineated in the individual faculty member’s appointment letter for a specified contract term on either a full or part-time basis. Full-time Teaching Load See the Employee Handbook for Faculty. Full Professor A Tenured faculty member possessing the Ph.D., the terminal degree, or its professional equivalent from an accredited institution of higher learning, and a minimum of six years of teaching at an accredited institution at the rank of Associate Professor. In addition, an Associate Professor shall demonstrate teaching excellence, research or creative productivity, and effective service as detailed in the Faculty Bylaws Full Professor, Visiting A Visiting faculty member possessing the rank of Full Professor from an accredited institution of higher learning. Half-time Teaching Load For purposes of determining Visiting faculty voting rights, half-time is defined as a Visiting faculty member with a teaching load that is fifty percent or more, but less than one hundred percent of the full-time teaching load as defined in the Employee Handbook for Faculty. Handbook, Faculty Instructor A Tenure-track faculty member possessing a master's degree from an accredited institution of higher learning or its equivalent, as well as the potential to obtain a doctorate. Instructor, Visiting A Visiting faculty member possessing the rank of Instructor from an accredited institution of higher learning. Non-reappointment A means of separation by which the College ends its employment relationship at the conclusion of a contractual term of appointment with a Tenure-track faculty member, a Professor of the Practice-line faculty member, or a Visiting faculty member. Professors of the Practice-line Faculty Full-time teaching faculty who possess expertise and achievements in a relevant field of instruction. Individuals appointed to the Professor of the Practice-line are assigned the academic title of Professor of the Practice or Senior Professor of the Practice. Half-time Teaching Load See the Employee Handbook for Faculty. Program Coordinator A member of the full-time teaching faculty in a given academic program, appointed by the President to manage that program. Reappointment The appointment of a faculty member to a new contract for an additional term of service to the College. Research or Creative Activity Professional activity representing active and continuing engagement with a faculty member’s field(s) as broadly defined in the Faculty Bylaws. Sabbatical A leave for the purpose of enhancing the value of the recipient’s further contribution to the College through scholarly, creative, or pedagogical work, to solve an administrative problem(s) in consultation with and the support of the appropriate administrative office(s) or broaden the scope of knowledge in the faculty member’s discipline or field of research. Service The shared work of the faculty that is necessary for the proper functioning of the University and the well-being of the College community as defined in the Faculty Bylaws. Untenured Faculty Full-time teaching faculty who have not been awarded tenure.</s>

<s>[INST] Definitions (Final-Post Faculty Meeting).txt [/INST] Definitions Academic Program An academic unit that offers a coordination of courses across multiple departments and other instructional activities that has a curriculum leading to a degree or certification. Academic Unit A department, academic program, or group of academic departments or programs that reports to the Office of the Provost. Academic Year The period which begins the week before classes begin through the week after Commencement. Annual Contract Period The period of employment under a full-time faculty contract shall be for the 12-month period beginning July 1 and ending June 30, during which the individual shall receive salary and benefits. The contract will cover the duties associated with the position performed during the academic year. Assistant Professor A Tenure-track faculty member possessing the Ph.D., the terminal degree, or its professional equivalent from an accredited institution of higher learning. Assistant Professor, Visiting A Visiting faculty member possessing the rank of Assistant Professor from an accredited institution of higher learning. Associate Professor A Tenure-track faculty member possessing the Ph.D., the terminal degree, or its professional equivalent from an accredited institution of higher learning, a minimum of six years of teaching at the college or university level at an accredited institution, five of which have been in the rank of Assistant Professor. In addition, an Associate Professor shall demonstrate teaching excellence, research or creative productivity, and effective service as detailed in the Faculty Bylaws. Associate Professor, Vising A Visiting faculty member possessing the rank of Associate Professor from an accredited institution of higher learning. Bylaws, Faculty The primary faculty policy document that guides faculty governance and faculty status at Wheaton College. Contract, Appointment A written agreement between an individual faculty member and the College that establishes or modifies the individual’s employment status with the College. Contract, Tenure-track An academic year appointment contract awarded to Tenure-line Faculty who have not attained tenured status. Tenure-track contracts may be issued for a maximum of six academic years, subject to non–reappointment at the end of each designated period. Tenure-track contracts are also known as “probationary” contracts. Contract, Tenured An academic year appointment contract awarded to Tenure-line Faculty who have attained tenured status. A tenured faculty member has the contractual right to continuous appointments until the faculty member resigns, is dismissed for adequate cause, or is terminated. Contract, Term A full or part-time appointment contract issued to Professor of the Practice-line and Visiting Faculty for a designated period that automatically expires at the end of that period. Contract, Terminal A contract that does not include the possibility of reappointment. Committee, Ad hoc A temporary committee established by the Faculty to consider and recommend actions and propose policies in an area under its designated jurisdiction. Committee, Standing A permanent committee established by the Faculty to consider and recommend actions and propose policies in the functional areas under its designated jurisdiction. Committee, Sub- A temporary committee established by a standing faculty committee to consider and recommend actions and propose policies in the functional area under its designated jurisdiction. Criteria, Evaluation Areas of performance and qualitative descriptions of performance that must be satisfied in order to warrant favorable personnel judgments. Day, Business Any Monday, Tuesday, Wednesday, Thursday, or Friday during the calendar year that the College is officially open. Day, Calendar A time period running from one midnight to the next midnight on a given date. Department An academic unit with departmental status, offering academic, for-credit programs of study generally leading to a degree and serving as primary administrative home for faculty members holding an academic, tenure-line appointment. Department Chair A member of the full-time teaching faculty in a given academic department, appointed by the President to manage that department. Division, Academic One of the three academic divisions established by the Committee on Committees and Agenda (i.e., sciences and mathematics; social sciences; humanities) for purposes of electing or appointing faculty to standing or ad hoc committees. Faculty The Faculty consists of all Tenure-line faculty members, which includes Professors, Associate Professors, Assistant Professors, and Instructors; Professors of the Practice, which includes Professors of the Practice and Senior Professors of the Practice; Visiting Faculty; the President; the Provost; the Dean of Students; the Dean of Advising; the Dean of Library Services; the Dean of Global Education; the Dean of Admission; and the Registrar. Other persons may be appointed to the faculty by the President in consultation with the Advisory Committee. Faculty, Administrative Pursuant to Article I, Section 1 of the Faculty Bylaws, administrative faculty include administrators who serve in one of the following positions: College President Provost Dean of Students Dean of Advising Dean of Library Services Dean of Global Education Dean of Admission Registrar Faculty, Emeriti An honorary designation conferred, at the discretion of the Board, upon former full-time teaching faculty who have separated from the College after twenty or more years of distinguished service. Faculty, Full-time Teaching Full-time faculty teaching include faculty appointed either to a Tenure-Line (Tenure Track or Tenured) or Professor of the Practice (Professor of the Practice or Senior Professor of the Practice) position in one of the College’s academic departments or program areas. Regardless of the type of appointment line, members of the full-time teaching faculty have a full-time teaching load and other duties and responsibilities as delineated in the faculty member’s appointment contract. Faculty, Tenure-line Tenure-Line faculty are full-time teaching faculty members who either hold a tenure-track appointment or tenured appointment. Individuals appointed to the Tenure-Line Faculty are assigned the academic rank of Instructor, Assistant Professor, Associate Professor, or Professor. Faculty, Tenure-track Tenure-track faculty are full-time teaching faculty members who normally hold probationary appointments to one of two academic ranks: Instructor or Assistant Professor. An initial appointment may also be made at the rank of Associate Professor or Professor. Tenure-track faculty are eligible to stand for tenure at the conclusion of the candidate’s probationary period. Faculty, Tenured Tenured faculty are full-time teaching faculty who hold tenured (continued) appointments at the rank of Associate Professor or Professor. Faculty, Visiting Visiting faculty are appointed to carry out instructional and any other responsibilities as delineated in the individual faculty member’s appointment letter for a specified contract term on either a full or part-time basis. Full-time Teaching Load See the Employee Handbook for Faculty. Full Professor A Tenured faculty member possessing the Ph.D., the terminal degree, or its professional equivalent from an accredited institution of higher learning, and a minimum of six years of teaching at an accredited institution at the rank of Associate Professor. In addition, an Associate Professor shall demonstrate teaching excellence, research or creative productivity, and effective service as detailed in the Faculty Bylaws Full Professor, Visiting A Visiting faculty member possessing the rank of Full Professor from an accredited institution of higher learning. Half-time Teaching Load For purposes of determining Visiting faculty voting rights, half-time is defined as a Visiting faculty member with a teaching load that is fifty percent or more, but less than one hundred percent of the full-time teaching load as defined in the Employee Handbook for Faculty. Handbook, Faculty Instructor A Tenure-track faculty member possessing a master's degree from an accredited institution of higher learning or its equivalent, as well as the potential to obtain a doctorate. Instructor, Visiting A Visiting faculty member possessing the rank of Instructor from an accredited institution of higher learning. Non-reappointment A means of separation by which the College ends its employment relationship at the conclusion of a contractual term of appointment with a Tenure-track faculty member, a Professor of the Practice-line faculty member, or a Visiting faculty member. Professors of the Practice-line Faculty Full-time teaching faculty who possess expertise and achievements in a relevant field of instruction. Individuals appointed to the Professor of the Practice-line are assigned the academic title of Professor of the Practice or Senior Professor of the Practice. Half-time Teaching Load See the Employee Handbook for Faculty. Program Coordinator A member of the full-time teaching faculty in a given academic program, appointed by the President to manage that program. Reappointment The appointment of a faculty member to a new contract for an additional term of service to the College. Research or Creative Activity Professional activity representing active and continuing engagement with a faculty member’s field(s) as broadly defined in the Faculty Bylaws. Sabbatical A leave for the purpose of enhancing the value of the recipient’s further contribution to the College through scholarly, creative, or pedagogical work, to solve an administrative problem(s) in consultation with and the support of the appropriate administrative office(s) or broaden the scope of knowledge in the faculty member’s discipline or field of research. Service The shared work of the faculty that is necessary for the proper functioning of the University and the well-being of the College community as defined in the Faculty Bylaws. Untenured Faculty Full-time teaching faculty who have not been awarded tenure.</s>

<s>[INST] Definitions.txt [/INST] Definitions Academic Program An academic unit that offers a coordination of courses across multiple departments and other instructional activities that has a curriculum leading to a degree or certification. Academic Unit A department, academic program, or group of academic departments or programs that reports to the Office of the Provost. Academic Year The period which begins the week before classes begin through the week after Commencement. Annual Contract Period The period of employment under a full-time faculty contract shall be for the 12-month period beginning July 1 and ending June 30, during which the individual shall receive salary and benefits. The contract will cover the duties associated with the position performed during the academic year. Assistant Professor A Tenure-track faculty member possessing the Ph.D., the terminal degree, or its professional equivalent from an accredited institution of higher learning. Assistant Professor, Visiting A Visiting faculty member possessing the rank of Assistant Professor from an accredited institution of higher learning. Associate Professor A Tenure-track faculty member possessing the Ph.D., the terminal degree, or its professional equivalent from an accredited institution of higher learning, a minimum of six years of teaching at the college or university level at an accredited institution, five of which have been in the rank of Assistant Professor. In addition, an Associate Professor shall demonstrate teaching excellence, research or creative productivity, and effective service as detailed in the Faculty Bylaws. Associate Professor, Vising A Visiting faculty member possessing the rank of Associate Professor from an accredited institution of higher learning. Bylaws, Faculty The primary faculty policy document that guides faculty governance and faculty status at Wheaton College. Contract, Appointment A written agreement between an individual faculty member and the College that establishes or modifies the individual’s employment status with the College. Contract, Tenure-track An academic year appointment contract awarded to Tenure-line Faculty who have not attained tenured status. Tenure-track contracts may be issued for a maximum of six academic years, subject to non–reappointment at the end of each designated period. Tenure-track contracts are also known as “probationary” contracts. Contract, Tenured An academic year appointment contract awarded to Tenure-line Faculty who have attained tenured status. A tenured faculty member has the contractual right to continuous appointments until the faculty member resigns, is dismissed for adequate cause, or is terminated. Contract, Term A full or part-time appointment contract issued to Professor of the Practice-line and Visiting Faculty for a designated period that automatically expires at the end of that period. Contract, Terminal A contract that does not include the possibility of reappointment. Committee, Ad hoc A temporary committee established by the Faculty to consider and recommend actions and propose policies in an area under its designated jurisdiction. Committee, Standing A permanent committee established by the Faculty to consider and recommend actions and propose policies in the functional areas under its designated jurisdiction. Committee, Sub- A temporary committee established by a standing faculty committee to consider and recommend actions and propose policies in the functional area under its designated jurisdiction. Criteria, Evaluation Areas of performance upon which evaluative judgments are based. Day, Business Any Monday, Tuesday, Wednesday, Thursday, or Friday during the calendar year that the College is officially open. Day, Calendar A time period running from one midnight to the next midnight on a given date. Department An academic unit with departmental status, offering academic, for-credit programs of study generally leading to a degree and serving as primary administrative home for faculty members holding an academic, tenure-line appointment. Department Chair A member of the full-time teaching faculty in a given academic department, appointed by the President to manage that department. Division, Academic One of the three academic divisions established by the Committee on Committees and Agenda (i.e., sciences and mathematics; social sciences; humanities) for purposes of electing or appointing faculty to standing or ad hoc committees. Faculty The Faculty consists of all Tenure-line faculty members, which includes Professors, Associate Professors, Assistant Professors, and Instructors; Professors of the Practice, which includes Professors of the Practice and Senior Professors of the Practice; Visiting Faculty; the President; the Provost; the Dean of Students; the Dean of Advising; the Dean of Library Services; the Dean of Global Education; the Dean of Admission; and the Registrar. Other persons may be appointed to the faculty by the President in consultation with the Advisory Committee. Faculty, Administrative Pursuant to Article I, Section 1 of the Faculty Bylaws, administrative faculty include administrators who serve in one of the following positions: College President Provost Dean of Students Dean of Advising Dean of Library Services Dean of Global Education Dean of Admission Registrar Faculty, Emeriti An honorary designation conferred, at the discretion of the Board, upon former full-time teaching faculty who have separated from the College after twenty or more years of distinguished service. Faculty, Full-time Teaching Full-time faculty teaching include faculty appointed either to a Tenure-Line (Tenure Track or Tenured) or Professor of the Practice (Professor of the Practice or Senior Professor of the Practice) position in one of the College’s academic departments or program areas. Regardless of the type of appointment line, members of the full-time teaching faculty have a full-time teaching load and other duties and responsibilities as delineated in the faculty member’s appointment contract. Faculty, Tenure-line Tenure-Line faculty are full-time teaching faculty members who either hold a tenure-track appointment or tenured appointment. Individuals appointed to the Tenure-Line Faculty are assigned the academic rank of Instructor, Assistant Professor, Associate Professor, or Professor. Faculty, Tenure-track Tenure-track faculty are full-time teaching faculty members who normally hold probationary appointments to one of two academic ranks: Instructor or Assistant Professor. An initial appointment may also be made at the rank of Associate Professor or Professor. Tenure-track faculty are eligible to stand for tenure at the conclusion of the candidate’s probationary period. Faculty, Tenured Tenured faculty are full-time teaching faculty who hold tenured (continued) appointments at the rank of Associate Professor or Professor. Faculty, Visiting Visiting faculty are appointed to carry out instructional and any other responsibilities as delineated in the individual faculty member’s appointment letter for a specified contract term on either a full or part-time basis. Full-time Teaching Load See the Employee Handbook for Faculty. Full Professor A Tenured faculty member possessing the Ph.D., the terminal degree, or its professional equivalent from an accredited institution of higher learning, and a minimum of six years of teaching at an accredited institution at the rank of Associate Professor. In addition, an Associate Professor shall demonstrate teaching excellence, research or creative productivity, and effective service as detailed in the Faculty Bylaws Full Professor, Visiting A Visiting faculty member possessing the rank of Full Professor from an accredited institution of higher learning. Half-time Teaching Load For purposes of determining Visiting faculty voting rights, half-time is defined as a Visiting faculty member with a teaching load that is fifty percent or more, but less than one hundred percent of the full-time teaching load as defined in the Employee Handbook for Faculty. Instructor A Tenure-track faculty member possessing a master's degree from an accredited institution of higher learning or its equivalent, as well as the potential to obtain a doctorate. Instructor, Visiting A Visiting faculty member possessing the rank of Instructor from an accredited institution of higher learning. Non-reappointment A means of separation by which the College ends its employment relationship at the conclusion of a contractual term of appointment with a Tenure-track faculty member, a Professor of the Practice-line faculty member, or a Visiting faculty member. Professors of the Practice-line Faculty Full-time teaching faculty who possess expertise and achievements in a relevant field of instruction. Individuals appointed to the Professor of the Practice-line are assigned the academic title of Professor of the Practice or Senior Professor of the Practice. Half-time Teaching Load See the Employee Handbook for Faculty. Program Coordinator A member of the full-time teaching faculty in a given academic program, appointed by the President to manage that program. Reappointment The appointment of a faculty member to a new contract for an additional term of service to the College. Research or Creative Activity Professional activity representing active and continuing engagement with a faculty member’s field(s) as broadly defined in the Faculty Bylaws. Sabbatical A leave for the purpose of enhancing the value of the recipient’s further contribution to the College through scholarly, creative, or pedagogical work, to solve an administrative problem(s) in consultation with and the support of the appropriate administrative office(s) or broaden the scope of knowledge in the faculty member’s discipline or field of research. Service The shared work of the faculty that is necessary for the proper functioning of the University and the well-being of the College community as defined in the Faculty Bylaws. Untenured Faculty Full-time teaching faculty who have not been awarded tenure.</s>

<s>[INST] DEI EXAMPLES FOR GUIDELINES DOC.txt [/INST] DEI EXAMPLES – FOR PLACEMENT IN GUIDELINES DOC Diversity, Equity, and Inclusion Teaching Activities Examples of teaching activities that contributes to diversity, equity, or inclusion might include: Curricular Diversity: Curriculum that prepares students to critically interrogate and engage with a global, multicultural, and rapidly changing world as scholars and citizens Access and Success: Pedagogy that aims to promote equitable access to resources and opportunities that provide conditions for success in the classroom and other learning environments Inclusive Climate: Pedagogy that fosters learning environments in which students who are members of underrepresented populations are socially and culturally included Diversity, Equity, and Inclusion Advising/Mentoring Activities Examples of advising or mentoring activities that contributes to diversity, equity, or inclusion might include: mentoring and advising students, faculty, and staff on diversity, equity, and inclusion related issues mentoring and advising students, faculty, and staff from underrepresented or underserved groups Diversity, Equity, and Inclusion Activities Examples of advising or mentoring activities that contributes to diversity, equity, or inclusion might include: Research or creative activity in a faculty member’s area of expertise that involves inequalities or barriers for inclusion of underrepresented groups Intellectual themes or trajectories that examine patterns of representation, incorporation, or inclusion within a faculty member’s area of expertise Grant seeking or obtaining that provides funding for research that focuses on equity, inclusion, and diversity Scholarly productivity in particular texts, data sets, methodological practices, theories, or creative discourses that involve equity and inclusion within a faculty member’s area of expertise Research interests that contribute to diversity and equal opportunity, for example, research that addresses: Race, ethnicity, gender, multiculturalism, and inclusion on health disparities, educational access and achievement, political engagement, economic justice, social mobility, civil, and human rights Questions of interest to communities historically excluded by higher education Artistic expression and cultural production that reflect culturally diverse communities or voices not well represented in the arts and humanities. Diversity, Equity, and Inclusion Activities Examples of service activities that contributes to diversity, equity, or inclusion might include: Curricular Diversity: Service that works to ensure a curriculum that prepares students to critically interrogate and engage with a global, multicultural and rapidly changing world as scholars and citizens Access and Success: Service that aims to promote equitable access to resources and opportunities that provide conditions for success for students, faculty and staff Inclusive Climate: Service that fosters environments in which students, faculty and staff who are members of underrepresented populations are socially and culturally included Work with diverse groups of individual students and/or organizations on and off campus Working with students from historically marginalized or underrepresented groups on and off campus; serving as a diversity advocate on staff or faculty searches; advocating for students or faculty from historically marginalized or underrepresented groups; professional development to learn about and then implement effective allyship practices; (e.g., a business faculty helps students by sponsoring a new Latinx business group) Establishing or taking a leadership role in a new program serving community constituencies; works—often in an administrative position—to develop and implement plans aimed at recruiting, retaining, and graduating a diverse and inclusive student body; (e.g., engineering faculty establishes summer pipeline program for low-income high school students) Involvement in DEI program building efforts; organization of seminars, workshops, or informal discussions relevant to diversity and inclusion; (e.g., environmental studies faculty collaborates with indigenous groups to produce multiple environmental impact studies)</s>

<s>[INST] Denison University appointment text.txt [/INST] Denison University commits itself to an open application system where all interested and qualified individuals are given an equal opportunity to apply for continuing appointments. Denison employs full-time, tenure-track faculty members insofar as possible to teach its curriculum and perform the other educational tasks of the institution. The University may employ part-time faculty in situations where the institution may want to offer special courses or take advantage of special skills for which there is not a full-time need or where temporary replacement staffing is needed. Tenure-track positions are filled through national searches conducted expressly for the position in question. These searches must comply with Denison's Affirmative Action Plan and Hiring Procedures and the relevant provisions of the Faculty Handbook. Internal candidates may apply for tenure-track positions, in which case they will be considered on the same basis as all other candidates. This section outlines the normal process by which faculty appointments are made. However, circumstances may require the length of appointments and designation of faculty rank to vary in certain cases. The contract letter will specify any exceptions to the normal practice. a. Instructor. If an individual who is appointed to the faculty has not received a Ph.D. (or an equivalent advanced degree), the appointment ordinarily shall be at the rank of Instructor. If that appointment is to a tenure-track position, it will be for two years. Reappointment beyond two years will normally not occur unless all requirements for the appropriate advanced degree are completed prior to the beginning of the second year of the contract. If the requirements are completed, the faculty member will be promoted to Assistant Professor and the faculty member's contract will be extended through a fourth year. Faculty at the rank of Instructor who complete all the requirements for the appropriate advanced degree by December 15 of their first year will be retroactively promoted to Assistant Professor and their salary adjusted accordingly. b. Assistant Professor. If an individual who is appointed to the faculty has received a Ph.D. (or equivalent advanced degree), the initial appointment is at the rank of Assistant Professor. Normally, the initial appointment to a tenure track position is four years with a maximum reappointment of one three-year contract, or a total of seven years. An Assistant Professor holding a tenure-track position shall be considered for tenure during the sixth year of full-time service as a member of the faculty at Denison. (See paragraph “e” regarding credit for prior experience.) If tenure is granted, the individual is promoted to Associate Professor with tenure, effective at the beginning of the subsequent academic year. c. Appointment of Associate Professors and Professors. Denison normally does not make initial appointments at the rank of Associate Professor or Professor and normally does not make initial appointments with tenure. When extraordinary circumstances make such an appointment desirable, the Provost seeks the advice both of the department affected and the President's Advisory Board prior to making the appointment. d. Notification of Non-renewal. Normally, faculty with tenure-track and continuing appointments will be notified at least one year in advance if their contracts will not be renewed. For full-time coaches, the notification of non-renewal will come early in the fall semester of the final year of the contract. In all other cases, every effort will be made to give notification of non-renewal as quickly as possible. e. Prior Experience. Denison normally does not accept more than two years of prior experience either from other institutions or from Denison experience when making tenure-track appointments at the rank of Assistant Professor. The number of years of prior experience to be claimed by a candidate will be negotiated between the candidate and the Provost in consultation with the members of the department at the time of hire. The years of prior credit may be changed during the first nine months of the initial appointment with the concurrence of the new faculty member, the appropriate department chair, and the Provost. Tenure decisions are based primarily upon work done at Denison, particularly with respect to teaching and contributions to the other purposes of the University. Faculty should be aware that sabbatical leaves are awarded only after six years of service at Denison, whether or not prior experience has been claimed.</s>

<s>[INST] Department Evaluation.txt [/INST] Members of a department have the important responsibilities of evaluating a candidate's performance and making recommendations for the good of the university and future generations of students. Each member of the department is expected to be familiar with the procedures, criteria, and standards for reappointment, tenure, promotion, and merit and to provide their input in ways consistent with these guidelines. Department colleagues are expected to review thoroughly all the materials a candidate submits as part of the Self-Report. After the members of the department have had time to evaluate the candidate's Self-Report, they will meet without the candidate to discuss the dossier and their evaluation of the candidate's performance before they submit their individual letters to the chair. Each colleague (including the chair) then prepares an letter of evaluation that discusses the candidate's performance, based on the Self-Report and on observations of the candidate, and that addresses the criteria and standards for reappointment, tenure, and promotion. The letter should provide objective evaluation of the specific strengths and weaknesses of the candidate, and a clear positive or negative recommendation for reappointment, tenure, or promotion. These letters must be sent to the chair at a date early enough so that the chair may prepare a departmental letter for inclusion in the Faculty Personnel Committee evaluation file. Once the chair has written the first draft of the departmental letter and has shared it with all members of the department, each member should respond in a timely fashion to the chair with comments, suggestions, or other feedback. In cases of tenure and promotion where outside reviewers submit evaluations of scholarship or creative works, tenured members of the department may read those reviews, and department chairs must read those reviews, but only after the department letter is completed. Colleagues who, after reading these reviews, wish to write an amendment to their letters addressing issues raised by the external reviews may do so. However, these amendments must be submitted to the chair who must then write an amendment to the departmental letter, following the procedures for approval of the draft departmental letter and sharing the completed amendment with the candidate as described below. Candidates in turn may submit a response to the amendment through the chair. In other words, all amendments to individual and departmental letters must follow the same procedures as those for departmental letters.</s>

<s>[INST] DEPT CHAIR DUTIES.txt [/INST] 1.1.3 Departments 1.1.3.2 Department Chairs The department chair serves as the principal liaison between the department and the rest of the college. The department chair is typically a full-time faculty member who serves in the additional capacity by appointment of the Provost. A department chair appointment carries responsibilities for departmental leadership and management and for liaison to administrative offices, faculty groups, and students. Responsibilities of the Department Chair The department chair serves as the principal interface between their department and administrative offices, other departments, outside agencies and organizations, vendors of goods and services, other academic institutions and employers, and students. In their role in the leadership and management of the department’s affairs, the chair carries principal responsibility for carrying out or delegating the following tasks: Facilitatingtheacademicandpre-professionalprogramsofthedepartment Promotingtheacademicqualityofthedepartmentanddiscipline Conductingsearchesforfacultypositions Developing the departmental budget request Monitoring the departmental budget Submitting department course schedules to Registrar Managing the program for faculty leaves Managing the work-study program within the department Supervising departmental assistants Processing paperwork for various committees and offices (January term proposals, area proposals, course proposals, etc.) Following regulations and guidelines from all manner of sources Managing external grants, special programs and development projects Conducting periodic departmental reviews Managing specialized facilities, laboratories, equipment Organizing and presiding at department meetings Encouraging faculty professional development Providing liaison, information, and evaluations to administrative offices Providing liaison and information to faculty committees, ad hoc committees, accrediting organizations, and other groups Providing liaison to other departments Representing the department at the meetings of the department chairs Responding to student petitions, degree applications, complaints, requests, etc. The dual role of the chair includes both administrative and departmental leadership functions. The chair functions as a member of the academic administration when acting on behalf of the College in carrying out assigned management responsibilities such as recruiting, supervising, and evaluating faculty and staff. The chair functions as a first among equals when acting on behalf of their department in carrying out internal management and liaison responsibilities such as allocating resources, submitting course schedules, managing facilities, and communicating department views. In order to carry out these responsibilities on behalf of the department and college, the chair will be kept informed by all administrators, committees, and other groups and individuals who share responsibilities for the efficient management of the college’s programs. Those offices, groups and individuals requesting the department chair’s assistance need to be mindful of the fact that the chair is a member of the faculty with their own teaching, research, professional responsibilities and other commitments. Academic departments have very limited support staffs and typically operate on the academic calendar. 1.1.3.2.2 Authority of the Department Chair The department chair has the primary responsibility for communicating the department’s views to the college community and college community concerns to the department. Because the chair acts on behalf of the department, the chair must distinguish between personal views and those that reflect the consensus of the department. In consultation with departmental members, the department chair has the primary responsibility and authority for: Formulatingandcommunicatingrecommendationsforhiring,tenure,promotion,retention, and evaluation of faculty and departmental support staff Establishing departmental budget priorities and allocations RecommendingteachingassignmentstotheProvostandregulatingfacultyworkloads Recommending leaves and special assignments to the Provost Developing and articulating departmental goals Appointment and Term of the Department Chair The department chair is appointed upon recommendation of the department faculty. The recommendation of the department for the appointment or reappointment of a chair is determined by a majority vote. A majority vote of regular and joint appointment department faculty will constitute the recommendation of the department. In those cases in which a recommendation reflecting departmental consensus cannot be achieved, the Provost will make an offer of appointment to a member of the faculty. The term of the chair is normally three years and chairs may be reelected for successive terms. The meeting of the department to elect the chair should be held during the last year of the current appointment. In those unusual cases in which the department chair is clearly unwilling or unable to represent a department and manage its affairs in a professional manner, or where conflicts within a department have become irreconcilable, the Provost may appoint a new chair or make other arrangements for the temporary management of the department’s affairs.</s>

<s>[INST] DIRECTOR QUESTIONNAIRE.txt [/INST] DIRECTOR QUESTIONNAIRE – REPORTABLE BUSINESS RELATIONSHIP This questionnaire is being sent to all Canisius College board members, officers, officers, directors or High-Level Individuals pursuant to the Reportable Business Relationship Policy. Such members of the college community are subject to certain disclosure requirements if they have a Reportable Business Relationship with a State Person. To assist the college in determining whether a Reportable Business Relationship exits that requires the college to file a report with the New York State Joint Commission on Public Ethics, we request that you answer the following questions.  Please complete, attach any requested additional detailed information, sign the acknowledgment below, and return this questionnaire to the Secretary of the Board of Trustees. For purposes of this questionnaire, please refer to the following definitions and the definitions set forth in the Reportable Business Relationship Policy: Name: _____________________________________ Title: _____________________________________ Address: _____________________________________ 1. Do you currently have any business relationships in which you purchased or will purchase goods or services valued at more than $1,000 annually from a person or entity located within the State of New York? Yes: ____ No: ____ If “Yes,” go to Question #2. If “No,” sign and date the form. NOTE: Reportable Business Relationships include formal and informal relationships that may or may not be based on written contracts. The value of any outstanding Compensation owed as well the value of goods or services to be performed must be considered when determining if the $1,000 threshold is met. 2. Do the services you are purchasing fall into one or more of the following categories: Treatments for medical, dental, and mental health services; Legal services with respect to: investigation or prosecution by law enforcement; bankruptcy; domestic relations. Yes: ____ No: ____ If “Yes,” go to Question #3. If “No,” sign and date the form. 3. (a) If the business relationship is with a person, is that individual a New York State employee or a New York State elected official? Yes: ____ No: ____ Not that I am aware of: ____ NOTE: The answer “Not that I am aware of” is only appropriate when, based on the totality of the circumstances, the person signing this form does not have a “reason to know” that the business relationship is with a New York State employee or a New York State elected official. 3.(b) If the business relationship is with an entity, is a New York State employee or a New York State elected official a proprietor, partner, director, officer, or manager of the entity? Yes: ____ No: ____ Not that I am aware of: ___ NOTE: The answer “Not that I am aware of” is only appropriate when, based on the totality of the circumstances, the person signing this form does not have a “reason to know” that the business relationship is with an entity in which a New York State employee or a New York State elected official is the proprietor, partner, director, officer, or manager. 3. (c) If the business relationship is with an entity, does a New York State employee or a New York State elected official own or control 10% or more of the stock of the entity (or 1% in the case of a corporation whose stock is regularly traded on an established securities exchange)? Yes: ____ No: ____ Not that I am aware of: ____ NOTE: The answer “Not that I am aware of” is only appropriate when, based on the totality of the circumstances, the person signing this form does not have a “reason to know” that the business relationship is with an entity in which a New York State employee or a New York State elected official owns or controls 10% or more of the stock of the entity (or 1% in the case of a corporation whose stock is regularly traded on an established securities exchange). I attest and affirm that the foregoing information is, to the best of my knowledge, true and accurate. _____________________________________________________________________________ Name Date</s>

<s>[INST] Dismissal Model Text FEC Consultation.txt [/INST] 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. If requested by the faculty member, the Provost will provide the faculty member with a written statement of concerns. At the Provost’s discretion, the Provost may request further investigation into the matter by appropriate University personnel or agents before or after meeting with the faculty member. However, before moving beyond this stage in these procedures, 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. If the matter cannot be mutually resolved and the Provost determines that dismissal proceedings should be undertaken, action will be initiated under the procedures specified in Step 4 below. The recommendation of the Committee shall not be binding on the Provost. 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 can occur only for reasons that are related directly and substantially to the fitness of faculty members in their professional capacities as teachers, researchers or creative artists, and citizens of the University. 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 functions of the position despite reasonable accommodation(s) (see the University’s ADA/Accommodations Policy), 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 An administrative 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, Informal consultation by the Provost with the Faculty Executive Committee, and Written notification to the faculty member of a statement of charges, framed with reasonable particularity, by the Provost. The Provost will proceed in accordance with the following procedures: 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. If requested by the faculty member, the Provost will provide the faculty member with a written statement of concerns. At the Provost’s discretion, the Provost may request further investigation into the matter by appropriate University personnel or agents before or after meeting with the faculty member. However, before moving beyond this stage in these procedures, 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. Informal Consultation with the Faculty Review Committee If the matter cannot be resolved through consultation with the faculty member and if the Provost will request the Faculty Executive Committee to informally and confidentially consider the evidence. The faculty member will be notified of this action by the Provost. The Faculty Executive Committee may recommend a settlement acceptable to both the faculty member and the Provost, administrative disciplinary actions short of dismissal, that no administrative action be taken, or that dismissal proceedings be initiated. If the Faculty Executive Committee recommends that dismissal proceedings be initiated or if the Provost, even after considering an alternative recommendation of the Committee, determines that dismissal proceedings should be undertaken, action will be initiated under the procedures specified below. The recommendation of the Committee shall not be binding on the Provost. After considering the recommendations of the Faculty Executive Committee, the Provost notifies the faculty member: That no action will be taken and the matter is concluded, That the Provost intends to impose sanctions short of dismissal, or That the Provost intends to seek dismissal and will proceed as specified below. 4. Notification to Faculty Member of Intent to Dismiss for Cause In those instances where 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.</s>

<s>[INST] DRAFT - Faculty Handbook.txt [/INST] </s>

<s>[INST] Draft 3 Changes.txt [/INST] Draft 3 Changes https://www.forbes.com/sites/hvmacarthur/2020/04/29/parental-discrimination-what-are-the-legal-implications-companies-should-be-considering-during-and-after-covid-19/?sh=203d655146e0 https://publications.umw.edu/facultyhandbook/files/2022/07/Faculty_Handbook_22-23_Final7-29.pdf GOOD GOVERNANCE TEXT Lecturers will maintain their rank until such time as they are promoted to Part-time Senior Lecturer pursuant to Section 4.3.2.5, even if there is a break in service. If promotion to Lecturer is granted, the Lecturer will maintain their status and terms as a Part-time Lecturer (unless promoted to Part-time Senior Lecturer pursuant to 4.3.2.5) for any subsequent appointments and normally will have assignment priority over Part-Time Instructors. and canThey 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 will may also take into consideration seniority within level, with preference normally given to those with higher seniority. Amendments to Chapters Three through Six of the Faculty Handbook, as well as it appendices 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. 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 set forth in the Faculty Handbook. When revisions 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. Academic Freedom As an institution “forever be conducted on the most liberal principles, accessible to all religious denominations and designed for the benefit of our citizens in general,” Ohio Wesleyan University is committed to the belief that the essential purpose of an academic community is to promote knowledge through the search for truth and to express truth without interference or harassment. In order that this purpose be clearly understood in the context of academic freedom, the following policy shall apply: Members of the Ohio Wesleyan University faculty are entitled to academic freedom in the classroom, in research and publication, and in all educational activities. In exercising academic freedom, the ideas of different members of the University community may conflict, but it is not the proper role of the University to shield individuals from ideas and opinions they do not agree with or find offensive. When exchanging ideas and opinions, faculty members share responsibility for showing due respect for others; however, concerns about mutual respect can never be used as a justification for limiting discussion of ideas. The freedom to exchange ideas and engage in meaningful debate does not mean that individuals may say whatever they wish, whenever they wish. The University may restrict expression that is illegal, defamatory, harassing or threatening, or violative of substantial privacy or confidentiality interests. Such exceptions, however, may not be used in a manner that is inconsistent with the University’s commitment to academic freedom or the free expression of ideas. As citizens engaged in a profession that depends upon freedom for its health and integrity, faculty have a particular obligation to promote conditions of free inquiry and expression. Although members of the University community are free to criticize and contest the views of others, they may not obstruct or otherwise interfere with the freedom of others to express views they reject. To this end, the University has a solemn responsibility not only to promote a lively and fearless freedom of debate and deliberation, but also to protect that freedom when others attempt to restrict it. Portions of this statement are reprinted from the University of Chicago Report of the Committee on Freedom of Expression.</s>

<s>[INST] Draft 3 TOC.txt [/INST] Ti tleFACULTY HANDBOOK OHIO WESLEYAN UNIVERSITY Third Draft Table of Contents 1 Chapter One: Code of Regulations of the Trustees of the Ohio Wesleyan University 1 2 Chapter Two: Faculty Governance 2 2.1 Faculty Bylaws 2 2.2 Descriptions of Faculty Committees 7 3 Chapter Three: Full-time Faculty Personnel Policies 17 3.1 Preamble and General Policy 17 3.2 Faculty Classifications 17 3.2.1 Full-Time Faculty 25 3.2.2 Part-Time Faculty 27 3.2.3 Administrators with Faculty Status 28 3.2.4 Librarians 28 3.2.5 Special Appointment Faculty 28 3.2.6 Honorific Faculty 30 3.3 Faculty Contracts 32 3.3.1 Types of Faculty Contracts 32 3.3.2 Annual Contract Period 33 3.3.3 Contract Terms and Issuance of Contracts 33 3.3.4 Area of Appointment 33 3.3.5 Joint Appointments 33 3.4 Faculty Recruitment, Initial Appointment, and Placement in Rank 35 3.4.1 Position Authorization 35 3.4.2 Search Procedures 35 3.4.3 Rank and Salary of Initial Appointment 35 3.4.4 Prior Service Credit 36 3.4.5 Faculty Qualifications 36 3.4.6 Appointment of Foreign Nationals 38 3.5 Faculty Rights and Standards of Professional Conduct 39 3.5.1 Academic Freedom 39 3.5.2 Professional Ethics 40 3.5.3 Statement on Plagiarism 41 3.5.4 Intellectual Property Rights 42 3.5.5 Observance of University Mission and Policies 42 3.5.6 Confidentiality 42 3.5.7 Conflict of Interest – Faculty Specific Activities 42 3.5.8 Outside Activities 43 3.5.9 Faculty-Student Relationships 44 3.5.10 Sexual and Other Unlawful Discrimination or Harassment 47 3.6 Contractual Obligations and Duties of a Faculty Member 48 3.6.1 Teaching 48 3.6.2 Scholarly or Creative Work Contributions 56 3.6.3 Service to the University and Community 56 3.7 Faculty Personnel Records 58 3.8 Academic Departments and Department Chairs 61 3.8.1 Academic Departments 61 3.8.2 Department Chairs 61 3.9 Faculty Evaluation 62 3.9.1 Evaluation Criteria for Personnel Decisions 62 3.9.2 Evaluation of Full-time Faculty Members 70 3.9.3 Evaluation for Reappointment 79 3.9.4 Evaluation for Tenure 83 3.9.5 Evaluation for Promotion 90 3.9.6 Evaluation for Merit Salary Increments 94 3.9.7 Confidentiality of the Evaluation System 98 3.10 Faculty Professional Development 99 3.10.1 Sabbatical Leave 99 3.10.2 Special Released Time for Scholarly Production 101 3.10.3 Retraining Leaves 103 3.10.4 Academic Leave Without Pay 103 3.10.5 Individual Professional Development Accounts 105 3.11 Faculty Awards 107 3.11.1 The Welch Meritorious Teaching Award 107 3.11.2 The Sherwood Dodge Shankland Award for Encouragement of Teachers 108 3.11.3 The Welch Award for Scholarly or Artistic Achievement 108 3.12 Faculty Compensation, Benefits, and Non-Professional Development Leaves 110 3.12.1 Faculty Compensation 110 3.12.2 Benefits 112 3.12.3 Faculty Leaves 121 3.13 Separation from Service 125 3.13.1 Resignation 125 3.13.2 Retirement 125 3.13.3 Nonrenewal of Appointment 125 3.13.4 Policies and Procedures Governing Dismissal for Cause 127 3.13.5 Policies and Procedures Governing Imposition of Sanctions Other than Dismissal for Cause 133 3.13.6 Termination 135 3.14 Faculty Appeals and Grievances 144 3.14.1 Appeals Procedure in Nonrenewal for Performance Reasons 144 3.14.2 Appeals on Grounds of Academic Freedom in Cases of Termination of a Tenure Track Position or Conversion of a Tenure Track Position to Visiting 150 3.14.3 Other Faculty Grievances 151 4 Chapter Four: Part-time Faculty Personnel Policies 154 4.1 Academic Titles for Part-Time Faculty 154 4.2 Recruitment and Initial Appointment of Part-Time Faculty 154 4.2.1 Establishment of Need for Part-Time Faculty 154 4.2.2 Recruitment of Part-time Faculty 154 4.2.3 Part-time Faculty Rights and Privileges 154 4.2.4 Part-time Faculty Contractual Duties and Responsibilities 155 4.3 Terms of Part-Time Faculty Appointments 155 4.3.1 Part-time Instructors 155 4.3.2 Lecturers 157 4.3.3 Senior Lecturers 160 4.3.4 Appeal Procedures for Part-Time Faculty 162 4.3.5 Approval of Appointments and Promotions 162 4.3.6 Course Assignments Contingent upon Need 162 5 Chapter Five: Allocation and Review of Faculty Positions 163 5.1 Preamble and General Policy 163 5.2 Authorization of Full-time Teaching Faculty Positions 163 5.2.1 Initial Authorization of Positions 163 5.2.2 Re-authorization of Vacant Positions 164 5.2.3 Guidelines for Allocation and Review of Full-time Teaching Faculty Positions 164 5.3 Review of Tenure Track Positions 165 5.3.1 Scheduled Review 165 5.3.2 Discretionary Review 166 5.3.3 Appeals Related to Regular and Discretionary Reviews 167 5.4 Faculty Selected for Administrative Positions 167 5.5 External Candidate Appointed as Provost and Granted Tenure with That Appointment 168 6 Chapter VI – Amendments to the Faculty Handbook and Sanction of the Board of Trustees 169 6.1 Amendments to the Faculty Handbook 169 6.2 Sanction of Board of Trustees 169 Appendices 170 Appendix A: Faculty Personnel Forms 170 Appendix B: Diversity, Equity, and Inclusion Policy 170 Appendix C. Policy Statement on Appointment of Librarians 170</s>

<s>[INST] Draft Calendar (1st 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. May 1 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. June Consultant delivers proposed Table of Contents to Review Team and President for consideration and comment. 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 Preparation Consultants deliver first drafts of updated Faculty Handbook. August 10 Review Team members review first drafts & prepare for the consultant-run facilitation meetings. Consultants visit 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. Consultant implements Review Team’s requested revisions and deliver 2nd draft. Review Team meets individually to review the 2nd drafts of their assigned manuals and prepare requested revisions for delivery to consultant. Review Team delivers their requested revisions and comments to consultant. Consultant implements Review Team’s requested revisions and delivers 3rd draft for final approval before distribution the Faculty Executive Committee, Faculty Personnel Committee, and President for comments. 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 delivers their respective comments to Review Team and consultant. Virtual meetings are held with Review Team to review stakeholders’ comments. Consultant delivers 5th Draft for Review Team’s final approval. Consultant delivers executive summary of key changes and amendments proposed in 5th Draft to the Board of Trustees’ Faculty Handbook Task Force. Consultant and Review Team meet virtually to discuss/implement any revisions requested by the Board Faculty Handbook Task Force. Phase III Date Completion Date Final draft of updated handbook is submitted to the Faculty for initial review. Faculty Forum. Review Team members meet individually to review the 3rd drafts of their assigned manual, address final open issues, and prepare requested revisions and comments for delivery to the Consultant. Review Teams deliver requested revisions and comments. Consultant implements Review Teams’ requested revisions and delivers 4th (final) drafts of the manuals to the Project Manager. Employee Policy Manual: The Project Manager will deliver the 4th draft to the President and Cabinet for review. At this point, the development of the Employee Manual portion of the engagement is concluded. Faculty Policy Manual: The Project Manager will deliver the 4th draft of the Faculty Policy Manual to the President, VPAA, and Chair of the Faculty General Assembly. At this point, the development of the Faculty Policy Manual portion of the engagement is concluded. The Administration and Chair of the Faculty General Assembly will then work independently from Stevens Strategy towards obtaining a Faculty General Assembly recommendation and ultimately Board of Trustees approval in accordance with the College’s current Faculty Policy Manual approval procedure. Page 1 Page 2</s>

<s>[INST] Draft Merit Model.txt [/INST] Draft Merit salary increment evaluations for all full-time faculty and are conducted according to the following schedule: Tenure Track Faculty: Tenure Track Faculty will be evaluated for merit increment in the fourth year of full-time service at Ohio Wesleyan and every three years thereafter. Tenured Faculty: Tenured Faculty will be evaluated for merit increment every three years. Non-Tenure Track Term Faculty: Non-Tenure Track Term Faculty will be evaluated for merit increment every three years. Procedures for Evaluating Full-time Faculty for Merit Increment 1. Evaluation File On or before the published deadline, full-time faculty eligible for a salary merit increment shall upload to the online web portal the following materials for inclusion in their Faculty Personnel Committee evaluation file: A completed Faculty Personnel Information Sheet (Self-Report) A current curriculum vitae Course syllabi Any supporting materials the faculty member desires to include Academic Affairs will then upload to the evaluation file the following materials: Student Course Evaluations Rating Sheets from Peer Colleagues and the Student Faculty Board of the Department Peer Teaching Observation Reviews 2. The Faculty Personnel Committee Evaluation The Faculty Personnel Committee evaluates the faculty member’s performance in each of the three categories of performance - teaching, scholarly or creative work, and University and community service, which are weighted on a basis of 60%, 30%, and 10%, respectively - on the basis of the information in the faculty member’s Faculty Personnel committee evaluation file and using the 5-point scale set forth below: Points Does not meet minimum expectation for rank 0 Needs Improvement 1 Meets Expectation for Rank 2 Exceeds Expectation for Rank 3 Exceptional Performance 4 The standard for determining merit shall be continued performance at a level appropriate for the rank held. The committee shall use the evaluation criteria in Section 3.9.1 and any applicable departmental criteria delineated in an approved memorandum of understanding to evaluate the faculty member’s performance since the last merit cycle (or initial appointment) in each of the three categories of performance to assign a rating using the scale above. Determining the Merit Category The Faculty Personnel Committee, by majority vote, will then assign the individual faculty a rating of 0, 1, 2, 3, or 4 in each of the three categories. For each category, the rating is multiplied by the weight percentage of the category. The weighted scores are then summed to produce an overall total points score that ranges between 0.0 and 4.0. The faculty member’s final score determines the merit award category, as follows: Total Points Merit Category 0.00 – 1.99 No Merit 2.00 – 2.79 Merit 1 2.8 – 3.79 Merit 2 3.80 – 4.00 Merit 3 The Faculty Personnel Committee then submits the merit score for each faculty member in the cohort to the Provost, along with a brief rational for the score. 3. Provost Evaluation and Awarding of Merit Pay Following receipt and review of the Faculty Personnel Committee’s merit scores, the Provost will independently evaluate the faculty member’s performance in each category of performance, utilizing the same criteria and standards as the committee. Based on this evaluation, the Provost will make a final decision on each the faculty member’s score. Academic Affairs will then tabulate the total merit scores in the cohort, order them from highest to lowest score, and then group them into three tiers of similar scores so as to indicate the three orders of merit pay.</s>

<s>[INST] Draft Recommendations (SL Edits)(Clean Copy).txt [/INST] Preliminary Recommendations The ART Task Force is pleased to share a draft of some of our preliminary recommendations for revising Cal Lutheran’s faculty evaluation policies. We wanted to share these in advance of the faculty forums, scheduled on Oct. 27th & Nov. 2nd. These recommendations have been drafted after receiving the insightful results from our faculty survey and the consultant led-interviews, as well as following our consultant-led meetings on our institution’s ART policies and procedures. In addition, the task force has studied the scholarly literature and reviewed the tenure and review procedures used at our peer and other institutions.  We look forward to discussing these items in more detail during the forums and there will be additional opportunities to provide feedback on how these potential recommendations may be implemented. The goal of the task force is to present a final proposal to FAC for Handbook changes by the end of February 2022. Draft Recommendation #1: Develop a policy requiring each academic division (or schools) to develop supplemental guidelines for tenure and promotion to account for differences in the nature of teaching effectiveness, scholarly productivity/professional service/creative works, and service across academic divisions or schools. Supporting details: The policy text should require that the division guidelines (a) conform to the general University evaluation categories 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, procedural guidance regarding the development and approval of the academic division guidelines should be also developed. Draft recommendation #2: Refine the “Teaching Effectiveness” category to more clearly define and provide examples of “teaching effectiveness” and develop a corresponding teaching evaluation rubric for publication in the ART Guidelines document. Supporting details: For example, this would be comparable to the standards and rubric developed by the University of Kansas: https://cte.ku.edu/benchmarks-teaching-effectiveness-project. Draft Recommendation #3 Modify the current "Effectiveness as an Advisor" category to include mentoring and a list of corresponding examples.  Draft Recommendation #4: Refine the University "Scholarly Activity and Professional Service" category to clearly define “scholarship” and “professional service” and augment with a list of additional examples of acceptable forms of corresponding activities. Draft Recommendation #5 Refine the "Service" category by developing formal definitions of "university service" and “community service,” and providing examples of corresponding activities. Draft Recommendation #6: Develop a policy to account for each candidate’s administrative workload assignments during promotion and tenure evaluations as may be applicable.  Supporting details: 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. Draft Recommendation #7: Develop a new “Contributions to Diversity, Equity, and Inclusion (DEI)” evaluation category.   Supporting Details: 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. Draft recommendation #8: Develop a new “collegiality” or “campus citizenship” evaluation category, which is consistent with the University’s values.  Supporting details: The text should emphasize that the evaluator’s focus with respect to this evaluation category 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. Draft Recommendation #9: Retain our current 2/4/6-year faculty evaluation system (as opposed to using an annual/mid-probationary system), but with a strengthened annual reflection component emphasizing formative feedback and goal setting. Draft Recommendation #10: Develop a comprehensive peer and administrator teaching evaluation policy that clearly delineates the frequency of teaching observations and outlines in procedural detail how peer evaluators and courses to be observed are selected, and how the data will be shared. Draft Recommendation #11: Develop a clause emphasizing that student evaluations, including both quantitative and qualitative student evaluation data, are to be used by evaluators in combination with other measures of teaching effectiveness during the faculty review process. Draft Recommendation #12: Supplement the second- and fourth-year review evaluation procedures to provide more narrative detail explaining the current step-wise process and develop new text that highlights the formative aspect of these evaluations. Supporting Detail: For example, text should address in greater detail the department chair/program director evaluation and ART Committee deliberations and reporting requirements, etc. 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. Draft Recommendation #13: Refine the “Criteria for Promotion to Rank” section by clearly articulating and defining the standards that must be met for each academic rank. Draft Recommendation #14: Supplement the “Institutional Need Requirement and Tenure Quota” policy with detailed procedures addressing how such determinations are made and implemented. Draft Recommendation #15: Develop a policy for inclusion in the “Eligibility for Tenure” section that addresses early tenure application. Draft Recommendation #16: Develop a policy for inclusion in the “Eligibility for Tenure” section that addresses the pausing of the “tenure clock.” Draft Recommendation #17: For formative purposes, modify the content of the “Confidential File” to allow candidate access to teaching evaluations, student course evaluations, and course loads and grade distributions. Draft Recommendation #18: Supplement the “Procedures for Promotion and Tenure Review” section to provide more narrative detail regarding the current stepwise evaluation process. Supporting Guidance: For example, develop procedural text which clearly explains how tenured faculty inside and outside the department conduct their evaluations, the role of external evaluators, how the department chair/program director and dean conduct their respective evaluations and document the results, outline the way the ART Committee arrives at and documents its Draft Recommendation, etc. Draft Recommendation #19: Include a clause in the “Evaluation and Action” subsection indicating that all evaluators are expected to evaluate candidates based solely on the content of the evaluation file (dossier and confidential file) and the results of candidate interviews (as applicable). Supporting Guidance: If the ART Committee seeks additional content, the faculty member will be notified and be afforded an opportunity to respond. Draft Recommendation #20: Supplement the “Post-tenure/Post-6th Year Review Policy and Procedures” to provide a mechanism for recognizing distinguished faculty performance, as well as a means of assisting faculty members who are experiencing difficulties in achieving their expectations. Draft Recommendation #21: Develop a policy that addresses evaluator conflicts of interest. Lingering Issues: Should the Task Force recommend that the Faculty Senate review whether the Provost remain an ex-officio member of the ART Committee? Should external reviews be a mandatory requirement for promotion and tenure evaluations or remain optional at the discretion of the candidate? Should the current department evaluation procedure (i.e., solicitation of evaluation letters from all tenured department faculty) be modified? 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 to the Dean, followed by the ART, Provost, President, and Board evaluations? 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 Draft 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. Should a new “Promotion and Tenure Evaluation Appeals” process be developed in lieu of the use of the Faculty Grievance Procedure to address evaluation appeals? 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 a more comprehensive policy appointment with tenure policy be developed which articulates how such decisions are made and approved? OR Should the above text be removed for removal from the handbook?</s>

<s>[INST] Draft Recommendations (SL Edits).txt [/INST] Preliminary Recommendations The ART Task Force is pleased to share a draft of some of our preliminary recommendations for revising Cal Lutheran’s faculty evaluation policies. We wanted to share these in advance of the faculty forums, scheduled on Oct. 27th & Nov. 2nd. These recommendations have been drafted after receiving the insightful results from our faculty survey and the consultant led-interviews, as well as following our consultant-led meetings on our institution’s ART policies and procedures. In addition, the task force has studied the scholarly literature and reviewed the tenure and review procedures used at our peer and other institutions.  We look forward to discussing these items in more detail during the forums and there will be additional opportunities to provide feedback on how these potential recommendations may be implemented. The goal of the task force is to present a final proposal to FAC for Handbook changes by the end of February 2022. Draft Recommendation #1: Develop a policy requiring each academic division (or schools) to develop supplemental guidelines for tenure and promotion to account for differences in the nature of teaching effectiveness, scholarly productivity/professional service/creative works, and service across academic divisions or schools. Supporting details: The policy text should require that the division guidelines (a) conform to the general University evaluation categories 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, procedural guidance regarding the development and approval of the academic division guidelines should be also developed. Draft recommendation #2: Refine the “Teaching Effectiveness” category to more clearly define and provide examples of “teaching effectiveness” and develop a corresponding teaching evaluation rubric for publication in the ART Guidelines document. Supporting details: For example, this would be comparable to the standards and rubric developed by the University of Kansas: https://cte.ku.edu/benchmarks-teaching-effectiveness-project. Draft Recommendation #3 Modify the current "Effectiveness as an Advisor" category to include mentoring and a list of corresponding examples.  Draft Recommendation #4: Refine the University "Scholarly Activity and Professional Service" category to clearly define “scholarship” and “professional service” and augment with a list of additional examples of acceptable forms of corresponding activities. Draft Recommendation #5 Refine the "Service" category by developing formal definitions of "university service" and “community service,” and providing examples of corresponding activities. Draft Recommendation #6: Develop a policy to account for each candidate’s administrative workload assignments during promotion and tenure evaluations as may be applicable.  Supporting details: 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. Draft Recommendation #7: Develop a new “Contributions to Diversity, Equity, and Inclusion (DEI)” evaluation category.   Supporting Details:  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. Draft recommendation #8: Develop a new “collegiality” or “campus citizenship” evaluation category, which is consistent with the University’s values.  Supporting details: The text should emphasize that the evaluator’s focus with respect to this evaluation category 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. Draft Recommendation #9: Retain our current 2/4/6-year faculty evaluation system (as opposed to using an annual/mid-probationary system), but with a strengthened annual reflection component emphasizing formative feedback and goal setting. Draft Recommendation #10: Develop a comprehensive peer and administrator teaching evaluation policy that clearly delineates the frequency of teaching observations and outlines in procedural detail how peer evaluators and courses to be observed are selected, and how the data will be shared. Draft Recommendation #11: Develop a clause emphasizing that student evaluations, including both quantitative and qualitative student evaluation data, are to be used by evaluators in combination with other measures of teaching effectiveness during the faculty review process. Draft Recommendation #12: Supplement the second- and fourth-year review evaluation procedures to provide more narrative detail explaining the current step-wise process and develop new text that highlights the formative aspect of these evaluations. Supporting Detail: For example, text should address in greater detail the department chair/program director evaluation and ART Committee deliberations and reporting requirements, etc. 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. Draft Recommendation #13: Refine the “Criteria for Promotion to Rank” section by clearly articulating and defining the standards that must be met for each academic rank. Draft Recommendation #14: Supplement the “Institutional Need Requirement and Tenure Quota” policy with detailed procedures addressing how such determinations are made and implemented. Draft Recommendation #15: Develop a policy for inclusion in the “Eligibility for Tenure” section that addresses early tenure application. Draft Recommendation #16: Develop a policy for inclusion in the “Eligibility for Tenure” section that addresses the pausing of “tenure clock.” Draft Recommendation #17: For formative purposes, modify the content of the “Confidential File” to allow candidate access to teaching evaluations, student course evaluations, and course loads and grade distributions. Draft Recommendation #18: Supplement the “Procedures for Promotion and Tenure Review” section to provide more narrative detail regarding the current stepwise evaluation process. Supporting Guidance: For example, develop procedural text which clearly explains how tenured faculty inside and outside the department conduct their evaluations, the role of external evaluators, how the department chair/program director and dean conduct their respective evaluations and document the results, outline the way the ART Committee arrives at and documents its Draft Recommendation, etc. Draft Recommendation #19: Include a clause in the “Evaluation and Action” subsection indicating that all evaluators are expected to evaluate candidates based solely on the content of the evaluation file (dossier and confidential file) and the results of candidate interviews (as applicable). Supporting Guidance: If the ART Committee seeks additional content, the faculty member will be notified and be afforded an opportunity to respond. Draft Recommendation #20: Supplement the “Post-tenure/Post-6th Year Review Policy and Procedures” to provide a mechanism for recognizing distinguished faculty performance, as well as a means of assisting faculty members who are experiencing difficulties in achieving their expectations. Draft Recommendation #21: Develop a policy that addresses evaluator conflicts of interest. Lingering Issues: Should the Task Force recommend that the Faculty Senate review whether the Provost remain an ex-officio member of the ART Committee? Should external reviews be a mandatory requirement for promotion and tenure evaluations or remain optional at the discretion of the candidate? Should the current department evaluation procedure (i.e., solicitation of evaluation letters from all tenured department faculty) be modified? 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 to the Dean, followed by the ART, Provost, President, and Board evaluations? 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 Draft 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. Should a new “Promotion and Tenure Evaluation Appeals” process be developed in lieu of the use of the Faculty Grievance Procedure to address evaluation appeals? 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 a more comprehensive policy appointment with tenure policy be developed which articulates how such decisions are made and approved? OR Should the above text be removed for removal from the handbook?</s>

<s>[INST] Draft-Bylaws TOC.txt [/INST] TABLE OF CONTENTS Article I. The College Faculty 4 Section 1 Membership of the Faculty 4 Section 2 Voting Members 4 Section 3 Responsibilities of the Faculty 4 Section 4 Academic Departments and Programs 5 4.1. Academic Departments and Program Areas 5 4.2. Department Chairs and Program Directors 5 4.2.1. Selection and Term of Office 5 4.2.2. Responsibilities and Authority 5 Section 5 Faculty Affirmative Action Officer 6 Section 6 Faculty Meetings 6 6.1. Attendance 6 6.2. Procedure at Meetings 7 6.3. Time and Place of Meetings 7 6.4. Special Meetings 7 6.5. Notification of Proposed Legislation 7 6.6. Necessary Number of Votes 7 6.7. New Business 8 6.8. Agenda 8 6.9. Secretary to the Faculty 8 6.10. Student Access to Minutes 8 Section 7 Standing and Ad Hoc Committees of the Faculty 8 Article II. Faculty Status and Appointments 20 Section 1 Faculty Status – Types of Faculty Appointments 20 1.1. Full-Time Teaching Faculty 20 1.1.1. Tenure-Track Teaching Faculty 20 1.1.2. Tenured Teaching Faculty 20 1.1.3. Regular Term Teaching Faculty 20 1.2. Adjunct Faculty 23 1.2.1. Faculty in Residence 24 1.2.2. Visiting Faculty 24 1.2.3. Per-Course Faculty 25 1.3. Faculty Emeritus, Faculty Emerita 25 Section 2 Faculty Contracts and Terms of Appointment 28 2.1. Tenure Track Contracts, Probationary Appointments 28 2.2. Tenured Contracts 28 2.3. Non-Tenure Track Continuing Contracts 29 2.4. Term Contracts 29 2.5. Terminal Contracts 29 2.6. Primary Area of Appointment 29 2.7. Joint Appointments 29 Section 3 Faculty Recruitment and Initial Appointment 30 3.1. Recruitment and Initial Appointment of Tenure-Track Faculty 30 3.2. Recruitment and Initial Appointment of Adjunct Faculty 32 3.3. Duration of Appointment 32 3.4. Determination of Initial Academic Rank 33 Article III. Full-Time Teaching Faculty Personnel Policies 34 Section 1 Faculty Rights and Standards of Professional Conduct 34 1.1. Academic Freedom and Responsibility 34 1.2. Professional Ethics 34 1.3. Statement on Plagiarism 35 1.4. Observance of College and Department Policies 36 1.5. Outside Activities 36 1.5.1. Conditions of Outside Employment and Consulting During the College Year 36 1.5.2. Summer Employment 37 Section 2 Duties and Responsibilities of the Teaching Faculty 37 2.1. Teaching 37 2.1.1. Teaching Load 37 2.2. Research and Creative Activity 37 2.3. Service 37 Section 3 Evaluation of Faculty Performance 37 3.1. The Schedule of Faculty Evaluations 37 3.2. Evaluation Criteria 37 3.3. Student Course Evaluations 37 3.4. Annual Self-Evaluation 37 3.5. Reappointment: Factors Considered; Annual Evaluation; Procedures and Responsibility for Carrying Them Out 37 Section 4 Promotion in Academic Rank 39 4.1. Promotion to Assistant Professor 39 4.2. Promotion to Associate Professor 39 4.3. Promotion to Professor 39 4.3.1. Criterion for Promotion to Professor 39 4.3.2. Review Procedures for Promotion to Professor 40 Section 5 Tenure 42 5.1. Eligibility for Tenure 42 5.2. Accelerated Tenure Reviews 43 5.3. Extending the Probationary Period 43 5.4. Tenure Standards 45 5.5. Structure of the Committee on Tenure 46 5.6. Procedures of the Committee on Tenure 48 Section 6 Professional Development 49 6.1. Sabbatical Leave 49 Section 7 Faculty Compensation and Benefits 52 Section 8 Faculty Leaves of Absence 52 Section 9 Administrative Disciplinary Actions 52 9.1. The Provost’s Consultation with the Faculty Member 52 9.2. Written Reprimand 52 9.3. Minor Administrative Sanctions 53 9.4. Major Administrative Sanctions 53 9.5. Summary Suspension 53 Section 10 Faculty Separation 54 10.1. Resignation 54 10.2. Termination of Appointments by the College 54 10.2.1. Dismissal for Adequate Cause 54 10.2.2. Termination of Appointment Due to Financial Exigency 60 10.2.3. Termination of Appointment Due to Program Discontinuation 64 Article IV. Adjunct Faculty Personnel Policies 67 Article V. Amendment to Faculty Bylaws 67</s>

<s>[INST] DU Faculty HB (5th Revised Draft) (8.2018)(Clean Copy) Stephen Lazarus.txt [/INST] </s>

<s>[INST] DU Faculty HB (5th Revised Draft) (8.2018)(Clean Copy).txt [/INST] </s>

<s>[INST] Eastern Mich annual_faculty_activity_report.txt [/INST] ANNUAL FACULTY ACTIVITY REPORT This report must be submitted to the Department Head by October 15 of each academic year. The report should cover the faculty member’s activities from September 1 through August 31 of the preceding year. Additional sheets may be attached to provide further detail, if necessary. I. BIOGRAPHICAL DATA Name: Date: Rank: Years at EMU: (including current year) Department: College: II. INSTRUCTIONAL ACTIVITIES Courses Taught New/Repeat (Course Number and Title) Comments: Number of Students Advised (if applicable): Comments: Description of curricular and/or pedagogical developments, innovations, experiments, etc: Attendance at workshops, conferences, etc. (provide date, organization and location) Original Scholarship Presented in the Classroom within the University (include subject, forum and date) III. SCHOLARLY AND/OR CREATIVE ACTIVITY Publications, Exhibitions, Concerts, etc. (include bibliographical data and place an * in front of those activities disseminated through a refereed or juried format). Presentations (include bibliographical data and place an * in front of refereed presentations). Professional Development Activities (include only those professional development activities that have been approved by the department and for which criteria are provided in the Department Evaluation Document). Other forms of disseminated Scholarly/Creative Activity Scholarly/Creative Activity in Progress (include subject/description, projected date of completion and anticipated method of dissemination) Comments: IV. SERVICE Department Level Activity (include reference to office(s) held on committees, etc.) College/University Level Activity (include reference to office(s) held on committees, etc.) Beyond the University (professionally related community activity) V. ADDITIONAL ACTIVITIES NOT COVERED ABOVE (e.g. release time activities/responsibilities, etc.) Rev: 09/12 EMU/EMU-AAUP Approved Page 1 of 4</s>

<s>[INST] Edits for Faculty Handbook Policy Manual IV (10-07-2013).txt [/INST] Edits from Meetings between Faculty Council and Vice President for Academic Affairs Editing notes from review of Policy Manual: Volume IV Faculty Handbook and Policies, third draft (Notes are organized according to page numbers and section numbers.) Page 1 4.0 Introduction Paragraph 1: In line 5-6: Correction: “pursuant to the version process in Section 4.14.” Paragraph 2: Line 4: Delete Vice President for Academic Affairs and insert Faculty Council Paragraph 3: Delete Page 2 4.1.2: Line 2: correct reference to subsection. Make it 4.7.1.3: “(see Subsection 4.7.1.3,…” 4.1.2.1.2.: Paragraph 3. Delete: “Because of the advanced nature of the material they teach,” Begin with: “Faculty who teach graduate courses…” 4.1.2.3 Remove stick through text Page 7: 4.1.2.4.1.3: Revise third point as follows- All College facilities are accessible to a Professor Emeritus, including access to college email. Page 8: 4.1.2.4.4: We read lines 8-12 as follows: If a replacement faculty member is subsequently appointed to a full-time faculty position, time served under any replacement term appointment may does not count towards advancement in rank, but not towards tenure or sabbatical leave unless so indicated in the faculty member’s contract. Page 9: 4.1.3.1: Next to last line – Use “who do not possess” not “that do not possess…” 4.1.3.2 Stevens or old HB text? 4.1.3.3- Stevens or old HB text? 4.1.3.4- Stevens or old HB text? 4.2.1.2 Paragraph 4 – remove strike through text? Page 16 4.2.1.6: Paragraph 2, line 3, revised as follows: Individuals who return to a tenured faculty position retain the rank previously held prior to the administrative assignment. Paragraph 3, Delete word may in line 2 and insert will. Delete with the approval of the President, based on the recommendation from the vice President for Academic Affairs. If approval is granted, then the faculty member will continue progress toward multi-year contract or tenure evaluation as applicable Page 17: 4.3.2.1.b, revise lines 3-4 as follows: The Dean may not be the chair of the search committee. Page 18: 4.3.2.1.e: retain text of current Handbook: The search committee will recommend final candidate(s), ranked in order of preference, to the Vice President for Academic affairs, who will confer with the President on the final decision. In the event the first choice candidate declines, the vice president for academic affairs will consult the search committee about a second acceptable candidate. Page 19: 4.4: paragraph 4, should read: “Faculty files may be examined on a need-to-know basis by the President, Vice President for Academic Affairs, Deans of Schools, the Director of Human Resources, and College legal counsel…..” 4.4: paragraph 5, should read: “In addition to the above, the College may be required to permit access…” Page 21: 4.5.1.2 Opening Paragraph: Should read: “Guided by the mission and the College’s Criteria for…” Listed items: Omit numbers; use bullets instead. Under Service, insert advise students after to in line 2, (“energy to advise students and perform …”) and delete last sentence. Page 23 and 24: 4.5.1.4 Use Appendix 1 at the end of this document. Page 28: 4.7.1: Delete numbers in listed items; use bullets instead. 4.7.1.1: Substitute “responsibility for “duty” in line 1. 4.7.1.1.a: Delete “complete and”: in first line. Page 29: 4.7.1.1.b: Revise last sentence as follows: The faculty member should be conscientious in responding to and returning written assignments and other assessments (e.g. tests) to the students. 4.7.1.1.e: retain work “Chairperson or” in line 2. Pages 29-34: Place all lists in appropriate appendices. Replace statements such as: “Examples of excellence in teaching include but not limited to: with statements like: See Appendix A for examples of excellence in teaching. Page 30: 4.7.1.2 Research and Publication: Revise opening sentence of paragraph 3 as follows: The College will offer every assistance to support scholarly research and/or to obtain a sponsor for any project already under way or any project carefully planned. Retain Chairperson/Dean Page 31: 4.7.1.3: Insert “to advise students” after “energy” in line 1. Delete sentence 2. Page 32: 4.7.1.3.1 Service to the College: Delete opening sentence. Return to current Handbook, p.IV-4, and use C. Opening paragraph under “Further responsibilities” through the opening paragraph of point 1. Then use list from Vol. IV from faculty Meetings through standing committees. Then the following sentence: In addition to the activities listed above, a faculty member contributes further toward the operation of the college by participating in activities like those listed in Appendix?. Move bulleted list to appendix. 4.7.1.3.2 Academic Advising: Put list in appendix 4.7.1.3.3 Service to the Profession: Put list in appendix. 4.7.1.3.4 Service to Community: Put list in appendix. Page 35: 4.7.3.1.A¨ Retain “Chairperson” in final sentence. Page 39: 4.7.6.C.1.a: Delete” because of”; insert “on.” 4.7.6.C.1.c: Last sentence-delete ‘s recommendation, so sentence begins: “The committee should include…” Page 42: B.3: Change one’s to his/her. Retain chairperson. B.5: Change it to and doing so requires that the faculty member is qualified for the multi-year contract option. Page 43: C.5: Move phrase beginning with “especially” to after word “publications” in first line. Page 44: Item c at top of page: Delete The committee’s recommendation and replace with It. Items 3.e and 3.f: do not strike as note suggests. Item 3.f To the end of the sentence add: “…as described below in Section 4.7.7.D.5 (Appeal of Decision). Page 45: Item b: Delete “the Chair” in the middle of the first line and “Chair of the Faculty” in line 3. Section should read: “If the Faculty Council determines that prima facie evidence exists, the Council, within ten (10) calendar days of receipt of the faculty member’s written letter of appeal, will appoint…” Page 46-48: Retain current Handbook text (Sec IV-C.9;p.IV6) on Post Tenure Review. See Appendix 2. Page 48: 4.88.1.B.a: Change “apply to receive another” to “receive one” Page 49: 4.8.1.B.1: Retain Division Chairperson, i.e. “to both the Division Chairperson and the Dean on…” and “If approved by the Division Chairperson and Dean,…” 4.9.2 – REMOVE STRIKE THROUGH TEXT? 4.11 -REMOVE STRIKE THROUGH TEXT? Page 79: 4.12.1.1.a: Retain Chairperson. …the Division Chairperson and the Dean… Page 80: Remove “and Constructive Improvement” from title of section 4.12.2. Page 81: Item 1.b: Retain Handbook. Item 2 a. and b.: Retain chair. i.e., “chair and dean…” Page 87: Item A.1: Retain Chairperson. i.e., “complaint with the Chairperson or Dean. Item A.2: Retain “Chairperson and Dean.” Also in sections B.2.b) and B.2.c) Page 88: 4.14: Change “ninety (90) regular academic days” to “sixty (60) regular academic days…” Page 89: Add to end of first sentence: “to respond appropriately.” Delete the following sentence. Point 1: Revise as follows: Ideally, the vote occurs at a public meeting of the faculty. A quorum of the faculty is to be present (viz, at least 50% of the full-time faculty who are eligible to vote), and the proposal shall be considered as passed if simple majority of the quorum is in favor. Prior to such a public meeting of the faculty, Faculty Council shall distribute a text of the proposal to the faculty and announce that a vote is to be taken at the faculty meeting following the one at which the proposal is discussed. Point 2: Revise as follows: In the event a quorum is not present at a meeting of the faculty at which a vote is scheduled, the vote will occur by electronic or paper ballot. The proposal will be considered passed if a simple majority of the returned ballots is in favor, provided the number of returned ballots constitutes a quorum of those faculty eligible to vote. Two general notes: (1) Council agreed to retain references to division chairs that have been consistently deleted in the vol. IV review. I may have missed a few in the notes given there, but the intention is to restore all such deletions. (2) since the by-laws for standing committees will be included in the handbook, we should probably propose a wholesale deletion of the statement added to all bylaws by the Stevens group Amendments: Amendments to the By-laws become operational upon the approval of the Board of Trustees. APPENDIX 1 Suggested Overload and Outside Employment Policy 1. Overloads A full-time faculty member may teach overloads at Gwynedd-Mercy College. Ordinarily, such additional work should not exceed the time required to teach one (1) overload course per semester. Reimbursement for additional teaching responsibilities at Gwynedd-Mercy College will be according to the current adjunct salary scale. Faculty members must report all course overloads to their Dean. Permission to teach more than one (1) overload course per semester must be approved by the faculty member’s Dean and the Vice President for Academic Affairs in advance of the start of the semester. 2. Outside Employment and Professional Consulting Gwynedd-Mercy College permits and encourages faculty members to engage in professional and consultative activities in their areas of expertise and recognizes the value to the institution when a faculty member elects to be recognized as an employee of the College while participating in these activities. The College also believes that a full-time faculty workload requires the primary attention of the faculty member and must not be compromised. Accordingly, the College has established the following procedures to address those instances when a member of the full-time faculty desires to undertake limited outside employment and professional consulting activities. Gwynedd-Mercy College defines “outside employment” as work performed as a salaried or wage-earning employee of some employer other than Gwynedd-Mercy College that qualifies under IRS rules as work as an employee. Professional consulting is understood as providing one’s expert advice on a fee for service basis or in exchange for compensation, including work that qualifies under IRS rules as work as an independent contractor rather than as an employee. In general, income from outside work is reported on an IRS W-2 or 1099 tax form. Gwynedd Mercy University acknowledges that some disciplines require work outside the University in order for the faculty member to maintain professional certification and strongly supports such activity as long as it conforms to the guidelines below and does not interfere with A faculty member's meeting his or her other responsibilities to the University. Full-time faculty, whether serving pursuant to nine (9) or twelve (12) month contracts, are expected to devote themselves on a full-time basis to their teaching, academic advising, professional development, scholarship, and service activities during the term of the contract. For this reason, all full-time faculty are restricted from engaging in any other employment activity if the activity interferes with the faculty member’s attending to the full range of his or her teaching, academic advising, professional development, scholarship, and service obligations or prevent the faculty member from participating in the intellectual and professional life of their division, School, and the College. It is the responsibility of faculty members engaging in outside employment to inform in writing their Dean and the Deans will inform the Vice President for Academic Affairs, before the beginning of each semester or in advance of undertaking such employment. Such work will be restricted by the appropriate Dean, if one's performance of the University's contracted duties is being compromised or exceeds the time required to teach one (1) overload course per semester or the equivalent of one (1) workday per week. Note: There is no limitation on outside employment and professional consulting activity during the summer months for faculty with nine (9) month contracts who do not have summer duties. Also, no faculty member should use Gwynedd-Mercy College offices, equipment, personnel or other resources for outside employment or professional consulting activities without special permission from the Vice President for Academic Affairs. APPENDIX 2 Triennial Post-tenure Assessment 1. Frequency of Assessment and Exceptions To promote the continued professional development and productivity of its tenured faculty, tenured faculty are assessed no later than the third academic year following the award of tenure at Gwynedd-Mercy College or the faculty member’s most recent post-tenure review. In addition, tenured faculty members returning to full-time teaching status following administrative service of two years or more are assessed triennially. Tenured faculty members serving as academic administrators whose primary responsibilities are not teaching are exempt from the assessment while they are serving in their administrative posts. Upon returning to full-time faculty duties, they are subject to triennial assessment. Additionally, tenured faculty members who are on leave during the prescribed year of the assessment will ordinarily be assessed the year after returning. Exceptions to participating in the triennial assessment may also be granted at the discretion of the Vice President for Academic Affairs if the faculty member has submitted a letter of intent to retire, resign, or apply for early retirement to be effective within two years from the academic year of the review. Finally, a faculty member may request postponement of a scheduled post-tenure assessment for extenuating circumstances, such as health problems. The request must be in writing and approved by the Vice President for Academic Affairs. 2. Post-tenure Assessment Process A. Initial Assessment The triennial assessment of a tenured faculty member is conducted for the purposes of faculty development. It is based upon the following documentation: 1. The faculty member’s three Developmental Plans (see Appendix 1) for the triennium; 2. Peer and administrative observations of teaching during the years of the triennial review; 3. Student evaluations; and 4. The responsibilities listed in Subsection 4.5.1 of the volume. The Dean evaluates the faculty member’s teaching and academic advising, scholarship, and service activities over the past triennium in the context of the College’s Assessment Criteria (see Subsection 4.7.1). The Dean’s written evaluation must represent the good faith, deliberate exercise of professional judgment in assessing the faculty member’s performance. After completing the assessment, the Dean will meet with the faculty member to discuss the evaluation. The goals of the discussion are to provide peer support and feedback, in the spirit of collegiality, for the tenured faculty member’s ongoing professional development. At the conclusion of the meeting, the assessment is signed by both the Dean and the faculty member and placed in the faculty member’s file in the office of the Vice President for Academic Affairs. report identifies a serious matter bearing upon an item listed in Subsection 4.11.2 (Dismissal for Cause), then a plan, which has been mutually developed by the faculty member and the Dean, will be the basis of an assessment conducted the following year. B. Formulation of Plan In mutually developing the plan, which should be completed within thirty (30) days following the issuance of the Dean’s assessment, the faculty member and the Dean should consider College, School and department objectives, as well as the faculty member’s individual circumstances. In addition, the plan should include the following: 1. Specific goals and objectives that will address the matter(s) identified by the Dean during the triennial assessment; 2. Necessary activities that will achieve the goals identified; 3. Timelines for accomplishment of such activities; 4. College resources that will support the plan and identify how and when such resources will be made available to the faculty member; and 5. A means of measuring progress in achieving the goals identified and a periodic monitoring of progress. Upon completing the plan, the Dean will submit the plan to the Vice President for Academic Affairs. C. Completion of the Plan and Subsequent Assessment The final plan will be the basis of an assessment conducted the following year. When reviewing the progress toward meeting the plan, the annual assessment by the Dean will determine if the faculty member has addressed the matter satisfactorily. If the matter has been addressed satisfactorily, the post-tenure assessment is complete and the faculty member returns to a new triennial assessment cycle the following academic year. Copies of the plan and the assessment of the progress achieved by the end of the development period will be added to the faculty member’s personnel file. If, however, the annual assessment reflects that the matter(s) has not been addressed satisfactorily, then the College may initiate procedures for dismissal for cause in accordance with the College’s existing faculty procedures (see Section 4.12.2). 3. Appeals An unsatisfactory post-tenure review decision may be grieved in accordance with procedures set forth in the Faculty Grievance Policy in Section 4.13.</s>

<s>[INST] Emeritus Guidelines July 2019.txt [/INST] Emeritae and Emeriti Faculty of Wheaton College An Outline of Benefits and Expectations Emerita and Emeritus Status: Emerita or emeritus status honors a faculty member's 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 Chair 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, the Provost will request that the Board of Trustees grant emeritus status to the faculty member. Faculty who retire at the Associate Professor level may, at the Provost’s discretion, be recommended for the status of Professor Emerita/Emeritus. The Chairperson’s letter to the Provost may make such a request, along with any recommendations for title. Emeritae/emeriti are not considered employees of the college. 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. Access to Resources: Emeriti faculty may maintain their Wheaton photo ID. TheWheaton 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 can be found here. 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. Emeriti faculty will continue to have access to OnCourse. OnCourse provides online access for up to three academic years of courses 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 cannot 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: 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. Emeriti faculty who are granted office space will 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 Office; technical support services, as available. Amy 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 emeritus/a 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. Questions about emeritus status can be directed to the Assistant Provost, Jim Mancall. Emeritae/emeriti guidelines, page 1 of 2</s>

<s>[INST] Employee Code of Conduct Sec.III.txt [/INST] Employee Code of Conduct The College Employee Code of Conduct is based on a foundation of shared values, which include: Commitment to excellence and maintaining public trust; Commitment and accountability to its students, colleagues, and the community; Respect for the worth and dignity of all individuals; Inclusiveness and respect for pluralism and diversity; and, Responsible stewardship of resources. All employees at Dominican College are expected to observe certain standards of conduct that value respect, honesty, fairness and integrity in all activities. In furtherance of these values, Dominican College employees are expected to serve as role models for the students and conduct their personal and professional lives in accordance with Dominican College’s mission statement. Moreover, Dominican College employees are expected to maintain professional relationships with parents, students, fellow employees, members of the wider community, and the general public. Employees should cooperate with each other and avoid negative and destructive criticism. Dominican College employees should maintain a positive attitude about the College within the community and with the general public. Confidentiality must be maintained with regard to College affairs. Professional concerns about the College, your fellow employees and students, and your job should not be shared with parents, trustees, or members of the public, but should be discussed with your supervisor. Any writing which involves the College, either directly or without identifying the College, whether published, self-published or posted on the Internet, must be approved by your immediate supervisor prior to publication. For further information on publishing see Policy No. II - 2.1.8 - Ownership of Copyrightable Materials and Intellectual Property Volume X, Section 10.2 of the Dominican College Policy Manual. Types of behavior and conduct that Dominican College considers inappropriate include, but are NOT limited to, the following: Breaching confidentiality; Falsifying employment or other records, including time sheets; Mutilating or altering documents or identifications; Violating Dominican College’s policies, including but not limited to nondiscrimination, workplace violence and/or sexual harassment policies; Violating the federal or state civil, criminal or quasi-criminal laws; Engaging in inappropriate relationships, consensual or otherwise, with students or other employees; Failure to cooperate in any investigation conducted by the school; Soliciting or accepting gratuities; Establishing a pattern of excessive absenteeism or tardiness; Engaging in excessive, unnecessary, or unauthorized use of Dominican College’s supplies, particularly for personal use; Repeated abuse of telephone or other personal use of school property; Willful or neglectful destruction of school or another individual’s property Being under the influence of alcohol or illegal or controlled substances during work hours; Leaving work without authorization; Illegally manufacturing, possessing, using, selling, distributing or transporting drugs; Bringing or using alcoholic beverages on Dominican College property or using alcoholic beverages while engaged in Dominican College business off premises, except where authorized; Fighting or using obscene, abusive, or threatening language or gestures; Disorderly conduct or conduct detrimental to the school’s reputation; Theft/Stealing property from co-workers, the College, students or others; Possession of weapons on school premises, including but not limited to having unauthorized firearms on College premises or while on College business; Disregarding safety or security policies, regulations, and laws; Insubordination; Dishonesty; Conviction of a crime; Improper disclosure of confidential or sensitive information; Unauthorized use of College property, including vehicles; Inappropriate use of College PCs and Internet access, including downloading copyrighted material; Illegal gambling on the premises; Any behavior that adversely affects one or more students, or violation of any policy in this Handbook or the College Policy Manual. The foregoing list is not all-inclusive. The College reserves the right to decide when an employee’s conduct is detrimental to its business and the nature of the discipline imposed regarding such conduct, up to and including dismissal. Dominican College may dismiss an employee without providing a performance improvement plan when, at the sole discretion of the President, the circumstances do not warrant the continued employment of the employee. Nothing herein shall alter the at-will nature of the employment relationship. Dominican College Standard of Conduct for Coaches Please refer to the College’s Coaches Handbook for information regarding the Standard of Conduct for Coaches. In addition, all employees and other individuals representing the College are expected to inform themselves about and comply with College policies and regulations pertaining to them. Sources include: For Employees: Volumes II and VII of the Dominican College Policy Manual For Faculty: Volumes II, IV, and VII of the Dominican College Policy Manual.</s>

<s>[INST] EMPLOYEE COVID VACCINE POLICY JJH SL.txt [/INST] COVID-19 VACCINATION POLICY Effective Date: Policy Number: III – Supersedes: Not Applicable. Issuing Authority: President Responsible Officer: PLEASE INSERT Applicability: All Canisius College employees. History:   PURPOSE The purpose of this policy is to provide and maintain a workplace that is free of recognized hazards associated with Covid-19 and outline procedures for employees to receive the COVID-19 vaccination, or to request an exemption. POLICY All Canisius College employees and volunteers are required to have or obtain a COVID-19 vaccination as a term and condition of employment at the College, unless an exemption is approved. See Procedures/Guidelines for requesting an exemption. Current employees and volunteers must report their vaccine status and provide approved documentation as proof of vaccination to Human Resources not later than INSERT DATE. All new employees and volunteers will be required to provide proof of vaccination status prior to the start of their employment. All records of vaccinations and approved exemptions will be maintained by Human Resources. Violations of this policy may result in appropriate disciplinary measures, up to an including dismissal. DEFINITIONS Not Applicable. PROCEDURES/GUIDELINES Vaccine Administration Employees and volunteers are responsible for scheduling and obtaining all recommended doses of an FDA- approved COVID-19 vaccine or a COVID-19 vaccine granted Emergency Use Authorization by the FDA. All employees will be paid one (1) hour for time taken to receive vaccinations. Employees are to work with their supervisor to schedule an appropriate time to comply with this policy. Request for Exemptions Disability Accommodation The College provides reasonable accommodations, absent undue hardship, to qualified individuals with disabilities that enable them to perform their job duties. Employees who believe they need an accommodation regarding this policy because of a disability are responsible for requesting a reasonable accommodation with Human Resources. See the college’s Employee Accessibility Policy for additional information. Religious Accommodation The college provides reasonable accommodations, absent undue hardship, to employees with sincerely held religious beliefs, observances, or practices that conflict with getting vaccinated. Employees who believe they need an accommodation regarding this policy because of a sincerely held religious belief are responsible for requesting a reasonable accommodation with Human Resources. Human Resources will engage in an interactive dialogue with the employee and the employee’s religious leader to determine whether an exemption is appropriate and may be granted without imposing an undue hardship on the college Exemption for Other Medical Reasons Exemptions for other medical reasons may be available on a case-by-case basis for conditions such as a history of certain allergic reactions and any other medical condition that is a contraindication to the COVID-19 vaccine even if they do not qualify as a disability under federal, state, or local law. Human Resources will engage in an interactive dialogue with the employee and the employee’s healthcare provider to determine whether an exemption is appropriate and may be granted without imposing an undue hardship on the college. See the college’s Employee Accessibility Policy for additional information regarding documentation requirements and the iterative process. Non-Retaliation Any form of discipline, reprisal, intimidation, or retaliation for reporting a violation of this policy or any other health and safety concern is prohibited by the college. Employees also have the right to report work-related injuries and illnesses, and the college will not discharge or discriminate or otherwise retaliate against employees for reporting work-related injuries or illnesses or good faith health and safety concerns. Policy Modification Government and public health guidelines and restrictions and business and industry best practices regarding Covid-19 and Covid-19 vaccines are changing rapidly as new information becomes available, further research is conducted, and additional vaccines are approved and distributed. The college reserves the right to modify this policy at any time in its sole discretion to adapt to changing circumstances and business needs, consistent with its commitment to maintaining a safe and healthy workplace. RELATED POLICIES Employee Accessibility Policy</s>

<s>[INST] EMPLOYEE COVID VACCINE POLICY.txt [/INST] COVID-19 VACCINATION POLICY Effective Date: Policy Number: III – Supersedes: Not Applicable. Issuing Authority: President Responsible Officer: PLEASE INSERT Applicability: All Canisius College employees. History:   PURPOSE The purpose of this policy is to provide and maintain a workplace that is free of recognized hazards associated with Covid-19 and outline procedures for employees to receive the COVID-19 vaccination, or to request an exemption. POLICY All Canisius College employees and volunteers are required to have or obtain a COVID-19 vaccination as a term and condition of employment at the College, unless an exemption is approved. See Procedures/Guidelines for requesting an exemption. Current employees and volunteers must report their vaccine status and provide approved documentation as proof of vaccination to Human Resources not later than INSERT DATE. All new employees and volunteers will be required to provide proof of vaccination status prior to the start of their employment. All records of vaccinations and approved exemptions will be maintained by Human Resources. Violations of this policy may result in appropriate disciplinary measures, up to an including dismissal. DEFINITIONS Not Applicable. PROCEDURES/GUIDELINES Vaccine Administration Employees and volunteers are responsible for scheduling and obtaining all recommended doses of an FDA- approved COVID-19 vaccine or a COVID-19 vaccine granted Emergency Use Authorization by the FDA. All employees will be paid one (1) hour for time taken to receive vaccinations. Employees are to work with their supervisor to schedule an appropriate time to comply with this policy. Request for Exemptions Disability Accommodation The College provides reasonable accommodations, absent undue hardship, to qualified individuals with disabilities that enable them to perform their job duties. Employees who believe they need an accommodation regarding this policy because of a disability are responsible for requesting a reasonable accommodation with Human Resources. See the college’s Employee Accessibility Policy for additional information. Religious Accommodation The college provides reasonable accommodations, absent undue hardship, to employees with sincerely held religious beliefs, observances, or practices that conflict with getting vaccinated. Employees who believe they need an accommodation regarding this policy because of a sincerely held religious belief are responsible for requesting a reasonable accommodation with Human Resources. Exemption for Other Medical Reasons Exemptions for other medical reasons may be available on a case-by-case basis/for conditions such as pregnancy, breastfeeding, history of certain allergic reactions, and any other medical condition that is a contraindication to the COVID-19 vaccine even if they do not qualify as a disability under federal, state, or local law. Human Resources will engage in an interactive dialogue with an employee determine whether an exemption is appropriate and may be granted without imposing an undue hardship on the college. Non-Retaliation Any form of discipline, reprisal, intimidation, or retaliation for reporting a violation of this policy or any other health and safety concern is prohibited by the college. Employees also have the right to report work-related injuries and illnesses, and the college will not discharge or discriminate or otherwise retaliate against employees for reporting work-related injuries or illnesses or good faith health and safety concerns. Policy Modification Government and public health guidelines and restrictions and business and industry best practices regarding Covid-19 and Covid-19 vaccines are changing rapidly as new information becomes available, further research is conducted, and additional vaccines are approved and distributed. The college reserves the right to modify this policy at any time in its sole discretion to adapt to changing circumstances and business needs, consistent with its commitment to maintaining a safe and healthy workplace. RELATED POLICIES Employee Accessibility Policy</s>

<s>[INST] Employee Housing Policy.txt [/INST] EMPLOYEE CAMPUS HOUSING POLICY Effective Date: Policy Number: III – 3.5.8 Supersedes: Not Applicable. Issuing Authority: President Responsible Officer: Associate Vice President, Human Resources & Compliance Applicability: All full-time faculty and staff. History:   PURPOSE The purpose of this policy is to establish the circumstance under which campus housing may be provided to eligible newly hired Canisius College employees. POLICY Canisius College recognizes the importance of a housing program as a recruitment and retention tool. Accordingly, it is the policy of the college to make a limited number of employee campus housing units available for rent to newly hired full-time faculty, staff and administrators. The college’s goals in offering the housing program are to: Aid in the recruitment of new faculty and staff; Optimize the use of available resources; and Enhance the sense of college community by facilitating participation of faculty and staff in the student experience. Any campus housing units where the employee will be paying a rent that will be less than the fair market value of the rents of the property must be cleared by Human Resources prior to any terms being conveyed to prospective or current, employees. DEFINITIONS Campus Housingany college housing property being made available for eligible college employees for short-term rental purposes. Fair Market Valuetypical value for which housing would otherwise be rented to a non-college employee, or an amount of annualized rent equal to at least 5% of the appraised lodging value of the property. PROCEDURES/GUIDELINES I. Eligibility/Duration New full-time members of the faculty, staff and administration are eligible to apply for campus housing. When the demand for housing exceeds availability, priority is given to newly recruited tenured and tenure-track faculty. All lease arrangements are reviewed annually based upon the college fiscal year. Members of the faculty and staff who apply for and are accepted to lease campus housing are eligible to stay and rent campus housing up to a period of one academic year, assuming the employee remains in the employ of the college (see the Termination/Change of Employment Status section). Extensions beyond the one academic year period may be granted after consideration of housing demand and institutional priorities. It is the responsibility of all members of the Canisius College community, including faculty and staff tenants and their guests, to comply with the college’s policies, including but not limited to those that apply to drugs, alcohol, non-discrimination and sexual harassment. The college reserves the right to terminate a lease agreement at its sole discretion, and to ask a resident to vacate the rental unit, if in the judgment of the college, the resident is in violation of the lease or policies, rules or regulations adopted by the college. II. Establishing Rental Rates College housing rents are based on a methodology outlined by the Internal Revenue Code Section 119(d). The formula regulates the minimum rent that can be charged to an employee without imputed income being assessed as reportable income. Accordingly, the fair market value of each rental unit will be assessed by The Office of Student Life every year. Rental rate increases take effect at the beginning of each fiscal year and published annually by The Office of Student Life. 2019: 1 bedroom apartment: $895 per month 2 bedroom apartment with kitchen/bath: $995 per month 3 bedroom or more apartment with kitchen/bath: $1,100 per month III. Leases Leases are issued and signed annually based on the college fiscal year. Terms and conditions contained in the lease document further define the responsibilities of the lessee and the college. Tenants are responsible for initially disclosing all parties whom will reside in the leased location. The college reserves the authority to approve or deny parties. As a landlord, the college reserves the right to CORI check all applicants for housing and adult household members. IV. Sub-Leasing Subleasing or lease/cost sharing is not permitted. Unauthorized sub-leasing will result in eviction (loss of housing without penalty or liability to the college). This includes Airbnb. V. Maintenance The tenant is expected to maintain the property in a presentable condition at all times. The tenant is expected to leave the unit in the same condition as when they moved in. Tenants may not alter the unit, move furniture outside, use nails, screws or apply other fasteners into any of the walls, ceilings, floors or woodwork. All tenants should utilize the work order system in the Canisius College Portal to request any facility repairs. In the case of an urgent request, during off-hours, tenants should call Public Safety at 716-888-2330. The tenant agrees to allow authorized college representatives access to the property at all reasonable hours for the purpose of inspecting or making necessary repairs to the property, and in emergency situations. This includes granting access to service professionals who have been contracted to render specialized services. VI. Application Procedure Eligible employees interested in obtaining campus housing must complete an application form and submit it to the Office of Student Life. The applications will be sent to the Housing Committee (Housing Coordinator, Senior Associate Dean of Students, Vice President for Student Affairs) for review and decision. All decisions will be based on institutional priorities and available resources, with special consideration on applicant need and what the applicant may offer to the student experience. VII. Payments Monthly rental payments must be made by personal check or credit card to The Office of Student Life by the 1st of each month. If a check is returned by the bank because of insufficient funds, a service charge shall be levied against the tenant. In the event that a second check is not honored by the bank, the tenant will be required to make future payments in cash. VIII. Termination/Change of Employment Status Employees who are leaving the college will, under normal circumstances, be permitted to extend the occupancy of their housing for up to 30 days following the commencement of ineligibility. Employees who become only temporarily ineligible for housing, may, with the prior written consent of The Office of Student Life, remain in their housing during the agreed-upon specified temporary period. Employees who are moving to a housing-ineligible position at the college may remain in their apartments for 60 days following their change to housing-ineligible status. IX. Separation from Spouses or Domestic Partners In the event of separation or divorce between an employee tenant and his or her non-employee spouse or domestic partner, the non-employee spouse or domestic partner may not take over the lease agreement and must find housing off campus. X. Insurance The college’s insurance covers damage to the physical structure and property. The college’s insurance does not provide coverage for tenants’ personal belongings or vehicles, nor will the college be liable for any damage to or theft of tenants’ personal property or vehicles. Tenants are required to have renter’s insurance with minimum coverage of $10,000 property insurance and $200,000 liability insurance. Renters insurance must also cover flood and fire. Tenants must provide The Office of Student Life proof of insurance with the initial lease letter and annually thereafter with the lease renewal letter. XI. Reservation of College Rights The college reserves the right from time to time to change its housing policies. This policy statement is not intended to be and should not be regarded as a contract between the college and any person. RELATED POLICIES Fiscal Year and Revenue Recognition Policy Rental Income (Lease) Policy</s>

<s>[INST] Endowed or Named Chairs.txt [/INST] 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. Holders of endowed or named chairs must be tenure track faculty and typically will be tenured. 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. Current members of the faculty may be appointed to the position of an endowed or named chair by the President through an internal selection process. New faculty must be appointed via the established search process. The terms of the appointment to an endowed or named chair will be specified in the chair holder’s letter of initial appointment or at the time when the faculty member is appointed to the chair. A tenure track faculty member currently employed by the University retains rank and tenure upon appointment to the chaired position.</s>

<s>[INST] ENS Recommendation Report (FInal Client Draft) .txt [/INST] </s>

<s>[INST] EP (2nd Draft)(6.19).txt [/INST] </s>

<s>[INST] ES of Final Draft.txt [/INST] 22 April 29, 2023 TO: Working Group FROM: Stephen Lazarus Sr. Consultant Stevens Strategy RE: Executive Summary of Final Draft Below is an executive summary of the final draft of the Faculty Bylaws. The Working Group has organized the summary as follows: Summary of New Policies: In this section of the summary, the Working Group lists new policies that were not addressed in our current Legislation. Current Legislation Not Included in Bylaws: In this section of the summary, the Working Group identifies current Legislation that was not incorporated into the Faculty Bylaws. Substantive Revisions to Current Legislation: In this section of the summary, the Working Group what it considers to be substantive revisions to current Legislation. The Working Group acknowledges that this listing is subjective and urges our colleagues to carefully read the entirety of the Bylaws so that independent judgements regarding substantive judgements may be made. Current Legislation “Migrated” to Other Articles/Sections of the Bylaws: In this section of the summary, the Working Group lists policies addressed in our current Legislation that have been moved to new locations within the Faculty Bylaws. Summary of New Policies Current Legislation Not Included in Bylaws Article I.O - Associate Faculty: The Associate Faculty and Non-Tenure Track Continuing Faculty designations are being replaced going forward with the Professor of Practice-line and Visiting Faculty categories. Text defining these new categories has been developed by the Working Group in accordance with the Full-time Faculty Contract Proposal and PoP Framework documents provided to the group by the Provost’s Office. Given the College’s anticipated adoption of the new Professor of Practice-line and Visiting Faculty categories, the Working Group has not reprinted the Associate and Non-Tenure Track Continuing Faculty legislation in the Faculty Bylaws. Article I.P - Non-Tenure Track Continuing Faculty: see comment above. Part Two - The Classroom: The Working Group recommends that the Faculty Bylaws be limited in scope to ‘faculty status’ matters, as well as other policies that address unique faculty rights or responsibilities. As such, the Working Group recommends that the academic policies in Part Two of our current Legislation either be solely reprinted in the academic catalog or as a stand-alone Academic Policy Manual, which houses not only academic policy, but also policies addressing academic program administration and research related policies (i.e., approval/modification of academic programs, assigning of courses, academic program review, IRB and animal research, research misconduct, conflicts of interest in federal sponsored research, etc.). Part Three - Honor Code and Judicial Procedures: The Working Group recommends that the Part Three of current Legislation not be reprinted in the Faculty Bylaws under the same reasoning as not reprinting the academic policies (i.e., not faculty status policy and the Judicial Code is published in other College policy documents). Substantive Revisions to Current Legislation Current Legislation “Migrated” to Other Articles/Sections of the Bylaws Article IV, Section 4.3 - Description of the Structure of the Committee on Tenure: Text outlining the structure of the Committee on Tenure has been moved to Article I, Section 5.2.1. 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] Evaluation Examples.txt [/INST] Occidental Annual Evaluations by Department Committee Pre-Tenure Reviews Faculty will be reviewed during their third year of appointment as a regular faculty member. Three Year review by Department Committee and Academic Council Tenure Review Faculty will normally be eligible for a tenure review during their sixth year of appointment as a regular faculty member. However, for faculty members having previous full-time teaching or professional experience who are initially appointed at the rank of associate or full professor, tenure shall normally be considered no later than the third year of regular appointment at the College. The President, acting on the Dean of the College’s recommendation, or at his/her discretion, may also grant a one-time one year extension to the length of time before a candidate’s tenure review to candidates who have had children during this period, or other similar personal situations in which such action has the result of providing equitable treatment for the candidate in the review process. Such a request by the candidate must be made to the Dean of the College or the President by April 15 of the prior academic year. Associate Professor Review The Associate Professor Review normally takes place in the fifth academic year after promotion to Associate Professor. PROMOTION TO FULL Promotion to Full Professor Reviews An Associate Professor shall be eligible for promotion in their seventh year in rank. However, in cases of exceptional achievement in all areas of teaching, professional achievement, and service, the faculty member may apply for accelerated promotion in their sixth year in rank. The Dean of the College will communicate to the faculty member the Advisory Council’s recommendation for an accelerated promotion during the Associate Professor review process. If a faculty member has not applied for promotion by their tenth year in rank, a review portfolio must be submitted in this tenth year. Promotion in the tenth year of an associate professorship requires evidence of effective teaching, which must be accompanied by additional evidence of professional achievement and service. If promotion does not result from this review, the faculty member will work with the Dean of the College and their department to develop a plan to work toward promotion. Subsequent reviews for promotion to Full Professor will occur at least every five years (see section 6 for guidelines) unless a candidate initiates his or her review as in a 1) below. FULL PROFESSORS REVIEWED VERY FIVE YEARS Option a – Evaluation by Co-Mentoring Group Option b – Evaluation by Academic Council Dickinson Review years are: a. Non-tenured faculty are reviewed in Years Two, Four, and Six, utilizing procedures and standards described in what follows. Each review is designed to be more thorough and more exacting than the previous one, with Year Six being a review for tenure. b. Tenured faculty are typically reviewed once in each six year sabbatical cycle. Year One of the cycle begins upon return from a sabbatical leave. The review typically occurs in Year Three. An exception is the first review following the granting of tenure. This review will typically take place in the fourth year after the tenure review if the pre-tenure sabbatical was counted on the tenure clock, and in the third year if it was not. This review thus occurs in the year preceding sabbatical eligibility and will include a sabbatical proposal, should the faculty member be applying for one. After the sabbatical, reviews will take place as normal in Year Three of the sabbatical cycle. A delay in sabbaticals does not necessarily delay the following review. c. Department chairs typically provide salary recommendations for the two years subsequent to a review, sabbatical proposal, or sabbatical report. RHODES PRE-TENURE Department-Level Reviews Overview: In the spring semester of years one, three, and five, tenure-track faculty will undergo reviews at the departmental/program level. These reviews are designed to ensure that, when a faculty member is not undergoing a second- or fourth-year review, or a tenure review, ongoing attention is given to the trajectory toward tenure. In the third and fifth years, it will be important to focus on any areas where suggestions for improvement were made to the faculty member in the preceding year’s review. First-Year Review The Process: The first-year review is conducted by the department/program Chair early in the spring semester (January) of the tenure-track faculty member’s first year of service to the College. The first-year review is formative in nature as it occurs after only one semester. The candidate will submit a portfolio according to instructions provided by the Office of Academic Affairs that includes materials on teaching, scholarship, and service. The department/program Chair (or, with the approval of the Vice President for Academic Affairs, a designated senior colleague in the department/program) will observe the candidate’s teaching during the fall semester and meet with the candidate to provide appropriate feedback. The purpose of these visits is to support and guide the candidate toward effective teaching at Rhodes. The Chair and the candidate should work together to determine the timing of class visits to help promote the candidate’s development. Additionally, the department/program Chair will review the candidate’s college-wide student evaluations and grade distributions for all classes taught during the first semester. The department/program Chair and a representative for Academic Affairs will meet with the candidate to discuss his or her progress, plans for future work, and the College’s expectations in all three areas of assessment. Third-Year and Fifth-Year Reviews The Process: The third-year and fifth-year reviews are conducted by the department/program Chair early in the spring semester (January) of the tenure track faculty member’s third or fifth year of service to the College, respectively. The department/program Chair reviews materials on teaching, scholarship, and service included in the candidate’s updated portfolio. The department/program Chair (or, with the approval of the Vice President for Academic Affairs, a designated senior colleague in the department/program) will observe the candidate’s teaching during the fall semester and meet with the candidate to provide appropriate feedback. The purpose of these visits is to support and guide the candidate toward effective teaching at Rhodes. The chair and the candidate should work together to determine the timing of class visits to help promote the candidate’s development. The department/program Chair will also review college-wide student evaluations and grade distributions for all classes taught during the review period. The department/program Chair determines whether progress in each category of evaluation is satisfactory or if there are areas of concern. In the third-year, the department/program Chair will also consider feedback provided to the faculty member during the second-year review and assess whether progress is being made by the candidate in any areas identified as needing improvement. In the fifth-year, feedback provided during the fourth-year review will be considered in a similar fashion. The department/program Chair then meets with the candidate to discuss the Chair’s assessment as well as the candidate’s plans for future work. If no concerns are noted, this concludes the review process. If there are any areas of concern, the department/program Chair also schedules a meeting with the Vice President for Academic Affairs to discuss the outcome of the review. In the event of such a meeting, the department/program Chair conveys in writing the results of the evaluation (including feedback from the Vice President for Academic Affairs) to the candidate. The department/program Chair will also send a copy of this letter to the Vice President for Academic Affairs that will be maintained in the Office of Academic Affairs throughout the candidate’s tenure-track period of service to the College, and it is available to the Faculty Committee on Tenure and Promotion upon request during a sixth-year review. The Second-Year Review Overview: A tenure-track member of the faculty undergoes a second-year review in the spring semester of the second year of the first six years of his or her appointment. As both formative and summative, this review provides feedback on progress towards a successful tenure review and identifies areas that require attention prior to a tenure review. The Process: The second-year review is conducted very early in the spring semester (January) by the tenure-track faculty member’s department/program Chair. The candidate prepares an updated portfolio for this review. The department/program Chair reviews materials on teaching, scholarship and service included in the candidate’s portfolio. The department/program Chair (or, with the approval of the Vice President for Academic Affairs, a designated senior colleague in the department/program) will also observe three of the candidate’s classes in the fall semester prior to the review. Additionally, the department/program Chair will review the candidate’s college-wide student evaluations and grade distributions for all classes taught during the review period. The department Chair will receive input from at least two senior members of the department. The program Chair will receive input from at least two senior faculty members in the program or faculty designated by the Vice President for Academic Affairs. Faculty housed in departments but engaged in significant interdisciplinary scholarship or significant and regular teaching in interdisciplinary programs will be evaluated by the department Chair and two other senior faculty, normally the program Chair and a senior faculty member designated by the Vice President for Academic Affairs in consultation with the Chairs. These senior members of the department and/or program will be identified in the fall of the candidate’s first year of service at the College and designated in the PRS. When possible, the senior faculty who participate in the second-year review will remain in place through the tenure review in order to ensure continuity of observation and feedback. Input from these senior department/program members will be informed by observations from class visits during the previous two semesters (at least one class session during the first year and one class session in the fall semester of the second year) and a review of the candidate’s portfolio. These senior members of the department/program will meet as a group with the department/program Chair to discuss their observations and findings. The department/program Chair then makes a determination regarding the candidate’s progress in each category of evaluation using the description of performance described in the previous section (Section VIII). The department/program Chair then meets with the candidate to discuss the Chair’s assessment as well as the candidate’s plans for future work. The department/program Chair’s written assessment of the candidate’s progress in each category of evaluation (including the reasons for the assessments) and the candidate’s portfolio are sent to the Vice President for Academic Affairs, usually late in January. The Vice President for Academic Affairs will have an initial meeting with the department/program Chair to discuss the Chair’s assessment and the Vice President’s assessment of the candidate’s progress. This is followed by a meeting with the Vice President for Academic Affairs, the department/program Chair, and the candidate to discuss his or her progress. The Vice President for Academic Affairs will provide a written summary of the outcome of the review focusing on the candidate’s progress in the areas of teaching, scholarship, and service with recommendations for improvement when necessary. If progress is deemed to be insufficient, the Vice President for Academic Affairs will communicate this in the letter as well. This letter will become part of the official record examined during the fourth-year review. After the meeting with the Vice President for Academic Affairs, the department/program Chair will have a follow-up meeting with the candidate to discuss the feedback from the review process and to assist the candidate in identifying strategies to foster an ongoing positive trajectory in each category of evaluation. In the case of departments/programs with fewer than three senior faculty members, an ad hoc department/program committee for a tenure-track faculty member will be constituted in the first year and specified in the PRS. One or two ad hoc department/program committee members will be designated by the Vice President for Academic Affairs in consultation with the senior members of the candidate’s department/program and the candidate. Ad hoc department/program committee members will be expected to engage in regular classroom visitations, as well as have a conversation with the candidate concerning teaching and scholarship expectations. Normally, the ad hoc department/program committee will continue to evaluate the candidate through the tenure review, even if the department/program grows to more than three senior members between the candidate’s first and sixth year. This will help to ensure continuity of observation and feedback throughout the probationary period.  The Fourth-Year Review Overview: The fourth-year review is both formative and summative. It considers the same three areas of faculty performance as the second-year review, but is broader in scope in that all tenured faculty participating in the review provide a written assessment of a candidate. The fourth-year review is particularly crucial for determining the likelihood of success during the tenure review for a faculty member at the College. The fourth-year review is also done with attention given to the College’s needs for the position in the faculty member’s discipline. Faculty housed in academic departments are evaluated at the fourth year by all tenured departmental faculty members.  Faculty housed in interdisciplinary programs are evaluated by a committee of senior faculty constituted in the first year by the Vice President for Academic Affairs in consultation with the program Chair and specified in the PRS. Normally, this committee will include the program Chair and two senior faculty involved in the candidate’s second-year review, and possibly other senior faculty with appropriate expertise. When possible, this review committee will stay in place through the candidate’s sixth-year in order to ensure continuity of observation and feedback. Faculty housed in departments but engaged in significant interdisciplinary scholarship or have significant and regular teaching commitments to interdisciplinary programs will be evaluated by all tenured departmental faculty members, but in these cases the review will normally include the Chair of the relevant interdisciplinary program and/or other tenured program faculty with relevant scholarship and/or teaching expertise. The decision to expand the review beyond the department will be made by the Vice President for Academic Affairs in consultation with the department Chair, the program Chair, and the candidate and will be specified in the PRS. Normally this decision will be made in the first year, and when possible, the department and program faculty for the fourth-year review will remain in place through the tenure review in order to ensure continuity of observation and feedback. The fourth-year review takes place in the fall semester of the candidate’s fourth year of service to the College. The review process is initiated in August, with data collection early in the fall semester. It concludes in December with a meeting attended by the candidate, department/program Chair, and Vice President for Academic Affairs. The Process: By the first day of the fall semester, the candidate will submit an updated portfolio according to instructions provided by the Office of Academic Affairs. During the fall semester, the Office of Academic Affairs will distribute questionnaires to be completed by all students who have completed a class (or classes) with the candidate and earned grades of A through D- during his or her first six semesters of teaching at the College. If the Vice President for Academic Affairs believes more information on teaching performance is needed, a representative for Academic Affairs and the department/program Chair will co-conduct interviews with selected students. The Office of Academic Affairs will also send questionnaires to all of the candidate’s advisees, and will collect copies of all of the candidate’s college-generated course evaluations. Senior departmental/program faculty members will review the candidate’s portfolio and visit at least one class. Faculty who are members of the Teaching Evaluation Committee will visit a minimum of three classes during the first semester of the candidate’s fourth year. Senior faculty members will meet as a group with the department/program Chair to discuss the candidate’s performance in teaching, scholarship, and service over the four years, his or her suitability for renewal, and suggestions for possible improvement, where necessary. Each senior member writes a letter of his or her assessment of the candidate; this letter is submitted according to instructions provided by the Office of Academic Affairs. In addition to his or her independent assessment, the department/program Chair’s letter to the Vice President for Academic Affairs addresses any problems raised by the senior faculty members taking part in the review. The candidate has the option of soliciting additional letters from faculty and staff members that focus on the candidate’s service performance and campus citizenship. These letters should be submitted according to instructions provided by the Office of Academic Affairs. The remainder of the review, which culminates in December, is carried out by the Vice President for Academic Affairs and the department/program Chair. A final assessment of performance in the areas of teaching, scholarship, and service is given in writing by the Vice President for Academic Affairs to the candidate at the review’s conclusion. A faculty member not meeting the College’s standards and/or not making adequate progress toward tenure in any area of evaluation (teaching, scholarship, or service) following the fourth-year review will not have his or her contract renewed after the fifth year of appointment. This candidate does not undergo a sixth-year review. The fifth year constitutes the twelve months’ notice of non-reappointment. The materials compiled during the fourth-year review will be maintained by the Office of Academic Affairs and will be available to the Faculty Committee on Tenure and Promotion upon request during a tenure review. Book traversal links for C. The Fourth-Year Review POST_TENUREOverview: Faculty members who achieve tenure at Rhodes College continue to develop as effective teachers and active scholars and as members who support in their service work the educational mission of the College. Tenured associate professors have a post-tenure review every six years, with a mid-period update at the third year. Tenured full professors have a post-promotion review every six years. The objective of these reviews is to provide opportunities for reflection and feedback on the tenured faculty member’s continued growth in teaching, scholarship, and service, and to provide a framework for discussions of long-term career planning, including, in the case of associate professors, promotion to professor. Excellence as defined in Section VIII of the College Handbook remains the benchmark for tenured faculty. Excellence in the post-tenure period entails: A level of teaching effectiveness that maintains or exceeds the excellence required for tenure; Continued scholarly achievement, demonstrated by activities and outcomes appropriate for a recognized scholar in the field; Sustained and effective academic citizenship commensurate with level of experience.</s>

<s>[INST] Evaluation of Provost Model Policy.Rock's Edits.txt [/INST] Evaluation of Provost To assist the President’s evaluation of the Provost, the faculty shall be called upon to periodically provide feedback on the administrative performance of the Provost. Schedule Faculty participate in the periodic evaluation of the Provost’s administrative performance during the third year of initial appointment, and every fourth year thereafter. The President may request a review more frequently, if desired. The initial appointment means the date the Provost begins to serve in a position, whether in an interim or permanent appointment. When a Provost who has served as in an interim capactiy is selected for the permanent position as the result of a search, the time for the review shall be counted from the date of permanent appointment. If appointment to the Provost position is made later than the start of the academic year, the first review shall take place in the first academic year that begins after the second anniversary date of the appointment. Procedure The Faculty Personnel Committee, in consultation with the President, is responsible for creating the survey instrument used for including faculty in the evaluation process for the Provost and oversees the administration of the instrument. The President shall identify for Faculty Personnel Committee those aspects of the following areas that are most relevant to the Provost’s performance assessment: the mission of the office, the Provost’s administrative responsibilities as delineated in the job description, and the Provost’s impact on the faculty, students, and the University. All full-time faculty members are invited to complete the evaluation survey prepared and distributed by the Faculty Personnel Committee, with the understanding that each faculty member will undertake evaluation in a responsible and professional manner, responding only to questions about which the individual faculty member has personal knowledge. Moreover, survey responses should be fair and directed at improving performance and serving the mission of the University. Improper personal attacks will not be tolerated and expunged by the Faculty Personnel Committee. The Faculty Personnel Committee is responsible for compiling the results of the evaluations and submitting a summary report to the President at the end of the academic year. The report shall summarize both things the Provost is perceived as doing well and areas in which the Provost is perceived as needing to improve. Every effort will be made by the Faculty Personnel Committee to prepare a report that is supportive and developmentally useful to the Provost. As with documents relating to faculty evaluation, the report and the results of the survey are confidential and are not shared outside of the committee and its correspondence with the President.</s>

<s>[INST] Evaluation of Provost Model Policy.txt [/INST] Evaluation of Provost To assist the President’s evaluation of the Provost, the faculty shall be called upon to periodically provide feedback on the administrative performance of the Provost. Schedule Faculty participate in the periodic evaluation of the Provost’s administrative performance during the third year of initial appointment, and every fourth year thereafter. The President may request a review more frequently, if desired. The initial appointment means the date the Provost begins to serve in a position, whether in an interim or permanent appointment. When a Provost who has served as in an interim capacity is selected for the permanent position as the result of a search, the time for the review shall be counted from the date of permanent appointment. If appointment to the Provost position is made later than the start of the academic year, the first review shall take place in the first academic year that begins after the second anniversary date of the appointment. Procedures Materials Submitted The Provost will upload to the online web portal the following materials: The Provost’s job description The Academic Affairs Office’s strategic plan A current curriculum vitae A brief self-report listing the accomplishments of the Academic Affairs Office since the last evaluation cycle. Creation and Distribution of Survey Instrument The Faculty Personnel Committee, in consultation with the President, is responsible for creating the survey instrument used for including faculty in the evaluation process for the Provost and oversees the administration of the instrument. The President shall identify for Faculty Personnel Committee those aspects of the following areas that are most relevant to the Provost’s performance assessment: the mission of the office, the Provost’s administrative responsibilities as delineated in the job description, and the Provost’s impact on the faculty, students, and the University. All full-time faculty members are invited to complete the evaluation survey prepared and distributed by the Faculty Personnel Committee, with the understanding that each faculty member will undertake evaluation in a responsible and professional manner, responding only to questions about which the individual faculty member has personal knowledge. Moreover, survey responses should be fair and directed at improving performance and serving the mission of the University. Improper personal attacks will not be tolerated and expunged by the Faculty Personnel Committee. Faculty Personnel Committee Report to President The Faculty Personnel Committee is responsible for compiling the results of the survey responses and submitting a report to the President at the end of the academic year. The report shall summarize the survey results, as well as address both things the Provost is perceived as doing well and areas in which the Provost is perceived as needing to improve. Every effort will be made by the Faculty Personnel Committee to prepare a report that is developmentally useful to the Provost. As with documents relating to faculty evaluation, the report and the results of the survey are confidential and are not shared outside of the committee and its correspondence with the President.</s>

<s>[INST] Evaluation of the Department Chairs.txt [/INST] Evaluation of the Department Chairs Model 1 – Modeled After Thomas More University The administrative performances of Department Chairs are evaluated annually. The evaluation includes a survey of the departmental faculty regarding the administrative effectiveness of the department and an evaluation by the Provost. Departmental Faculty Evaluation of Department Chairs The department faculty evaluate Department Chairs on an annual basis by completing a survey developed by Academic Affairs in collaboration with the Faculty Personnel Committee. The survey focuses upon the Department Chair’s administrative performance of the duties and responsibilities set forth in the Department Chairperson Job Description. The anonymized composite results are provided to the Provost. Provost Evaluation of Department Chair The Provost’s evaluation of the Department Chair focuses upon the chair’s performance in areas outlined in the Department Chairperson Job Description. Items Reviewed: The Department Chair’s written Self-Report; and The anonymized composite results of the department faculty evaluations. After completing the review of the items above and taking into account the Provost’s observations of the Department Chair’s administrative performance, the Provost will document a preliminary evaluation of the Department Chair’s administrative performance during the evaluation period and submit it electronically to the Department Chair. The Provost and Department Chair will then discuss the draft evaluation and establish goals to help strengthen the department or improve its administration. Following the discussion, the Provost will finalize the evaluation and submit electronically to the Department Chair, who will then be requested to sign the final version of the form, signifying that the form has been read. If the Department Chair disagrees with the evaluation, the chair may submit a written response to the evaluation, which will be appended to the Provost’s evaluation letter. The Department Chair’s response must be filed with the Provost within five business days of electronic receipt of final version of the form. Evidence of the Department Chair’s opportunity to review the final version of the evaluation, together with any written comment the Department Chair might choose to file, will be attached by the Provost’s evaluation letter. Model 2 – Modeled After Lake Forest College The Provost is responsible for gathering information relevant to the third-year review of Department Chairs and for making appointment, reappointment, or replacement recommendations to the President. Review of approximately one third of the Department Chairs will be made each year. By [February 15] of the third year of a Department Chair's service, the Provost will solicit letters from and, if the Provost wishes, also interview each member of the department with the purpose of assessing the performance of the Department Chair in fulfilling various responsibilities listed in the Department Chairperson Job Description. On the basis of these letters and interviews and in consultation with the Faculty Personnel Committee, the Provost shall recommend to the President to appoint a person to serve as Department Chair for the subsequent three years. Evaluation of Academic Affairs Office/Provost Models Model 1 – Evaluation of Academic Affairs Office (Modeled After Thomas More University) The Provost and Associate Provost is evaluated every two years by the faculty and Department Chairs. The evaluation includes: (1) a formal survey of the faculty regarding the administrative effectiveness of the Office of Academic Affairs; and (2) a formal survey of the Department Chairs regarding the administrative effectiveness of the Office of Academic Affairs. The results of these survey are anonymized and distributed to the President, Academic Affairs, and the Faculty Personnel Committee. 1. Faculty Evaluation of the Office of Academic Affairs The faculty evaluation of the Office of Academic Affairs focuses upon the administrative performance of the Provost and Associate Provost. Each faculty member, excluding Department Chairs, is requested to complete the evaluation survey distributed by the Faculty Personnel Committee by the published deadline. The anonymized composite results are provided by the committee to the President, Academic Affairs, and the Faculty Personnel Committee. 2. Department Chair Evaluation of the Office of Academic Affairs The Department Chairs evaluate the Office of Academic Affairs every two years, focusing upon the administrative performance of the Provost and Associate Provost. Each Department Chair is requested to complete the evaluation survey distributed by the Faculty Personnel Committee by the published deadline. The anonymized composite results are provided to the President, Academic Affairs, and the Faculty Personnel Committee. In addition to the above, at any time, individuals with faculty status at the University are encouraged to provide feedback to the Office of Academic Affairs. One way is to e-mail concerns to the Provost or Associate Provost. An additional way is to contact Department Chairs with any concerns. Model 2 – Evaluation of the Provost (Modeled After Forest Lake College) The President will initiate the review of the Provost, seeking the widest possible input from the campus community. All faculty shall be invited to evaluate the Provost. The Provost will be reviewed in the fourth year of service and subsequently every four years after that. The evaluation process will consist of the following steps: The President will solicit evaluation letters from all department chairs, chairs of the [Academic Resources and Review Committee], the [Curricular Policies Committee], and the Faculty Personnel Committee, and such other persons as the President shall designate. These letters will assess the performance of the Provost in discharging their responsibilities. The President may also wish to invite an external evaluator to assist in the review process. The President, after providing a summary of the evaluation letters, will consult with the Faculty Personnel Committee. The President will then meet with the Provost to review all the evaluations. The President will then determine whether to reappoint the Provost. Other Examples Miami University: https://miamioh.edu/policy-library/employees/faculty/academic-administrators/faculty-committee-evaluation-administrators.html. Washington and Lee: https://my.wlu.edu/document/fgc-report-on-dean-and-provost-evaluations Francis Marion: https://www.fmarion.edu/sacscoc/compliancereport/3-2-10-administrative-staff-evaluations/ The accreditation report narrative below explains Francis Marion’s process. Evaluation of Academic Administrators by Faculty Academic administrators are evaluated by the faculty annually. The evaluation form is distributed to the faculty by the Faculty Executive Committee in the spring semester of each academic year with the following letter [11]. The committee appoints a person(s) to conduct and present the statistical analyses for each administrator. Each administrator then receives a table summarizing their respective results. These summaries are also stored in the Provost’s office for viewing by those eligible to rate a given administrator [12-scroll down to p. 50]. Additionally, the academic administrators may discuss these data summaries with the appropriate supervisor (Provost, President, or Chair of the Board of Trustees). The survey [13] allows chairs/deans to be evaluated by faculty on the following: Leadership Style Recognizes and rewards faculty fairly. Holds effective and timely department/school meetings. Includes faculty in the decision-making process. Exercises fairness in making course assignments during fall, spring, and summer sessions. Performance of Duties Develops the departmental/school budget with appropriate faculty input. Handles the budget fairly and wisely. Supports curriculum changes when needed. Evaluates faculty fairly (including annual merit ratings). Encourages and supports faculty research and scholarship. Assesses department/school needs and set goals. Provides encouragement to the faculty members of the department. Facilitates obtaining grants and contracts. Interpersonal Skills Fosters positive faculty morale as a priority. Uses discretion in handling confidential matters. Communicates readily and easily with individuals. Keeps abreast of ideas and new developments in the discipline and the profession that affect the department/school. Acknowledges his or her own mistakes. Leads the department/school with input from the faculty and staff. Status and Progress of the Department/School Possesses the skills and knowledge necessary to evaluate teaching. Represents departmental/school needs to the University effectively. Supports faculty community involvement. Exercises leadership in the development of a long-term plan for program enhancement. See also Provost survey: https://www.fmarion.edu/wp-content/uploads/2016/07/3.2.10-4-Evaluation-of-the-Provost-and-Dean-of-CLA-by-Faculty.pdf.</s>