Faculty and Administration Handbook

Oral Roberts University

Edited by Dr. Debra Sowell and Dr. Linda Gray

Oral Roberts University 7777 S. Lewis Tulsa, OK 74171

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TABLE OF CONTENTS

Chapter 1—COMMITMENTS

FOUNDING VISION...... 1 MISSION ...... 1 CORE VALUES...... 1 ACADEMIC MISSION ...... 1 A LETTER FROM THE PRESIDENT ...... 1 THE HONOR CODE...... 6 PREAMBLE TO THE ORAL ROBERTS UNIVERSITY HONOR CODE PLEDGE ...... 6 THE HONOR CODE PLEDGE...... 19

Chapter 2—FACULTY

PERSONNEL...... 20 ROLE OF THE FACULTY...... 20 APPOINTMENTS...... 20 Full-Time Faculty...... 20 Part-Time Faculty ...... 20 Auxiliary Faculty...... 20 RANKS...... 21 WORKLOAD ...... 21 REAPPOINTMENTS ...... 22 EVALUATION BY STUDENTS ...... 22 PROMOTION ...... 22 Standard Promotion in Rank...... 22 Minimal Degree and Time-in-Rank Requirements...... 23 Assistant Professor ...... 23 Associate Professor ...... 23 Professor...... 23 Timelines ...... 23 Assistant Professor ...... 23 Associate Professor ...... 23 Professor...... 24 Promotion Criteria ...... 24 Guidelines for Promotion Application...... 26 Promotion through the Teaching Excellence Program...... 26 Promotion to Assistant Professor...... 26 Candidacy Requirements...... 27 Evaluation Process...... 27 Timeline ...... 27 Assessment Criteria and Evidence...... 29 Promotion to Associate Professor...... 30 Candidacy Requirements...... 30 Evaluation Process...... 30 Timeline ...... 30 Assessment Criteria and Evidence...... 32 TENURE ...... 33 Tenured Status and Benefits ...... 33 Responsibilities and Functions of Tenured Faculty ...... 33 Eligibility...... 34 ii Procedures Leading to Tenured Status ...... 34 Timeline...... 35 Termination and Reinstatement of Tenured Status...... 36 RESIGNATION...... 37 RESPONSIBILITIES...... 37 Spiritual and Ethical ...... 37 Class-Related ...... 38 Professional...... 39 Miscellaneous...... 39 PROFESSIONAL DEVELOPMENT...... 39 Professional Development Plans ...... 39 Intramural Grants...... 40 Eligibility ...... 40 Procedure ...... 40 Timeline ...... 40 Accountability ...... 41 Professional Travel...... 41 Tulsa County Professional Development Consortium (The Eighth Floor) ...... 41 Professionalism in the Classroom ...... 41 Activities...... 42 Awards...... 42 Teaching, Service, and Research Awards ...... 42 Tuition Assistance at ORU ...... 42 Undergraduate Tuition Assistance at ORU...... 42 Procedures for Utilizing Undergraduate Tuition Benefits...... 43 Graduate Tuition Assistance at ORU...... 44 Procedures for Utilizing Graduate Tuition Benefits...... 44 Tuition Reimbursement and Waiver...... 45 New Faculty Orientation Workshop and Mentoring ...... 45 Faculty Chapel...... 46 Faculty Retreat ...... 46 USEFUL INFORMATION...... 46 Building Hours...... 46 Identification Cards ...... 46 Keys ...... 47 Library ...... 47 Parking...... 47 Standard Permits ...... 47 Temporary Permits...... 48 Handicap Permits ...... 48 Parking Locations ...... 48 Automobiles ...... 48 Motorcycles and Bicycles ...... 48 Regulations ...... 48 Violations and Penalties...... 49 Payroll ...... 49 Pay Scale ...... 49 SERVICES ...... 50 Business Center ...... 50 Campus Post Office...... 50 Computer Labs...... 50 Graphics Department...... 50 Information Technology ...... 50 Language Lab ...... 50 Media Facilities...... 51

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POLICIES AND PROCEDURES...... 51 ABSENCES...... 51 Sabbatical Leave...... 51 Eligibility ...... 51 Application Process ...... 52 Compensation ...... 52 Benefit to the University...... 52 Vacations and Holidays ...... 52 Personal Leave...... 52 Professional Leave...... 53 Sick Leave ...... 53 Family and Medical Leave Act ...... 53 Benefits During Leave ...... 54 Notice of Leave...... 54 Return to Work ...... 54 Medical Leave...... 54 Critical Illness Leave...... 55 Funeral Leave...... 55 Military Leave ...... 56 Reserve and National Guard Duty ...... 56 Active Duty or Initial Active Duty for Training ...... 56 Political Leave ...... 57 Jury Duty ...... 57 Voting Time ...... 58 ACADEMIC FREEDOM ...... 58 ADMINISTRATIVE EXCUSES...... 59 AIDS ...... 59 Students...... 59 Employees ...... 60 Treatment of Individuals with HIV...... 60 Confidentiality...... 61 BENEFITS ...... 61 Tuition Assistance for Family Members ...... 61 Procedures for Utilizing Undergraduate Tuition Benefits ...... 62 Insurance Programs...... 63 Medical ...... 63 Dental...... 64 Life and Accidental Death and Dismemberment ...... 64 Short-Term Disability ...... 64 Long-Term Disability ...... 65 Social Security ...... 65 Workers’ Compensation ...... 65 Pre-Tax Premium Program...... 65 Retirement Savings Program ...... 65 Employee Assistance Plan ...... 65 Dependent Care Reimbursement Plan...... 66 Health Care Reimbursement Account...... 66 Other Benefits...... 66 Credit Union ...... 66 Food Services...... 66 Recreational Activities...... 66 ORU Aerobics Center...... 66 Athletic Events...... 67 Parking Facilities ...... 67 Drama ...... 67 Music ...... 67 Campus Store...... 67 iv

CONFIDENTIALITY AND PROPRIETARY INFORMATION...... 67 Non-Disclosure...... 67 Ownership and Return of Information ...... 68 COPYRIGHT ...... 68 DISCRIMINATION AND COMPLIANCE PROCEDURE...... 68 DISMISSAL AND DISMISSAL GRIEVANCE PROCEDURE ...... 69 DRESS GUIDELINES ...... 70 DRUG (PRESCRIPTION) POLICY ...... 70 DRUG-FREE ENVIRONMENT...... 71 EQUAL EMPLOYMENT...... 71 EXTRA EMPLOYMENT AND OBLIGATIONS...... 72 FACULTY GRIEVANCE PROCEDURE ...... 72 FAIR USE GUIDELINES...... 73 Definitions ...... 73 Brevity ...... 73 Spontaneity ...... 74 Cumulative Effect...... 74 Prohibitions...... 74 HARASSMENT AND COMPLAINT PROCEDURE...... 74 Definitions ...... 74 Complaint Procedure...... 75 INDEBTEDNESS TO THE UNIVERSITY ...... 76 LETTERS OF RECOMMENDATION...... 76 Employees ...... 76 Students...... 76 NETWORK AND COMPUTER POLICY AND SOFTWARE MANAGEMENT POLICY...... 76 Network User Responsibilities...... 76 Software Use ...... 78 Portable Technology Devices...... 79 Confidentiality and Security...... 79 Ethical Use ...... 80 Limitation of Liability...... 80 Indemnity and Hold Harmless ...... 81 Email...... 81 PATENT...... 81 PERSONNEL FILES ...... 82 Maintenance of Files ...... 82 Access to Files by Faculty Members ...... 83 Access to Files by Off-Campus Agencies...... 83 PHOTOGRAPHS AND RECORDINGS...... 83 POLICY REVISION PROCEDURE...... 83 POLITICAL CAMPAIGN RELATED ACTIVITIES...... 83 POSTING OF SIGNS AND OTHER MATERIALS...... 84 PRIVACY AND RELEASE OF STUDENT INFORMATION...... 84 REPRESENTING THE UNIVERSITY ...... 86 SAFETY ...... 86 Workplace Violence ...... 86 Weapons, Firearms, Ammunition, Fireworks, Explosives, Dangerous Chemicals, and Flammable Materials...... 87 Definitions...... 87 Exceptions...... 87 Classroom Emergencies...... 88 Fire...... 88 SEVERE WEATHER ...... 88 Tornadoes...... 88 Cancellation of Classes...... 88 Early Dismissal of Classes ...... 88

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SOLICITATIONS AND DONATIONS ...... 88 Off Campus...... 88 On Campus ...... 89 VENDOR-EMPLOYEE ETHICS...... 89 Policy ...... 89 Procedures ...... 89

COMMITTEES ...... 90 UNIVERSITY LEVEL ...... 90 University Faculty Assembly...... 90 Executive Committee...... 90 Curriculum Committee ...... 91 Faculty Retreat Committee ...... 91 Faculty Enrichment Committee ...... 91 Research Committee ...... 91 Faculty Chapel Committee ...... 91 Student, Staff, and Faculty Relations Committee ...... 91 General Education Committee...... 92 SCHOOL LEVEL ...... 92 School of Arts and Cultural Studies ...... 92 School of Business ...... 92 School of Education...... 92 School of LifeLong Education...... 93 School of Nursing ...... 93 School of Science and Engineering ...... 93 School of Theology and Missions ...... 93 AD HOC COMMITTEES ...... 94

Chapter 3—SCHOOLS, LEARNING RESOURCES, AND INSTRUCTION

SCHOOL OF ARTS AND CULTURAL STUDIES...... 95 ADMINISTRATIVE STRUCTURE...... 95 Dean...... 95 Department Chairs...... 95 COMMITTEES...... 96 School of Arts and Cultural Studies Faculty Senate ...... 96 Faculty Cabinet...... 96 Curriculum Committee ...... 96 Professional Development Committee...... 97 Promotion Committee...... 97 Council of Tenured Faculty...... 97 Grievance Committee ...... 98 SCHOOL POLICIES...... 98 Definition of Terminal Degree ...... 98 Full-Time Teaching Load ...... 98 Office Hours...... 98

SCHOOL OF BUSINESS ...... 99 ADMINISTRATIVE STRUCTURE...... 99 Dean...... 99 Chairs ...... 99 Undergraduate Department...... 99 Graduate Department...... 100 vi

COMMITTEES ...... 100 School of Business Faculty Senate...... 100 Curriculum Committee ...... 100 Research Committee ...... 101 Computer and Information Services Committee...... 101 Faculty Development and Promotion Committee...... 102 Graduate School Admissions Committee...... 102 Council of Tenured Faculty...... 102 Grievance Committee...... 102 SCHOOL POLICIES...... 102 Definition of Terminal Degree...... 102 Full-Time Teaching Load ...... 102 Office Hours...... 103

SCHOOL OF EDUCATION ...... 104 ADMINISTRATIVE STRUCTURE...... 104 Dean...... 104 Associate Dean...... 104 Department Chairs...... 105 Undergraduate...... 105 Graduate...... 105 Coordinators, Directors, and Officers ...... 105 Coordinator of the Residency Year Program ...... 105 Coordinator of Student Teaching/Internship...... 106 Coordinator of Field Experience and Advisement...... 106 Coordinator of Teaching English as Second Language (TESL) Program...... 106 Coordinator of Early Childhood Education Program...... 106 Coordinator of Christian School Education Program...... 106 Coordinator of Public School Administration Program...... 106 Coordinator of Graduate Admissions...... 106 Director of Teacher Education...... 107 Director of Curriculum Media Center (CMC) and Education Technology Center (ETC)...... 107 Records Officer...... 107 COMMITTEES ...... 107 School of Education Faculty Senate...... 107 Undergraduate Council ...... 107 Undergraduate Curriculum and Academic Standards Committee ...... 107 Responsibilities Relating to Curriculum...... 108 Responsibilities Relating to Academic Standards...... 109 Undergraduate Admission and Retention in Teacher Education Committee...... 109 Undergraduate Grievance Committee...... 109 Undergraduate Scholarships, Honors, and Awards Committee ...... 109 Undergraduate Student Teaching Admissions and Placement Committee ...... 109 Undergraduate Distance Learning Committee...... 110 Graduate Council ...... 110 Graduate Curriculum and Academic Standards Committee ...... 110 Responsibilities Relating to Curriculum...... 110 Responsibilities Relating to Academic Standards...... 111 Graduate Admissions and Retention Committee ...... 111 Graduate Grievance Committee...... 111 Graduate Scholarships, Honors, and Awards Committee ...... 111 Graduate Distance Learning Committee ...... 111 Faculty Professional Development Committee ...... 112 Assessment and Unit Evaluation Committee ...... 112 Professional Community Review Task Force ...... 112

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Council of Tenured Faculty...... 112 Promotions Committee ...... 112 SCHOOL POLICIES...... 112 Definition of Terminal Degree ...... 112 Full-Time Teaching Load ...... 112 Office Hours...... 113

SCHOOL OF LIFELONG EDUCATION...... 114 ADMINISTRATIVE STRUCTURE...... 114 Associate Dean of Online Academic Services ...... 114 Chair...... 114 Coordinator of Bible Institute Diploma/Certificate ...... 115 COMMITTEES...... 115 Administrative Committee ...... 115 Curriculum Committee...... 115 Council of Tenured Faculty...... 116 Grievance Committee ...... 116 SCHOOL POLICIES...... 116 Definition of Terminal Degree ...... 116 Full-Time Teaching Load ...... 116 Grading ...... 117 Course Schedules...... 117

ANNA VAUGHN SCHOOL OF NURSING ...... 118 ADMINISTRATIVE STRUCTURE...... 118 Dean...... 118 Coordinators...... 118 COMMITTEES...... 119 School of Nursing Faculty Senate ...... 119 Nursing Council...... 119 Curriculum Committee ...... 119 Learning Resources Committee...... 120 Faculty Enrichment Committee ...... 120 Admissions, Progression, Graduation, and Awards Committee ...... 120 Council of Tenured Faculty...... 120 Grievance Committee ...... 121 SCHOOL POLICIES...... 121 Definition of Terminal Degree ...... 121 Full-Time Teaching Load ...... 121 Office Hours...... 121

SCHOOL OF SCIENCE AND ENGINEERING ...... 122 ADMINISTRATIVE STRUCTURE...... 122 Dean...... 122 Department Chairs...... 122 COMMITTEES...... 123 School of Science and Engineering Faculty Senate ...... 123 Faculty Cabinet ...... 123 Curriculum Committee...... 123 Professional Development Committee...... 124 Promotion Committee...... 124 Council of Tenured Faculty...... 124 Grievance Committee ...... 125 viii

SCHOOL POLICIES...... 125 Definition of Terminal Degree...... 125 Full-Time Teaching Load ...... 125 Office Hours...... 125

SCHOOL OF THEOLOGY AND MISSIONS...... 126 ADMINISTRATIVE STRUCTURE...... 126 Dean...... 126 Associate Dean...... 126 Assistant Dean of Doctoral Studies...... 127 Undergraduate Department Chair ...... 127 Director of Student Affairs and Placement...... 127 Director of Field Education ...... 128 Director of Assessment...... 128 Director of the Modular Program...... 128 COMMITTEES ...... 128 School of Theology and Missions Faculty Senate ...... 128 Academic Policy Committee...... 128 Curriculum Committee ...... 128 Assessment Committee ...... 129 Administrative Committee...... 129 Admissions Committee...... 129 Committee on the Library/Holy Spirit Research Center...... 129 Doctor of Ministry Committee ...... 130 Financial Aid Committee...... 130 Council of Tenured Faculty...... 130 Grievance Committee...... 130 SCHOOL POLICIES...... 130 Definition of Terminal Degree...... 130 Full-Time Teaching Load ...... 130 Office Hours...... 130

LEARNING RESOURCES...... 131 ADMINISTRATIVE STRUCTURE...... 131 Dean...... 131 Assistant Library Directors...... 131 Director for the Center of Instructional Services ...... 131 POLICIES...... 132 Definition of Terminal Degree...... 132 FACULTY...... 132 Ranks...... 132 Promotion in Rank...... 133 Criteria for Appointment and Promotion...... 134 Tenure ...... 134

INSTRUCTION ...... 135 ADMINISTRATIVE STRUCTURE...... 135 Dean...... 135 Director of the Honors Program...... 135 Associate Director of the Honors Program ...... 136 Director of the Writing Across the Disciplines Program ...... 136 Faculty Records Administrator...... 136

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Coordinator of Technology Classrooms...... 137 University Technical Editor ...... 137 Editor, Journal of the Scholarship of Teaching and Learning for Christians in Higher Education...... 137 COMMITTEES...... 137 Honors Program Committee...... 137 Writing Across the Curriculum Committee ...... 138

Chapter 4—ADMINISTRATION

PERSONNEL...... 139 BOARD OF REGENTS...... 139 PRESIDENT AND CHIEF EXECUTIVE OFFICER ...... 139 EXECUTIVE VICE PRESIDENT FOR ACADEMIC AFFAIRS AND PROVOST...... 139 School Deans...... 140 Director of Career Services ...... 140 VICE PROVOST FOR ACADEMIC ADVANCEMENT ...... 140 Dean of Student Development/Campus Ministry...... 140 Dean of Student Development/Student Life...... 140 Director of Outreach Ministries ...... 141 Associate Dean of Online Academic Services ...... 141 VICE PROVOST FOR STUDENT SERVICES...... 141 Director of Undergraduate Admissions ...... 141 Director of Financial Aid...... 142 Registrar ...... 142 Director of Special Events ...... 142 Director of Worship Arts...... 142 VICE PRESIDENT FOR ACADEMIC ADMINISTRATION ...... 143 Academic Deans ...... 143 Director of Institutional Research ...... 143 EXECUTIVE VICE PRESIDENT FOR FINANCE AND OPERATIONS AND CHIEF FINANCIAL OFFICER...... 143 Treasury...... 144 Controller...... 144 Internal Auditor ...... 144 Director of Student Accounts ...... 144 Manager of Student Loan Servicing Center ...... 144 Director of Buildings and Grounds ...... 144 Director of Public Safety and Security ...... 145 Director of Facility Services ...... 145 Director of Human Resources...... 145 Construction/Projects Coordinator ...... 145 Building Manager for the Mabee Center ...... 145 VICE PRESIDENT FOR INFORMATION AND COMMUNICATION SYSTEMS...... 145 Chief Information Officer ...... 146 Chief Electronic Engineer/Electronic Maintenance...... 146 General Manager of Golden Eagle Broadcasting (GEB) and KGEB Television...... 146 Director of Engineering/Television...... 146 Manager of Television Production...... 146 Corporate Risk Manager...... 146 General Manager for Tower Realty Group, Inc...... 147 VICE PRESIDENT FOR UNIVERSITY RELATIONS AND DEVELOPMENT...... 147 Director of Communications ...... 147 Director of Ministerial Relations ...... 147 Director of Public Relations ...... 147 Director of Sponsored Programs ...... 148 Associate Vice President for Alumni Relations and Development...... 148 x Director of Alumni Relations...... 148 Director of Development ...... 148 Director of Development Services ...... 148 VICE PRESIDENT FOR AUXILIARY SERVICES AND CONTRACT ADMINISTRATION...... 148 Director of Auxiliary Services ...... 149 Marketing and Special Projects Manager...... 149 ATHLETIC DIRECTOR...... 149 Associate Athletic Director/Business Administration and Senior Women’s Administrator ...... 149 Associate Athletic Director/Marketing...... 149 Director of Marketing/Athletic Events...... 149 Director of Marketing/Ticket Sales...... 150 Associate Athletic Director/Academics...... 150 Director of Athletic Academics-Minority/Diversity Coordinator...... 150 Assistant Athletic Director/Compliance ...... 150 Assistant Athletic Director/Director of Media Relations ...... 150 Director of Sports Medicine ...... 150 Director of Strength and Conditioning...... 150 Head Coaches...... 150

POLICIES ...... 150 MOVE FROM A FACULTY POSITION TO ADMINISTRATIVE POSITION ...... 151 ADVANCEMENT IN FACULTY RANK FOR ACADEMIC DEANS...... 151 Minimal Degree and Time-in-Rank Requirements...... 151 Timelines ...... 151 WORKLOAD ...... 153 EXTRA EMPLOYMENT AND OBLIGATIONS...... 153 FACULTY HIRING GUIDELINES...... 153 Commitment to Diversity ...... 153 Summary of Faculty Hiring Guidelines...... 153 TENURE ...... 154 RESIGNATION...... 155 RESPONSIBILITIES...... 155 Spiritual and Ethical ...... 155 Professional...... 155 Miscellaneous...... 155 PROFESSIONAL DEVELOPMENT...... 155 Tulsa County Professional Development Consortium (The Eighth Floor) ...... 155 Tuition Assistance, Reimbursement, and Waiver ...... 156 Faculty Retreat ...... 156 ABSENCES...... 156 Sabbatical Leave...... 156 Vacations and Holidays...... 156 Sick Leave ...... 156 GRIEVANCE PROCEDURES ...... 156 PERSONNEL FILES ...... 156 FOOD AND BEVERAGE SERVICES...... 156

COMMITTEES...... 157 PRESIDENT’S COUNCIL...... 157 VICE PRESIDENTS’ COUNCIL ...... 157 DEANS COUNCIL...... 157 CHAIRS COUNCIL...... 157 STRATEGIC PLANNING COMMITTEE...... 158 INSTITUTIONAL IMPROVEMENT AND STUDENT LEARNING COMMITTEE...... 158 DISCRIMINATION COMPLIANCE COMMITTEE...... 158 COMPUTER NETWORK COMMITTEE ...... 158 RADIATION SAFETY COMMITTEE...... 159

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UNIVERSITY SAFETY COMMITTEE...... 159 INSTITUTIONAL REVIEW BOARD...... 159 COPYRIGHT AND PATENT COMMITTEE ...... 159 HONORS COUNCIL...... 160

Chapter 5—SUPPORTING STUDENTS

LEARNING AND ASSESSING ...... 161 STUDENT LEARNING EMPHASIS...... 161 Assessment of Student Learning Outcomes...... 161 Spiritually Alive...... 162 Intellectually Alert ...... 162 Physically Disciplined ...... 162 Socially Adept...... 163 Professionally Competent ...... 163 Program Review...... 163 ePORTFOLIO ...... 164 PLACEMENT/PROFICIENCY TESTS...... 164 TECHNOLOGY EXPECTATIONS...... 164

GUIDING, ADVISING, AND ASSISTING STUDENTS...... 165 ACADEMIC ADVISEMENT...... 165 ACADEMIC PEER ADVISORS ...... 165 CAREER SERVICES ...... 166 CHAPLAINS ...... 166 CHECK CASHING...... 166 COMPREHENSIVE ADVISEMENT CENTER...... 166 CORRESPONDENCE AND SUMMER SCHOOL ...... 166 COUNSELING CENTER...... 166 FINANCIAL AID ...... 167 GRIEVANCE PROCEDURES ...... 167 HEALTH SERVICES...... 167 RESIDENT ADVISORS...... 167 STUDENT RESOURCES...... 167 TUTORING CENTER...... 168

POLICIES AFFECTING STUDENTS ...... 168 POLICIES APPEARING ON ALL SYLLABI...... 168 ACCOMPANYING STUDENTS OFF CAMPUS...... 168 Local Field Trips ...... 168 Domestic and Foreign Travel ...... 169 ADMINISTRATIVE EXCUSES...... 169 AIDS/HIV...... 169 APPLICATION PHOTOS ...... 169 CELL PHONES...... 169 CHILDREN IN CLASS ...... 170 DISRUPTIVE BEHAVIOR...... 170 Strategies to Prevent and Respond to Disruptive Behavior...... 170 DRESS CODE...... 170 Men...... 170 Regular Attire...... 170 Casual Attire...... 171 Not Permissible ...... 171 xii Women ...... 171 Regular Attire...... 171 Casual Attire...... 172 Not Permissible ...... 172 EMAIL ...... 172 FOOD AND DRINK IN BUILDINGS...... 172 NETWORK AND COMPUTER POLICY AND SOFTWARE MANAGEMENT POLICY...... 172 POLITICAL CAMPAIGN-RELATED ACTIVITIES...... 173 PRIVACY ACT (FERPA) ...... 173 PROBATION AND SUSPENSION ...... 173 Academic ...... 173 Health and Physical Education Standards...... 174 Behavior and Honor Code...... 174 POLICY EXCEPTIONS...... 175 SEVERE WEATHER ...... 175

SPONSORING CLUBS AND ORGANIZATIONS...... 175 STUDENT-FACULTY CO-CURRICULAR RELATIONS...... 175 SPONSORING ACTIVITIES ...... 175 STUDENT CLUBS...... 175 HONOR SOCIETIES...... 175 LEADERSHIP ACADEMY ...... 176 OUTREACH MINISTRIES ...... 176

APPENDIX A—ORGANIZATIONAL CHART...... 177 APPENDIX B—COPYRIGHT POLICY...... 181 APPENDIX C—PATENT POLICY ...... 189 APPENDIX D—UFA CONSTITUTION AND BYLAWS...... 197

INDEX ...... 203

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1 Chapter 1—COMMITMENTS

FOUNDING VISION Oral Roberts University is a charismatic university, founded in the fires of evangelism and upon the unchanging precepts of the Bible. The University was founded as a result of the evangelist Oral Roberts’ obeying God’s mandate to build a university on God’s authority and the Holy Spirit. God’s commission to Oral Roberts was to “Raise up your students to hear My voice, to go where My light is dim, where My voice is heard small, and My healing power is not know, even to the uttermost bounds of the earth. Their work will exceed yours, and in this I am well pleased.”

MISSION The mission of Oral Roberts University—in its commitment to the Christian faith—is to educate the whole person in spirit, mind, and body, thereby preparing its graduates to be professionally competent servant-leaders who are spiritually alive, intellectually alert, physically disciplined, and socially adept. The University seeks to synthesize the best traditions in liberal arts, professional, and graduate education with a charismatic emphasis to enable students to go into every person’s world with God’s message of salvation and healing for the totality of human need.

CORE VALUES Christian Distinctiveness: We are a God-centered university that upholds a Christian worldview with a charismatic emphasis. We endeavor to live in the power of the Holy Spirit, and to become service- oriented leaders who go into every person’s world with healing for the totality of human need.

Whole-Person Education: We seek to develop the whole person in spirit, mind, and body, thereby preparing ourselves and our students to be professionally competent leaders who are spiritually alive, intellectually alert, physically disciplined, and socially adept.

Excellence with Integrity: We strive to operate with, and instill in our students, excellence with integrity in all personal, academic, professional, and corporate endeavors.

Caring Community: We are dedicated to providing a safe, caring, and Godly environment which encourages unity in diversity. We believe that all people have been created in the image of God and deserve to be respected.

ACADEMIC MISSION Oral Roberts University’s academic mission is to transform students by the power of the Holy Spirit into whole, competent servant-leaders through liberal arts and professional education that is fully Christian. Within a Spirit-filled, healing community, administration, faculty, and staff love and serve students by helping them grow in knowledge, skills, wisdom, character, and spirit.

A LETTER FROM THE PRESIDENT As President and Chief Executive Officer of the University, I feel a deep obligation to tell you who I believe we are as a University, what our destiny is in this present hurting world, what we hope to accomplish as part of the body of Christ, and who we strive to be in Christ as an academic group. Oral Roberts University is one facet of the Oral Roberts Ministries founded in 1947 by my father. The University grew out of the ministry and continues to be an extension of it. The ministry has the vision to take God’s healing power to this generation. It is our calling at ORU to be a part of the healing hands of Jesus Christ to our world. We are raising up students to hear God’s voice and go throughout the world to bring healing to others. 2 Everything we do at ORU is ultimately aimed at discovering and developing new ways to help men and women become whole and stay whole—that is, spiritually alive, intellectually alert, physically adept, and strong in relationships with God and other people. We have a unity and a strong reason for being. We seek what the early Christians experienced when they were “in one place in one accord,” Acts 2:1. In the early days of the University, my father asked prospective faculty and administrators four important questions. In the answers to these questions, you will see how vitally important it is that you understand the purpose of the University and your role in it. These four questions are just as relevant today as they were at our founding in the early 1960s. If I had the opportunity to sit down with you face-to-face—right now—these are the four questions I would ask you:

1. Do you want to be a whole person? • Do you want wholeness in your life? • Do you want all aspects of your life to be in harmony, working together? • Do you want health and prosperity in your soul, your body, your self-esteem, your finances, your family, your relationships?

We believe with all of our beings that God wants you whole. He wants you well. He wants you to prosper in every area of your life (3 John 2). The various rules and regulations at ORU are aimed at helping people become whole. They are here to help promote the following benefits of seeking wholeness: • Health, instead of disease. • Love, instead of hate. • Wisdom and truth, instead of ignorance. • Prosperity, instead of poverty. • Faith, instead of fear. • And discipline, instead of laxity.

Wholeness is the lifestyle that we strive to reach. Our lifestyle of wholeness is well defined in the Honor Code, which follows this letter. The Honor Code is the second most important document on this campus (the Bible being the most important book!). All faculty members, administrators, staff, and students need to read it carefully. The Honor Code calls for integrity, common sense, reverence for God, esteem for those in leadership roles, and living by faith. It gives the basis for living the Christian way of life here. It tells what we believe about Jesus Christ and the work He has called us to do. Ultimately we are striving to become like Jesus Christ of Nazareth—the only whole person who has ever lived on this earth. It is vital for you to read it carefully and to apply it to your life as a professor or administrators here. Living like Christ is a high calling for our students, for faculty members, and for those of us in the administration of the University. But it is our goal, our purpose, and our desire. We seek the deepest spiritual truth and endeavor to lead lives reflecting the highest moral values. As the Apostle Paul said, we have a “high calling of God in Christ Jesus” (Philippians 3:14).

2. Is your life founded on the Holy Spirit? • Is God the Source for your life? • Do you want His will, or are you operating out of your own will, trying to do things independently from God and other Christians? • Do you have a personal relationship with Jesus Christ? • Are you seeking daily to become more like Jesus, to see things the way He sees them and to do the things He did—specifically, preach, teach, and heal—within the discipline of your own calling? (Matthew 4:23) • Are you open to all that the Holy Spirit has for you?

08-07#1 3 Each of us has a source for our life. We have something or someone to whom we turn for answers, solutions, love, care, and support. At ORU, that “someone” is God—Father, Son, and Holy Spirit. Your relationship with God is something that requires total commitment. We believe strongly at Oral Roberts University in the utmost importance of the prayer language of the Holy Spirit and its irreplaceable role in our lives. The prayer is God’s provision that enables us to better put our spirits over our minds, receive God’s guidance for our lives, and become more whole. We believe in interpreting back to our minds what we pray in the Spirit. This method is direct communication to God and interpreting back from God to our minds in order to cause our minds to blossom by His knowledge and wisdom beyond that which you can experience without it. We value this as a way of learning to pray with our understanding (1 Corinthians 14:13-15). If you, as a born-again child of God, have not released your prayer language, we ask that you diligently seek to learn everything you can about it and that you be open to experiencing it. We ask you to enter by your faith into your own personal prayer language of the Holy Spirit—and do it daily.

3. Is your life a walk of faith? We are a faith ministry. That is a critical point to understand. In many ways we walk out our lives as Abraham “walked out the land of Israel,” by faith, trusting God to lead and provide for us individually and as a University family on a daily, weekly, monthly, and yearly basis. Although we plan for our future as individuals and as a University—including budget plans—we start virtually every month at ORU with a deficit balance. We then must believe God for His sufficient supply by the end of the month. The difference between what the students pay in tuition and what is required to provide salaries, supplies, facilities, libraries, utilities, and other operational needs is made up by the Seed-Faith gifts of thousands of people across this nation and around the world and by the Seed-Faith efforts of all of us here. Their giving and ours is on a month-by-month basis as each of us acts by our faith. Without faith there is no supply. Only by your spirit can you grasp this and then believe God for every need to be met. We don’t just preach and teach about faith at ORU; we are called to live it every day, every one of us. In practical terms this means that we need to have a oneness in us and among us. We need to stand together, encourage one another, pray for one another, and give to one another. All of us need to minister to our Seed-Faith partners by whatever methods and avenues available to us. We believe if we really help our partners get their needs met, God will use them to help meet our needs in this, His University. ORU is not a mere institution. It is a living organism of committed Christian human beings working together to serve the Lord in the setting of a strong academic University. Walking by faith is, and will always be, a personal challenge to you and your loved ones. I believe, however, as I trust you do, that every Christian is called to live by personal faith. None of us have any human guarantees in this life. Jesus Christ is our personal Lord, the Word of God is our sure guide, and our personal faith is the only way we can please Him and obtain His benefits and rewards (Hebrews 11:6).

We believe in the key principles of faith: • God is our ultimate Source of supply. He works through earthly and human instruments, but He alone is our Source (Philippians 4:19). • Our faith must be turned into seeds that we plant in the “good soil” of the Gospel and its good works (Matthew 17:20). • As God’s children, after we plant our seeds of faith, we are to live daily in expectation—for expecting a miracle is the way we get our miracle harvests from our Heavenly Father, our Source. We can expect God to care for us, supply our needs, and give us abundant life and the miracles we need daily.

These are not mere words to you and me and the Body of Christ but eternal principles that never fail when we use them. If you are seeking a safe, secure harbor where there are no challenges, where faith in God is not required, where total commitment to Jesus Christ is not the constant goal, then 4 ORU is not the place for you. On the other hand, if you are willing and eager to give your life and gifts as a seed you sow, to live your life by faith, and to translate your faith into works, then ORU is the place for you as we together walk out the path God has set before us as His calling on our lives.

4. Do you want to be part of the healing ministry of Jesus Christ? • Do you have a compassion for others? • Do you hurt for them and with them? • Do you want to do something to help them?

Oral Roberts University was forged out of the burning fires of healing evangelism. For nearly four decades, the name “Oral Roberts” has stood for healing around the world through the power of Jesus Christ of Nazareth. We preach that God is a good God who wants to make people whole to live full lives on this earth while they are on their way to heaven. You might ask, “But what does healing have to do with my teaching of a subject, such as history, science, business, or English literature?” The answer comes when you answer the larger question, “Why do you teach?” Are you teaching your students so they can help others? Are you teaching in order to help your students find greater wholeness in their lives? If so, your teaching is indeed conducted as a healing ministry. We believe God is the Source of all healing. We know that He uses many methods. Prayer is one method; medicine is another. Good nutrition, exercise, and environment are also used by God to bring a person into greater wholeness. But ultimately and finally all healing comes from God (Exodus 15:26). You and I are only instruments He works through. If you can honestly, and before God, answer “yes” to each of these four preceding questions, then I believe you have laid a strong foundation on which to base your teaching/ministry. But it is also vitally important to understand how a good education is defined at ORU. A good education is an education that gives students the skills they need to solve problems and meet needs in this life. A good education is an education that can be applied in some way to bring healing and greater wholeness to others, both here in the United States of America and in nations around the world. I personally do not believe that a student can acquire a good education apart from good teachers. That is the very reason for a university—to gather good teachers, to have them gain knowledge, to add to it, and to pass it on to others. A good teacher can communicate what he or she knows, can see beyond his or her immediate discipline to see the world as a whole, and is vitally concerned about meeting the needs of his or her students. True interaction between good teachers and students is why ORU requires class attendance. Not all Christ-serving men and women are good administrators or teachers. And not all good teachers or administrators are Christians. ORU seeks both good teaching and good administration from those who serve as models. Here is what I look for in a professor or administrator at ORU: • High academic qualifications: Excellence has no substitute. You should be an expert in your field. You should be qualified by training and experience to teach. You should be qualified by training and experience to lead. • A willingness to allow students to explore the “full story”: To me, true academic leadership involves an ability to convey many different points of view on a topic, to take into consideration both sides of an argument, to recognize the full breadth and depth of an opinion. This is the very essence of academic freedom. True academic leadership also means translating theoretical concepts into practical examples that can be lived out on a daily basis. Ultimately, however, it means that we have a position, belief, or principle that we believe is in harmony with the Word of God, which is our final statement on the subject. To provide anything less is not to lead or teach— rather, it is to be on a personal soapbox.

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• Teaching by example of the own lives: Most of teaching in life is by example. Your actions as a professor will generally speak louder than your lectures. This is also true for administrators who lead by example.

It is impossible for me to believe that an undisciplined, unhealthy, ignorant, spiritually dead person can teach someone else how to be successful, disciplined, fit, wise, and spiritually alive. Who you are as a person in Christ and how well prepared you are as a teacher are the bases for how you teach and lead. Let me challenge you to search your heart and ask yourself these questions: • Do I provide academic leadership so that my students will be able to use their faith to receive the miracles they need in this life, or does my example discourage and destroy the faith of students? • Does my academic leadership inspire students to follow Jesus more closely? • Does my academic leadership encourage wisdom and not just a memorizing of facts and theories? • Does my academic leadership inspire students to see the big picture of life and not just a narrow viewpoint?

I regard teaching at Oral Roberts University to be a high privilege. It is an honor for you to share what you have learned. It is a blessing to encounter, for the most part, young men and women who come to ORU eager to receive what you have to give. It is a blessing to work alongside colleagues who share your commitment to helping others and to academic excellence. I also recognize that in the midst of our high ideals and goals, none of us is perfect. I’m not; you’re not. But we can all strive for greater perfection. We can work to achieve more—to continue to learn even as we teach and to seek to grow more like Christ each day. When you stop growing, you start dying. ORU is not a place for dead ideas, decaying hope, or weak faith. We’re in pursuit of the life Jesus promised us in John 10:10: “I am come that they might have life and that they might have it more abundantly.” We say, as the Apostle John did, “Beloved, I wish above all things that thou mayest prosper and be in health, even as thy soul prospereth” (3 John 2). I have asked God for something specific regarding our faculty at ORU. I have prayed, “Lord, send us the men and women You want as faculty members at Oral Roberts University. Keep all others away.” We, as faculty members and administrators, need to have a willingness to stand together, living by faith with all our hearts (2 Corinthians 5:7). We may disagree from time to time on some methods or minor points, but we must agree on what is written in this Faculty and Administration Handbook and in the Honor Code. Otherwise, we will never find the wholeness we seek and the unity that is critical to our success at Oral Roberts University. We are determined not to fall short of that divine calling. God bless you today as you seek God’s purpose for your life. And I believe He will!

Richard Roberts, President and CEO Oral Roberts University

6 THE HONOR CODE

PREAMBLE TO THE ORAL ROBERTS UNIVERSITY HONOR CODE PLEDGE As a member of the faculty or administration at Oral Roberts University, it is important for you to understand why God raised it up as His University—what He has called it to be and to do—and how God has planned to fit you into its mission while at the same time you continue to develop your own personal relationship with God in the unique calling He has for your life. Please read this carefully and prayerfully.

1. A Whole-Person Education for Your Mind, Body, and Spirit All at the Same Time Oral Roberts University as an accredited University recognizes the time-honored tradition of why a University exists: (1) to gain knowledge, (2) to add to it, and (3) to pass it on to future generations. However, we go one step further. Our God-ordained mission is to provide the atmosphere and stimulus for our students to gain a whole-person education for their minds, their bodies, and their spirits all at the same time. “Educating the Whole Man,” inscribed on the medallion at the entrance of Oral Roberts University, is more than a slogan. It is a statement of our belief that God teaches us in His Holy Word, the Bible, that a person is more than a mind, more than a body, more than a spirit. A person is all three joined together by the act of God’s creative process, and as such you are God’s unique and irreplaceable masterpiece. As faculty and administrators, we hold our students in highest esteem and respect and seek to help them reach their highest level in becoming a whole person—intellectually, physically, spiritually—with God as their Source and your Source.

2. Ascendancy of Your Spirit over Your Mind and Body That You May Put God First in Your Life Oral Roberts University is solidly based on the Bible, the infallible Word of the Living God. We believe there was a point in time when God created man, first fashioning his body from the elements of the earth, then breathing into this physical body His own breath, “and man became a living soul” (Genesis 2:7), different from all other created beings. In this divine creation man was made a spirit in the likeness of God’s own Spirit and was placed in a physical and mental frame—his spirit, mind, and body joined together as a living, thinking, reasoning, believing, and creating human being. With a preciseness that still defies imagination, God caused man essentially to become a spiritual being, with his spirit placed in the dominant position over his mind and physical senses. The spirit of man was the direct link to God, the Creator, and through this warm, personal relationship man was able to walk and talk with God as naturally as he breathed. In this fascinating spiritual unity and harmony with God, man’s spirit permeated his mental and physical abilities so that God empowered and commanded him to rule over the earth, to “subdue and replenish it” (Genesis 1:28) from man’s headquarters in Eden. The dominance of man’s spirit over his mind and body gave him an all-powerful unity with God, with himself as God’s appointed ruler, and with his environment. In this union he had unlimited knowledge and power to bring the earth and all living things into harmony with God and with himself. At this critical hour we believe Lucifer, the archangel, was on earth where he had been cast down from heaven following his sin of high treason against God. Lucifer rose up against God in Eden to tempt man to break his spiritual unity with God so that man would follow Lucifer, now the devil, and fail in his God-appointed task of subduing and replenishing the earth and from making the earth a new world for man and his descendants (Isaiah 14:12-15; Ezekiel 28:12-17; Romans 8:20-21). As we see in the Book of Genesis (3:1-7), Satan’s approaching our forefathers, Adam and Eve, in the cunning disguise of the serpent did not attack man’s spirit directly. Instead he appealed to man’s mental and physical senses. It is very important to understand that according to the Bible, God, in making man a spiritual being after His own image and in His own class, had taken the incredible risk of creating man “a free moral agent,” the only one of His creatures to have the power of choice.

08-07#1 7 Satan tempted man at this critical point where God had given man the power to choose to live with his spirit having ascendancy over his mind and body, or to reverse the process and place his mind over his spirit. In effect, Lucifer’s temptation of our forefathers, Adam and Eve, was to say, “You do not have to live with your mind and body subservient to your spirit. As a person of choice, you can choose to act through your mind and make your own decisions apart from your spirit being in unison with God. You do not have to serve God; you can be your own god.” In that decisive moment in history, Adam and Eve believed the devil instead of God, knowingly and willfully and eternally making the decision to put down their spirits. They chose to put their minds in charge and to break their spiritual, mental, and physical integration with their Creator and their God-planned destiny. With a fierce power that is still raging in every human descendant of Adam and Eve, man broke the connection to live as a spiritual being in a mental and physical frame as God had intended. Thus, man’s choice to rebel against God and follow Satan was a choice of his will, and it became sin—a conscious, willful rebellion that changed him from a creature of unity with God to one of disharmony in every part of his being and also changed his ability of knowledge and wisdom to subdue the earth and extend Eden to its farthest reaches. At the point in time of Adam’s deliberate and knowing choice to accept Satan’s offer, he became part of the sin question that had originally caused God to expel Lucifer from heaven. The position of Adam’s spirit, which God had placed above his mind and body, was reversed. That reversal changed everything good to everything bad. In his expulsion from Eden into a world unsubdued where he would “earn his living by the sweat of his brow” (Genesis 3:19) and woman would give birth to her children “in sorrow and travail” (v. 16), man became a disintegrated human being, and that has been the state of mankind ever since. The wild, discordant sounds of man’s hate against God and against other men speak of the wrong choices human beings continue to make today in rejecting the original ascendancy of the spirit above the mind and physical senses. But God didn’t give up on man. He promised a Redeemer “through the seed of the woman”— who would be one of her offspring, the Messiah and Christ (Genesis 3:14-15). In the “fullness of time” God’s Son was born of the Virgin Mary as the Incarnation (God in human flesh). He went to Calvary to take man’s place and died for him to be saved—to be restored to “newness of life,” where man could once again by the power of his will choose to elevate his spirit over his mind and body. This is “the renewing of the mind” by the Holy Spirit (Romans 12:2). It is our goal and commitment to help every student at Oral Roberts University to gain a whole- person education in reciprocity with us. We must encourage students to turn their lives over to God by repenting of their personal sins and becoming soundly converted by Jesus Christ. The Holy Spirit—”the other Comforter”—can then reintegrate their total personalities and give them the “power from on high” to place their spirits in dominance over their mental and physical processes. We believe it is also the key to your becoming a whole person as a member of the faculty or administration. This reintegration is the key to enabling them to get a whole-person education.

3. Remembering Your Creator in the Days of Your Youth The conscious act of your will to know Christ as your personal Savior and Lord—so that by His Spirit you can give ascendancy to your spirit over your mind and body—is a battle you will struggle with all your life, no matter what your position or profession. From the time of Adam’s fall the intellectual part of man has resisted the dominance of the spirit over the mental and physical senses. When the intellect is dominant, man wrongly believes that he is not a spirit, but a mental and physical being only. Without a Bible-based faith in God, such individuals are not fully convinced that their own life has meaning. At ORU, however, we believe life has meaning through a personal union with God and only through that union. Solomon, the wisest man who ever lived, said to young people, “Remember now your creator in the days of your youth, before the evil days come” (Ecclesiastes 12:1). This is the standard we lift up to our students. We tell our students, In the now of your life—as you are on your voyage through this world to your eternal home—is when you should remember that it is God who created you and gave you your identity, your 8 purpose, your hunger to be like Him and, therefore, seize this moment to give your life to Him. We at Oral Roberts University see you as a person higher than secular man, higher than the one who does not know God’s meaning for his life. We want to share with you the meaning God is giving to our lives, also to learn from you especially the questions you ask of life and the answers you find.

Although a student has no vested right in the governing of the University, a student’s choice to attend ORU brings us into a “partnership” relationship in seeking God and the higher meaning of our purpose on earth. We urge you in your teaching—just as we encourage our students in their studying—to make the Bible the number one book of your life that you may remember God your Creator, that you understand that you are a spiritual being, and that you can only be fully human when your mental and physical powers are in harmony with your spirit. You must not allow the devil to diminish your spirit and reduce you to the status of an animal. This is admittedly a high goal. But we want you to know up front that this is part of what Oral Roberts University advocates—and why it exists.

4. Extension of Your Hands as the Healing Hands of Jesus Christ of Nazareth A noted black minister and Christian educator in addressing the ORU student body said, “With all your learning, don’t lose your burning.” The University was founded in the fires of healing evangelism through the worldwide ministry of Oral Roberts and his team. Billy Graham, in dedicating the University April 2, 1967, recognized this and stated to the 18,000 present, “If ORU ever moves away from faith in the Bible and faith in God and putting God first, then let us this day pronounce a curse on it. This institution was built by the prayers, the dedication, and the money of women and men who love God and who believe the gospel, and who believe the Bible is the Word of God. Its founder and first president is an evangelist, first and always, of the gospel of Jesus Christ.” Billy Graham, prophet and evangelist, was heeded that day and is still heeded today in his understanding of the founding purpose and mission of this academic, but thoroughly evangelistic, University. Virtually every student who has ever enrolled at ORU can quote verbatim God’s words to founder/evangelist Oral Roberts: “Raise up your students to hear God’s Voice, to go where His Light is dim, His Voice is heard small, and His Power is not known, even to the uttermost bounds of the earth. Their work will exceed yours and in that I am well pleased.” On these 400 acres where the thousands of students in both the undergraduate and graduate schools of the University go about their studies with a vigor and joy seldom seen in academic circles, the one calling that they must be reminded of daily is that their hands are to be an extension of Jesus’ hands to help heal the totality of human need. It is the original goal and continuing commitment of the University that every student will become a member of a healing team, either full time or part time, and serve suffering people in a needy nation somewhere on earth. You, as a faculty member, are challenged to remind students often that they’re God’s property and our most valuable resource. We must compel them to keep “your burning in all your learning” and to take His saving, healing gospel to every creature before the end comes (Matthew 24:14). We regard you as our partner in becoming an extension of the healing hands of Jesus Christ of Nazareth to bring God’s healing life to lost and suffering humanity throughout the world. We challenge you likewise to keep both your learning and your burning as a faculty member or administrator. Keep your mind alive, alert, and developing. Keep your spirit equally alive, alert, and developing!

5. Using Your Experience at Oral Roberts University to Study—and to Be a Student All Your Life In spite of limited educational opportunities, the forebears of Oral Roberts forged their way to become ministers, lawyers, judges, and leaders in many fields. They carried a thirst for knowledge, a hunger for God, a desire to make something of their lives, to leave something behind greater than they were.

08-07#1 9 Through his parents, Oral Roberts was instilled with a burning desire to learn. A keen student, he was cut down with tuberculosis in the prime of his youth. Under the best medical care, the never-failing ministrations of family and loved ones, and finally through the prayer of faith of a Christian healing evangelist, Oral Roberts was soundly converted and healed. He rose from his bed of illness with a deep desire to further his education—to complete high school, college, and seminary and to be a lawyer and governor of his home state, Oklahoma. God honored his thirst for knowledge, but God had something more for this youth to learn and to do—that was to set in motion a powerful new wave of healing in God’s kingdom on earth. What was God’s order? It was for Oral Roberts to go as high as he could educationally and to study even beyond schools of higher learning. It was to gain knowledge, to add to it, to pass it on. It was also to seek the wisdom of God to balance that knowledge and help bring back the learning process begun in original man in Eden, where the spirit was dominant over mind and body, yet in a clear unity with God, self, mankind, earth, and heaven. It was a tall order, and the result is Oral Roberts University—named not so much for its evangelist/founder as for the stamp of the evangelistic healing ministry to be forever on the University and to be the divine impetus for all of its worldwide healing undertakings. One of the foremost things we can encourage in our students at ORU is that “study is in.” No Scripture is more in vogue at ORU than the admonition of Paul, the apostle and evangelist, to the young student Timothy: “Study to show thyself approved unto God, a workman that needeth not to be ashamed, rightly dividing the word of truth” (2 Timothy 2:15). At Oral Roberts University students are required to attend class for interaction with you who are teachers. Our students are encouraged to rise early and to burn the midnight oil in their studies. We ask reciprocity from our faculty: that they meet their class, hold their office hours, and give their best efforts to preparing for each class or lab session. “Goofing off in study” is not in favor here. Yet when help is needed, we trust there will be Seed- Faith-minded upperclassmen and faculty willing and able to give their best assistance possible. In the final analysis, there is no such thing as getting something for nothing, particularly for a Christian believer. The bottom line is that each one of us—student, faculty member, administrator— must make a personal commitment to learn to study and to be a student all our lives.

6. Recognizing the Real Head of Oral Roberts University Is Jesus of Nazareth The official name here is Oral Roberts University. The governing board consists of 41 University regents. The administration is the President and Chief Executive Officer and his officers and staff. The faculty and staff are highly capable, enthusiastic, and Christ-centered men and women who see the students as their greatest challenge to fulfill the calling God has given them. From the human view, these capable people head up the University. But they are not the real head, nor do they desire to be. Jesus Christ is Savior and Lord and Head of Oral Roberts University. To us Jesus Christ is the “fullness of the Godhead bodily” (Colossians 2:9) and “the Savior of the world” (John 4:42). He is the Whole Man. It is because of our faith in Him as the Head of the historic Christian faith and of Oral Roberts University and because of our evangelistic zeal that, from the beginning class in 1965 to the present, the University has been led to admit a small number of students who at the time of their enrollment do not believe on the Lord Jesus Christ as their personal Savior and Lord, but for whom that decision is a live option. Generally, these young men and women are from Christian backgrounds. In addition, since we of the Christian faith have our roots in the Hebrew faith, we maintain the deepest love and respect for the Jewish people and are ardent believers in the State of Israel; therefore, we have also admitted Jewish students to ORU. While their position is that they are still looking for the Messiah to come, they have accepted the fact that Oral Roberts University stands in faith that the Jewish Messiah has already come in the Person of Jesus Christ of Nazareth and that He is Head of the University. Jewish students, like our other students, agree (1) to respect our Christian faith by attending required chapel services, (2) to conduct themselves in a manner consistent with the founding vision of Oral Roberts University, and (3) through the signing of its Honor Code Pledge, to respect the lifestyle 10 requirements. We are honored to admit such students. We appreciate the uncompromising position of the University that any student accepted who has not been soundly converted by faith in Jesus Christ and filled with the Spirit must maintain “an integrity of openness” to the Biblical claims that Jesus Christ is the Messiah, coming through Abraham, Isaac, Jacob, David, and by miraculous birth in the Incarnation through the Virgin Mary. An integrity of openness does not mean that all who enroll believe on Jesus Christ, but it does mean they must be sincerely open to God’s dealings in their lives. Because God has made each of us a person with the power of choice, no one can “force” anyone to believe on Jesus Christ. Our position as a University is that we strive to know who we are in Jesus Christ. Therefore, it is our expectation that as students are open in their spirit, they will encounter the presence of the Messiah in many beautiful and life-changing ways on this campus. It is to be their educated choice that they will believe or not believe on Jesus Christ as their personal Savior. To make an educated choice requires information and living examples. We look to our faculty and administration members to provide that formation and to be role models of Christ-like behavior. We earnestly pray for the academic development of our students. We do the same for their spiritual development. At the same time we uphold them in our prayers to develop in their whole being—to believe on the Messiah, our Lord and Savior, Jesus Christ of Nazareth, and serve God all the days of their lives.

7. The Miracle of Seed-Faith as a Way of Life for God to Meet Your Needs You are a person with needs. Every person has needs. From the beginning God has met people at the point of their needs because He is a caring God. St. Paul said, “For my God shall supply all your need according to His riches in glory, by Christ Jesus” (Philippians 4:19). “All your needs”—not half or three-fourths—but all. You are a spiritual being with spiritual needs. You are a physical being with physical needs. You are a financial being with financial needs.

We refer to these needs as “SPF”: spiritual, physical, financial. From the beginning of man’s fall, God instituted the divine law of Seed-Faith for man to get his needs met spiritually, physically, and financially. In Genesis 8:22 God said, “As long as earth remains there shall be. . . seedtime and harvest.” Well, the earth still remains, and we live on it. There is a divinely ordered time in nature to plant seeds—also a divinely ordered time to reap a harvest for those seeds planted. Every farmer practices seedtime and harvest. He knows there is a time to plant, a time to reap. God says, however, that sowing and reaping is a higher law than physically planting seeds and reaping produce. Through the ascendancy of your spirit over your mind and physical senses—the renewal of your mind by the Holy Spirit—sowing and reaping is an act of your faith in God for your needs to be met spiritually, physically, and financially. In the New Testament, sowing and reaping is further explained by Jesus: “Give, and it shall be given to you, good measure, pressed down, shaken together, and running over, shall men give to your bosom” (Luke 6:39). Jesus says that just as you sow or plant your seed first to gain a harvest, so you give first that men will be divinely moved to give to you in far greater measure than your giving. Jesus adds, “For with what measure you give, it shall be given to you again.” This means we give out of our need. If you need love, give love to someone. If you need money, give to God’s work. If you need joy, give a smile and uplifting word to someone in need. The greater the sacrifice, the greater the blessing. St. Paul calls it “giving and receiving” (Philippians 4:15). Here the apostle says it is so important for your needs to be met that you must be able to receive for your needs. However, your giving comes first because it is the seed God multiplies from which you reap. In fact, Paul says giving and receiving are connected together, not separate and apart. He says just as giving is an act on your part, so you must also act to receive that which God gives back to you. One of the best lessons a student can learn at ORU is that the nature of God is love—or giving— and as the poet says, “Love is not love ‘til you give it away.”

08-07#1 11 John 3:16 tells us God so loved us that He gave. God’s love became an act of His giving. He gave His only begotten Son because He loved us so much. He risked all His love, all His faith in the giving of His Son and in giving Him before we first loved God. In this sense Seed-Faith appears to be a risk. God risked giving His only Son. He loved us so much that He gave us His best. He also gave first, risking everything that He might reap the harvest of the souls of men—a harvest of souls that had been lost to Him—being restored to Him. In this way God seed-faithed for a desired result—our salvation. We, too, can seed-faith for a desired result in our lives. By our Seed-Faith we and the University’s friends and partners risked our best when we began our Seed-Faith giving to bring Oral Roberts University into existence for our students to gain a whole-person education. In risking our best by Seed-Faith, we are confident that as we continue to give our best seeds to God, we will receive His best as a desired result. These are not just words with us, but a way of life in Christ. As leaders of the University we must be diligent in presenting God’s Scriptural laws of Seed- Faith for the prayerful consideration of our students. We believe there are three miracle keys. First, trust God, not man or things, as your Source of total supply. “For my God shall supply all your need. . .” (Philippians 4:19). Second, in everything you do, plant your seed of faith first. “Whatsoever a man soweth, that shall he also reap” (Galatians 6:7). Your sowing comes before your reaping. In connection with this statement we remind you that you can never pay God or buy anything from God. Jesus Christ has “paid it all” by giving His life on the cross. Therefore, in your seed-sowing you make your giving not a debt you owe but a seed you sow! Your giving is a seed that you sow first. Third, Expect a Miracle! Do not expect your miracle of supply from those whom you help or give to. They are not your Source. In most cases they are unable or unwilling to give back to you. People and things are poor sources; whereas, God as your true Source will never fail to multiply your seed sown for you to reap and to receive. Will the miracle of God multiplying your seed sown come immediately? In most instances, no. That would be contrary to the way God works in nature or in spirit. God makes it clear you are to expect to receive from Him because of your seed-sowing, your giving. “He who gives seed to the sower also multiplies your seed sown. . . and increases your righteousness” (2 Corinthians 9:10). God also makes it clear that there is a “due season” determined only by Him, at which time you count on receiving your miracle harvest. He says, “Be not weary in well doing for you shall reap in due season, if you faint not” [if you don’t give up] (Galatians 6:9). Most important of all to you concerning your Seed-Faith, God makes it clear that the seed you plant is the totality of yourself. When man fell and was cast from Paradise into an unsubdued earth, God said, “Man shall eat by the sweat of his brow” (Genesis 3:19). Your sweat represents the giving and involving of your total self in labor, in talent, in skill, in love, in hope, in faith. It’s in this sense your seed-sowing is you. It’s what you are. It’s what you have to offer. It’s what you do with what represents your very life. In realistic terms, Seed-Faith is also money. For money is also you: It represents what you do with your time, your talent, your work, your love, your faith to get it, and what you do with it. Without money you cannot live in this world; you cannot eat, clothe yourself, have a room or a house, drive a car, or have the other things necessary to operate your life on an abundant level as Jesus promised (John 10:10). Seed-Faith is, therefore, the giving of money, the giving of time, the giving of talent, the giving of care—the giving of your total self in continuous acts of faith, knowing that “God is a Rewarder of those who diligently seek Him” (Hebrews 11:6). God’s work on earth is also supported by the Seed- Faith giving of believers. God’s work, like you, has to have money to operate in this world. God has ordained that we support His Work by the cheerful giving of our “tithes and offerings” as a seed of our faith. We Seed-Faith our tithes and offerings as regularly as we receive money— daily, weekly, or monthly—or whenever money and other good things come into our hands. But, He makes it very clear that what we give is a seed. That seed—if planted as an act of our faith—will produce miracle harvests: spiritual, physical, and financial. 12 The secret of the Miracle of Seed-Faith is in the rhythm you get into with your giving and receiving, your sowing and reaping, your seedtime and harvest. In other words, the rhythm of your “Seed-Faithing” becomes your way of life: (1), by looking to God and trusting in Him at all times as your Source; (2) by seeding first in every undertaking, giving God your very best every time as a seed you sow; (3) by expecting a miracle return from God for every seed sown—receiving in God’s “due season”—then using the miracle return to glorify God. Seed-Faith is not a gimmick. Seed-Faith is not magic. Seed-Faith is giving God your best, then expecting His best.

The greater the sacrifice, the greater the blessing. The University as a ministry operates by Seed-Faith. God is our Source, and we are His property. We seed our best daily by providing the University for our students at less than one-half of what it costs for tuition, room and board, and fees. We expect miracles of God’s supply to make up the difference. Indeed, without God’s Miracle Supply, Oral Roberts University could not have come into existence, nor can it continue as God’s University. We are a faith University. In this we need your understanding and your joyous response to enter personally into Seed-Faith as your way of life in God. We pray that in addition to your “Seed-Faithing” in other places of God’s work, you will want—and plan—to plant some of your seeds of faith here to help keep God’s University going for you and those in future generations. ORU is not a tax-supported institution. Its endowment must increase until it is large enough to make up the difference between what is charged and what it costs to secure the University in its finances in good times and bad until Christ returns. It is very important for you to know that the building of Oral Roberts University is not over. ORU is still being built by the seeds of faith of its leaders, its friends, and partners, and by you as you share a portion of your personal seeds of faith in partnership with us. Through long experience we know the only sure supply for the University—and for you—is through our mutual “giving and receiving,” according to God’s Holy Word. The Miracle of Seed-Faith works if we work it. But, if any one of us withholds our best seeds from God, even He cannot give us a harvest from what we do not plant. If you give nothing and nothing is multiplied, it is still zero. But, you can be sure when you give God your best, He will give you His best. St. Paul says, “God . . . multiplies our seed sown” (2 Corinthians 9:10). Not the seed we don’t sow, but the seed we do sow (or have already sown) is what God multiplies back for you to receive. Get into Seed-Faith with God and expect Him to supply all your need (Philippians 4:19).

8. A Remnant People at Oral Roberts University In every generation God has had a people. These people have had varying degrees of understanding of God and His purpose—and varying degrees of obedience. History bears out the fact that in every generation there has been a tendency of God’s people to begin their relationship with God by having a strong inner personal relationship with God, being filled with His Spirit, and by really striving to be His people—and then inevitably it has been the tendency of God’s people to slide back to outward forms and symbols of religious faith rather than to steadfastly hold on to their inner commitment to God and His cause on earth. However, in every generation, in the midst of a backsliding people there has always been a remnant—the surviving group, the committed few—who obey God in bringing His light and love to the world. It is individuals of this remnant in every generation who have always obeyed God at the critical moment. They have made the difference by being willing to suffer anything— misunderstanding, persecution, ostracism, loneliness, exile, and even martyrdom—to keep God’s delivering power alive and in action in the world. In the history of Israel it was the surviving group, the committed few, who rose above the backsliding of the people and became the “righteous line.”

08-07#1 13 In a little despised town called Nazareth, a young virgin named Mary was of the remnant, the righteous line. It was to her, not to those observing outward forms rather than being true to God, that the angel Gabriel came with the announcement she was to bring the Messiah into the world. It was she with her living faith who answered the angel, “Behold the handmaid of the Lord; be it unto me according to thy word” (Luke 1:38). Through the generations before Mary there were remnant people such as Noah, Abraham, Isaac, Jacob, Moses, David—each part of that Righteous Line of the Remnant, who put God first in their lives. Once again in our generation, the remnant, though comparatively small in a huge world, survives in its commitment and has risen in the critical moment to believe implicitly in the infallible Word of the Living God: • To teach, preach, and heal as Jesus did—to be filled with the Holy Spirit and manifest the gifts of the Spirit, to deliver lost and suffering people, to come together to love one another in the unity of the faith, without regard to denominational affiliation. • To challenge the massive demonic spirits of the devil to come out of people. • To reject “humanism” when it is devoid of God and seek to restore the faith once delivered to the saints. • To see that the teaching and preaching of God’s Word is confirmed by signs and wonders. • To heal the sick body of the Bride of Christ. Others of the people of God may be spiritually saved and go to heaven. But, it is these people of the remnant who have both faith and works and who carry the torch of the light of God for their generation. It is very important for you to understand that there are two distinct types of God’s people on earth today and to choose which group you want to be a part of.

Oral Roberts University is a University of God’s remnant people. Our destiny is to obey God and take His saving/healing power to our generation by our faith and our works. It is to this destiny we believe every student, faculty member, and administrator is called. We are serious—and joyous— about being a part of this calling with you.

9. The Charismatic Experience of the Holy Spirit Is the Commonality of the University Oral Roberts University believes in the One God. “Hear, O Israel, the Lord thy God is One” (Deuteronomy 6:4). We believe the One God manifests himself in three dimensions in the role of Father, Son, and Holy Spirit. • It is the Holy Spirit as that dimension of the triune God who has always been the agent of man’s salvation both in the Old and New Testaments. • It was the Holy Spirit that Jesus said would be sent to believers as “another Comforter”—as the one who had been with them but after His ascension should be in them forever (John 14:16-17). • It was the Holy Spirit who was sent to start the Christian church 50 days after Jesus’ death as He came upon the 120 who believed on Jesus on the Day of Pentecost (Acts 2:1-4).

It was the Holy Spirit of whom Jesus spoke, “He that believeth on me, as the Scripture hath said, out of His belly shall flow rivers of living water. But this spake He of the Spirit, which they that believe on him should receive: for the Holy Ghost was not yet given because Jesus was not yet glorified” (John 7:38-39). It was the Holy Spirit about whom Peter spoke on the Day of Pentecost when he said to those who wanted to be saved, “Repent and be baptized, everyone of you, in the name of Jesus for the remission of sins, and ye shall receive the gift of the Holy Spirit” (Acts 2:38). The entire ministry of God working through the dimension of the Holy Spirit is to restore the fallen organic descendants of Adam and to reintegrate men as spirit, mind, and body with the spirit being in the ascendant dominant position again. Upon Jesus’ ascension back to the Father, it became the Holy Spirit’s work to bring Jesus into the hearts of all who would believe—bringing back the Person of the Risen Christ in His unlimited, 14 invisible form. Jesus’ physical form, though incarnated by God, was limited by time and space. In His physical form, Jesus could not enter men. Only as His physical form, upon its death, was raised from the dead and became an incorruptible body—no longer bound by time and space—could He come to indwell men. That indwelling of men by the presence of Jesus can only be accomplished by the Holy Spirit. St. Paul said, “. . . the spirit of Him who raised Jesus from the dead dwells in you. . .” (Romans 8:11). And he added, “The Spirit itself beareth witness with our spirit, that we are the children of God” (v. 16). It is the Holy Spirit, who upon your repentance and faith in Jesus Christ, converts you and indwells you and stands as the witness that you are a child of God, a born-again believer. So, as a believer, the Holy Spirit is already in you. It is He who brought the risen Christ to live in you. St. Paul says, “It is not I who lives but Christ who liveth in me” (Galatians 2:20). One of the first things you discover upon becoming a Christian is Satan’s effort to hinder your prayer life, your communicating directly with God daily in the most personal way, and your communicating with a knowing in your heart that God is going to communicate back to you in the ways you need to hear Him. It is St. Paul who explains how the Holy Spirit in you—by the exercise of your will—brings you into an effective prayer and praise life with God. Paul uses many Scriptures to explain this to you. Romans 8:26-27 and 1 Corinthians 14:2, 5, 12, 13, and 15 are particularly helpful. First, Romans 8:26- 27: “Likewise the Spirit also helpeth our infirmities: for we know not what we should pray for as we ought, but the Spirit himself maketh intercession for us with groanings which cannot be uttered. And he that searcheth the hearts knoweth what is the mind of the Spirit because He maketh intercession for the saints according to the will of God.” Here Paul refers to our human weakness and the inability we so often feel to pray in a way that gives us release in our inner self. However, Paul says it is at this point of our human weakness and need that the Holy Spirit performs His own special mission of “helping” us pray—to communicate with the Father—intelligently and satisfactorily. Here you learn five things the Holy Spirit does in you as a believer: • The Holy Spirit Himself, who lives in you, helps you. • He intercedes for you as “the other Comforter”—the one called alongside to help you. • He intercedes in a language for which there is no equivalent in your human speech: the language of the Spirit. • He searches your heart to see what it is that is troubling you that you are unable to locate and bring up. • He prays for you according to the will of God, so that you do not have to wonder what God’s will is about the matter.

We believe He does these five things in two ways: First, by enabling you to pray with your spirit instead of with just your limited mind. Remember your spirit is unlimited only when by the power of the Holy Spirit it is in the dominant position of your life. Second, by enabling the Holy Spirit to enter into Christ’s own intercessory prayer for you, which He carries on with the Father in your behalf 24 hours a day. You actually enter into His prayer for you with your spirit and this enables you to pray in the Spirit—or in cooperation with the Holy Spirit as He prays for you. In 1 Corinthians 14, St. Paul tells us what praying with the spirit is, also what praying in the spirit is. He also tells us how to interpret back to our minds so we can pray with the understanding. He gives us three powerful steps for the most effective way to pray. First, we pray with our spirit being in the dominant position (over our minds and physical senses). Second, we pray in the prayer of the Holy Spirit Himself. Third, we follow that by interpreting back to our minds, so we can pray in our own language with our understanding (or with our mind now watered and blossomed by the Holy Spirit to make it more effective). “For he that speaketh in an unknown tongue speaketh not unto men, but unto God: for no man understandeth him; howbeit in the spirit he speaketh mysteries” (1 Corinthians 14:2). The first thing Paul says about speaking to God in tongues is that we are speaking to Him “in the Spirit!” that is, in

08-07#1 15 the Holy Spirit. We are speaking to God in “mysteries” as far as the human mind is concerned. Tongues is not speaking to man, but directly to God. Remember, in Adam’s fall he put his spirit down and his mind up, reversing their God-created positions. Here Paul says we can undo that reversal by praying “in the Spirit,” once again making the spirit dominant over the mind. “He that speaketh in an unknown tongue edifieth himself; but he that prophesieth edifieth the church” (1 Corinthians 14:4). Here Paul says that the result of speaking in tongues is that you are edifying yourself. You are not prophesying or speaking a special word of God to someone else. In other words, God is recognizing your need to help yourself before you can help others. To “edify” means you instruct yourself, you give therapy to yourself, and you build yourself up. Tongues, which is communicating directly with God by your spirit in the spirit, is a devotional tongue for your own personal benefit in helping you know what to pray for—how to get inner release of things hidden in your heart—and of knowing for sure you are praying in the will of God. This is extremely helpful to you. Tongues—or praying in the Spirit—is not meant to be addressed to other people but to God, and the net effect is an inner building up of yourself, a wondrously therapeutic effect on your inner man. “I would that ye all spake with tongues, but rather that ye prophesied: for greater is he that prophesieth than he that speaketh with tongues, except he interpret, that the church may receive edifying” (1 Corinthians 14:5). Notice Paul points out that when you pray in tongues, you are to interpret back to your own mind (or understanding). Otherwise, it is greater to prophesy—meaning to speak an inspired word from God to another—since prophecy is not to God but to man. However, Paul says when you use tongues, then interpret to yourself; it’s greater than prophesying in its benefit to you. That does not put down prophesying to others; it simply places tongues in its proper relationship to your own life and prophecy in proper relationship to your communication with others. “Wherefore let him that speaketh in an unknown tongue pray that he may interpret” 1 Corinthians 14:13. Notice Paul says after he prays in tongues, he uses his same will to pray with his understanding, also. When he says “also,” he means he follows praying in tongues by praying with his mind. He says when you pray in tongues, you should pray to interpret. In other words, praying in the Spirit (tongues)—as wonderful as it is as your direct tool of communication with God—is a half- loaf in itself. The other half of the loaf is in interpreting back to your mind and physical senses what God is saying back in response to the prayer or praise you said to Him in tongues. When you, as an individual believer, speak with your spirit to God, you are actually entering into the Holy Spirit’s intercessory prayer for you (Romans 8:26-27). Therefore, you need to interpret back to your mind God’s response to your prayer language of the Spirit, or in some instances to interpret to your mind what you said to God in tongues. This is enormously helpful to your ability to understand God. Think of it like this—the Holy Spirit, who indwells you, has done some distinctive things: (1) In 1 Corinthians 6:19-20 Paul says, “What? Know ye not that your body is the temple of the Holy Ghost which is in you, which ye have of God, and ye are not your own? For ye are bought with a price; therefore, glorify God in your body and in your spirit, which are God’s.” The Spirit has made your physical body His temple, giving back the sacredness to it that was lost in Adam’s fall. He lives in your spirit—and your body—24 hours a day. As you recognize God’s ownership of your body—as well as your spirit and mind—you feel good about yourself. The University honors the Holy Spirit’s relationship with your whole person. (2) The Holy Spirit, who indwells you, is interceding for you ceaselessly—24 hours a day. He never stops. He knows your human weaknesses, your inabilities to pray correctly, the inhibiting things in your inner being (your heart), and the limitations of your mind to say the words to God that adequately express what you want and need to say. It’s like the power line between the light plant and your house. It’s there 24 hours a day, the power humming through it. It’s connected in your house, in your room, through switches. If you need light or power for the refrigerator or electric iron, you turn on the switch and keep it on as long as is necessary. The power is not in the switch but in the electrical plant that is connected to your switch by the electrical power line. Likewise, with God the power is not solely in your prayer. It’s 16 centered in the prayer of the Holy Spirit for you into which you enter by your spirit. The switch is your spirit which you activate by your will. The power line is the Holy Spirit. “For if I pray in an unknown tongue, my spirit prayeth, but my understanding is unfruitful” (1 Corinthians 14:14). Paul speaks personally—autobiographically—here. He says, “I pray in tongues.” What does he mean? When he says “I,” he is speaking of who he, you, and I really are: a spirit made in the image and likeness of God. “If I pray in a tongue, my spirit prays, but my understanding [mind or intellect] is unfruitful [doesn’t understand because of its limitation].” Your spirit lives in a mental physical frame. Originally the spirit was placed in the dominant position over mind and body. Then Adam yielded to Satan’s temptations and reversed the position of spirit over the rest of him and placed his mind in charge. The only unlimited part of man is his spirit; mind and body are limited. Therefore, we have the need to be a whole person. Paul is saying when he prays, he does not start praying in his own language, which is prompted by his mind, but first moves into his spirit—the unlimited part of him. To do that, he has to bypass his mind for a few moments, causing it to take a neutral position during the time he is praying in tongues or using the prayer language of the Spirit. While the mind is neutralized, Paul’s spirit is doing something very positive and special. He explains it in 1 Corinthians 14:15: “What is it then? I will pray with the spirit, and I will pray with the understanding also; I will sing [praise] with the spirit, and I will sing [praise] with the understanding also.” Notice he says, “I will.” He brings his will into play through the power of choice that God gives to every person. To move momentarily from his mind into his spirit, then by his spirit into the Holy Spirit’s ceaseless prayer inside him 24 hours a day, he has to will to do it. In other words, you have to use your power of choice and will to use your prayer language of the spirit. Getting emotional won’t do it. But, using the power of the will that God created in man originally, which is still in every one of us, causes a joining of your spirit as a believer with the Holy Spirit himself! This is where the miraculous comes into play in your prayer to God. For example, hold your two hands apart and look at them. Now squeeze each one. Feel the power. Notice each hand, when squeezed, has power, but it is independent and separate power. Now put your hands together, interlocked. Squeeze. Notice how much more power is released when you join hands and squeeze. Think of your spirit. It has power when you will it to do something. It is an independent, separate power. Likewise, the Holy Spirit has power, an independent, separate power. What you are to do as a believer is to get these two independent, separate powers together at the same time. You do that by joining your independent, separate spirit with the Holy Spirit and entering into His intercessory prayer that is already going on for you. You do this by an act of your will. As Paul said, “I will pray with the Spirit.” I will! Talk about extra power! That’s what tongues bring into your prayer and praise life: Extra Power! And it’s even greater extra power when by an act of your will you interpret back to your mind so you can pray with the understanding also. Why is tongues—or your prayer language of the Spirit—often thought to be divisive among many believers and denominations? Because of a terrible misunderstanding of people who love Jesus. This misunderstanding happens because people do not know what tongues are. They do not understand that it is the spirit of any believer joining the Holy Spirit to pray in tongues to the Father then interpreting back to his mind so he can instantly pray in his own language with understanding about what to pray for (Romans 8:26). The misunderstanding comes also from years and years, even centuries, in the Body of Christ when the Holy Spirit was not given His rightful place in the Church. At the turn of the 20th century, many individual Christians in the Body of Christ discovered Jesus’ promise of a baptism of the Holy Spirit to His followers (Luke 24:49; Acts 1:5). This “Holy Spirit baptism” occurred just after Jesus’ ascension on what the Bible calls “the day of Pentecost” (Acts 2:1). God sent the Holy Spirit as “the other Comforter” not only to be with but in the believer as Jesus had promised. Now concerning the term “baptism with the Holy Spirit,” we believe it was an introduction term but was not commonly used in the same way afterward in the early Christian Church. Praying in tongues was the common charismatic experience of the early Christians after Acts 2, but it was not

08-07#1 17 referred to in the same terminology. This is important to the body of Christian believers today and to you as an individual believer. Peter was one of those who was baptized with the Holy Spirit and spoke in tongues as the Spirit gave him utterance on the day of Pentecost. When he saw the multitude that had come to see and hear this spiritual phenomenon, he stopped speaking in tongues to God and began speaking prophetically to them in his own tongue and understanding. When these people asked how to be saved, Peter did not use the phrase “baptism with the Holy Spirit.” Instead he said: “Repent, and be baptized every one of you in the name of Jesus Christ for the remission of sins, and ye shall receive the gift of the Holy Ghost” (Acts 2:38). In other words, immediately after this special “Holy Spirit baptism” came and launched the new Christian faith, it was no longer an experience by and of itself alone. It merged into a single flowing act of a sinner repenting and believing on Jesus and the gift of the Holy Spirit coming into him. At the turn of the 20th century, the group of believers who had braved the organized church’s opposition to the Holy Spirit by receiving the gift of the Holy Spirit for themselves knew only to call it a” baptism with the Holy Spirit,” a term used in the Gospel of Luke and the first two chapters of Acts (both books written by Luke the physician). These people in the different Christian denominations had already repented and believed on Jesus and had experienced the remission of sins. The Holy Spirit had already entered them, indwelling them and making their bodies His sacred temple. They already had received the gift of the Holy Spirit according to Peter’s own statement in Acts 2:38. But, they hadn’t been taught by their denominations that their conversion provided the privilege to begin speaking with tongues or to release their personal prayer language of the Spirit. They sincerely believed this speaking in tongues was a separate experience that came only after conversion (the new birth). These people came to be known as Full Gospel or Pentecostals, and soon new Pentecostal denominations with a distinctive of tongues-speaking arose, declaring that if you didn’t speak in tongues, you did not have the Holy Ghost Himself indwelling you. This implied that other believers who didn’t speak with tongues did not have the Holy Ghost. Yet, these believers who did not speak in tongues knew they had the Holy Ghost, because He witnessed to their spirit that they were children of God (Romans 8:16). So the divisiveness began. Tongue speakers said non-tongue-speakers did not have the Holy Spirit. Non-tongue-speakers said they did have the Holy Spirit and that tongues was not the initial evidence that one had the Holy Ghost. The truth lay in between what these good people believed. Both groups were right up to a point, both wrong up to a point. The fact is that Jesus said that the Holy Spirit flows up from the belly area in “rivers of living water” of a person the very moment he believes on Him (John 7:38-39). Every believer should study what Jesus said in John 7:38-39 concerning the one who believes on Him receiving the Holy Spirit. Jesus’ Word is truth. Paul deals with your will to pray in the Spirit—tongues—and when you do, your spirit enters into the Holy Spirit’s prayer for you. We at Oral Roberts University call speaking in tongues “the prayer language of the spirit” when you as a believer release tongues as an act of your will. We deeply respect those who use the term “baptism with the Holy Spirit” and who state tongues as the initial evidence of receiving the Holy Spirit. The entire Body of Christ owes them a great debt for preserving the great truth of the Holy Spirit for all these years and for recapturing the practice of speaking in tongues. We also respect those believers who don’t understand they can speak in tongues by their will. However, we take the middle road of the Holy Scriptures: we believe that you can be saved only by the Holy Spirit bringing Christ in you, then indwelling you, making your body His temple. We teach that (1) when you believe on Jesus, you can at that moment release your prayer language, which is already in you as a born-again believer, because that language is in the Holy Spirit and He is in you 24 hours a day and that (2) you can pray daily in tongues as need arises. We encourage you as leaders of Oral Roberts University to use your prayer language of the Spirit many times every day, also interpreting back to your mind so you can pray better in your own language with the understanding. Paul says in 1 Corinthians 14:15, “What is it then? I will pray 18 with the spirit, and I will pray with the understanding also; I will sing with the spirit, and I will sing with the understanding also.” So we here at Oral Roberts University are in a constant mission to practice the charismatic dimension of the Holy Spirit by praying and singing with the Spirit and with the understanding also. This is mostly in our private or personal devotions. However, when a group of like-minded believers meets together, they often pray or sing in the Spirit and pray or sing with the understanding corporately. We will not permit interruptions of the preaching or teaching of the Word of God by someone using tongues. Tongues is not a teaching or preaching instrument. We teach or preach by “our understanding” as St. Paul says in 1 Corinthians 14:15-17. Paul commands us in 1 Corinthians 14:40, “Let everything be done decently and in order.” In other words, do everything in its rightful place in an orderly manner. This is the credibility that characterizes the commonality of the Charismatic experience among us. The beauty and power of this commonality among us, regardless of our denominational backgrounds and preferences, is that we use this as a tool of personal communication to God, and from God via interpretation, to water our mind so it can be effective as God originally intended in Eden when He gave ascendancy to the spirit over the mind. This ascendancy over the mind was not meant to diminish or emasculate the mind, but for the spirit to inspire the mind and physical senses to operate at the highest level. It is further important for you to understand that we do not confuse a personal devotional tongue with the gift of tongues referred to by Paul, which he says is sovereignly manifested only by the Spirit’s will (1 Corinthians 12:10-11). Any gift of the Spirit can be used only by a believer when the Holy Spirit specifically wills it. On the other hand, as Paul indicates in 1 Corinthians 14:13-15, the prayer language of the Spirit, a direct result of the indwelling Holy Spirit, is under the believer’s will and can be used at any time of need, including many times a day. In no way does Oral Roberts University seek to make the prayer language a divisive experience. We are a healing ministry and seek to heal divisions among God’s people. As believers together in Christ, we go only as far as Paul went when he said, “I thank my God, I speak with tongues more than ye all” (1 Corinthians 14:28). “I would that ye all spake with tongues” (1 Corinthians 14:5). We thank God the same way Paul did—that most of us speak with tongues and we speak with tongues more than any other similar group. Also, like Paul, we wish every believer might release his own private devotional prayer language of the Spirit. That is the commonality we have among us as a Christian, charismatic people. We earnestly pray that every student, faculty member, and administrator experiences it as a part of his daily walk with Christ. But, like St. Paul, we will not fall short of it or go beyond it. We know by the Scriptures and by our own personal experiences that every believer can, by his will, release his or her prayer language and interpret back to his mind so he can better pray with understanding in his own language. We also believe the prayer language of the Spirit with interpretation, followed by praying with the understanding, is not the periphery but the mainstream of direct communication with God and from God. God said to founder and evangelist Oral Roberts, “Build Me a University. Build it on the Holy Spirit. . . .” And that’s exactly what we are trying to do. We invite you to join with us in continuing to build God’s University on the Holy Spirit.

08-07#1 19 THE HONOR CODE PLEDGE All faculty members sign the same Honor Code Pledge that students sign. By signing the pledge, faculty members affirm the lifestyle described in the pledge. Full-time faculty members exemplify the lifestyle at all times; part-time faculty members are expected to support and exemplify the lifestyle in the pledge on campus, with the students, or when representing the University. The pledge follows:

In signing the Honor Code Pledge, I fully recognize that Oral Roberts University was founded to be and is committed to being a Christian religious ministry and that it offers a lifestyle of commitment to Jesus Christ of Nazareth as personal Savior and Lord. I further recognize that the University is an integral part of the Ministry’s evangelistic outreach. It is therefore my personal commitment to be a person of integrity in my attitude and respect for what Oral Roberts University is in its calling to be a Christian university. 1. I PLEDGE to apply myself wholeheartedly to my intellectual pursuits and to use the full powers of my mind for the glory of God. 2. I PLEDGE to grow in my spirit by developing my own relationship with God. 3. I PLEDGE to develop my body with sound health habits by completing the required aerobics program and by participating in wholesome physical activities. 4. I PLEDGE to cultivate good social relationships and to seek to love others as I love myself. I will not lie; I will not steal; I will not curse; I will not be a talebearer. I will not cheat or plagiarize; I will do my own academic work and will not inappropriately collaborate with other students on assignments. 5. I PLEDGE at all times to keep my total being under subjection from all immoral and illegal actions and communications, whether on or off campus. I will not take any illegal drugs or misuse any drugs; I will not engage in or attempt to engage in any illicit, unscriptural sexual acts, which include any homosexual activity and sexual intercourse with one who is not my spouse through traditional marriage of one man and one woman. I will not drink alcoholic beverages of any kind; I will not use tobacco; I will not engage in other behavior that is contrary to the rules and regulations listed in the Faculty and Administration Handbook. 6. I PLEDGE to maintain an integrity of openness to God’s claims on my life and to do my utmost to know and follow His will for my life. 7. I PLEDGE to attend class, all required chapel services on campus, and my choice of a house of worship wherever God is honored and lifted up. 8. I PLEDGE to abide by the rules and regulations that may from time to time be adopted by the University administration. I understand Oral Roberts University is a private school, and I therefore have no vested rights in the governing of the school. I accept my employment at ORU as a privilege and not a right and that the University reserves the right to require the withdrawal of a student at any time if in the judgment of the President of the University or of the University Discipline Committee such action is deemed necessary to safeguard ORU’s ideals of scholarship or its spiritual and moral atmosphere as a Christian university.

I will keep the HONOR CODE PLEDGE carefully and prayerfully. I understand that my signature is my acceptance of the entire Honor Code and completes a contract between me and Oral Roberts University, which is a prerequisite for matriculation and my continued association with the University. My signed pledge becomes a part of my permanent file. Further, my acceptance of the Honor Code is a solemn vow and promise to God as to how I will live my life.

Signature ______Date ______Print full name ______20 Chapter 2—FACULTY

PERSONNEL

ROLE OF THE FACULTY The basic function of a university is to acquire knowledge, add to it, and pass it on for the benefit of society. At Oral Roberts University this function is performed by a community of Christian scholars who are free to exercise their best judgment in a Christian context for the planning and execution of their professional responsibilities.

APPOINTMENTS In fulfilling its mission, the University appoints faculty members who confess Jesus Christ as Lord and Savior, who are competent educators, and who are willing to be part of a healing ministry founded upon the fullness of the Holy Spirit. As educators, faculty members demonstrate a high level of expertise in their disciplines and communicate it skillfully to students. As Spirit-filled Christians, faculty members demonstrate or develop a lifestyle founded upon the Word of God; seek a personal communication with God through the prayer language (praying in the Spirit) in a manner described in 1 Corinthians 14:14-15; and pursue a personal wholeness and harmony of mind, body, and spirit, as exemplified by Jesus Christ of Nazareth. The faculty member who has not released his or her prayer language must affirm an openness to this experience. Appointments to the University are of three types: full-time (regular and adjunct), part-time, and auxiliary. All except auxiliary faculty are assigned rank according to training, experience, professional competence, and the position being filled. The ranks of appointment for faculty members are described in the section titled “Ranks” of this handbook. Meeting the necessary degree and experience requirements for a particular rank does not assure one of that rank.

Full-Time Faculty The dean of the school (for example, the School of Education or the School of Arts and Sciences), in consultation with the department chair when appropriate, recommends the appointment of a potential faculty member to the Executive Vice President for Academic Affairs and Provost. The precise terms and conditions concerning the appointment shall be stated in writing and submitted by the Executive Vice President for Academic Affairs and Provost to the President and Chief Executive Officer and additionally—in the case of regular faculty—to the Board of Regents. Upon the approval of the appointment, the prospective faculty member is offered a contract, along with an official letter of appointment by the dean of the respective school. The contract is to be signed by the applicant and Executive Vice President for Academic Affairs and Provost, who acts as the official representative of the University. A signed Honor Code Pledge is part of the official contract.

Part-Time Faculty Part-time faculty members have a contractual agreement with the University. The part-time faculty member is expected to support and exemplify the Honor Code Pledge when on campus, with the students, or representing the University. The part-time faculty member is to adhere to all other university/school/departmental policies.

Auxiliary Faculty The potential categories for auxiliary faculty members are the following:

Lecturer: Persons who possess the special skills or experience needed for specific courses.

Visiting Professor: Faculty members from other universities employed for a temporary period as teachers or researchers.

08-07#1 21 Research Associate: Scholars who are qualified by special education and knowledge to contribute, through research or teaching, to the process of learning at Oral Roberts University. Only those scholars may be appointed research associates who hold an earned doctorate from an accredited college or university or its equivalent and have demonstrated ability to do scholarly or creative work as indicated by (1) publications, (2) significant research, (3) performance activities, or (4) a scholarly reputation among their colleagues in their chosen fields.

Graduate or Teaching Assistant: Persons currently enrolled in graduate programs at ORU or other universities who possess special skills and/or experience needed for specific courses.

RANKS The potential ranks for newly appointed faculty members are the following:

Instructor: Master’s degree from an accredited institution. Experience desired but not required. All other available data evaluated.

Assistant Professor: Doctoral degree from an accredited institution appropriate to the instructional assignment with no experience, or master’s degree and special circumstances related to University needs. All other available data evaluated.

Associate Professor: Doctoral degree from an accredited institution appropriate to the instructional assignment, a minimum of four years of full-time teaching experience or acceptable equivalent, and scholarly publications or acceptable equivalent. All other available data evaluated.

Professor: Doctoral degree from an accredited institution appropriate to the instructional assignment, a minimum of seven years of full-time teaching experience or acceptable equivalent, and scholarly publications or acceptable equivalent. All other available data evaluated.

WORKLOAD The normal full-time teaching load of a faculty member is established by each school, as described in chapter 3 in this handbook. The teaching quality is to be one of excellence, such that it will produce students who are equipped spiritually, mentally, and physically to go into every person’s world. In addition, academic counseling, service on various committees, keeping regular office hours, and assisting in pre-registration and registration are among a full-time faculty member’s duties. Comprehensive student advisement, as assigned by the department chair, is the responsibility of every full-time faculty member. A complete list of faculty expectations is found in the section titled “Responsibilities.” Academic deans routinely call upon full- and part-time faculty members to teach modular, evening, weekend, summer, and correspondence offerings. Existing ORU faculty and staff should have the opportunity to participate in such teaching assignments before others are recruited. This process is managed carefully to safeguard overall job performance and academic quality. Any nine-month, full-time faculty member may be compensated in addition to the existing contract for externally funded projects/research and for teaching summer, correspondence, and overload courses. The faculty member’s supervising chair and/or dean must be consulted concerning the additional assignment. No nine-month, full-time faculty member may teach more than three hours of overload in any one semester. Payment for summer school courses requires an Addendum to Existing Contract with disbursements on the regularly scheduled payroll dates. Modular, correspondence, and overload courses are paid via the Request for Additional Compensation. 22 Twelve-month, full-time faculty members may be compensated in addition to their existing contracts for externally funded projects/research and for teaching correspondence and overload courses. No 12-month, full-time faculty members may teach more than three hours overload in any one year. The faculty member’s supervising chair and/or dean must be consulted concerning the additional assignment. Payment for weekend courses requires an Addendum to Existing Contract with disbursements on the regularly scheduled payroll dates. Correspondence and overload courses are paid via the Request for Additional Compensation. Staff members who teach courses in addition to their regular duties sign adjunct contract for those services. They are paid at the overload rate established for full-time faculty members, which is based on highest degree earned. Chairs may participate in externally funded projects/research and may teach one modular, weekend, summer, correspondence, or overload course per year for additional pay. The Executive Vice President for Academic Affairs and Provost and the supervising dean must be consulted concerning the additional assignment. Payment for weekend and summer school courses requires an Addendum to Existing Contract with disbursements on the regularly scheduled payroll dates. Modular, correspondence, and overload courses are paid via the Request for Additional Compensation.

REAPPOINTMENTS Whenever possible, on or before February 15 of each year, each full-time regular faculty member shall be notified in writing concerning reappointment for the following year. On or before March 1, each faculty member shall notify the Executive Vice President for Academic Affairs and Provost whether the conditions of reappointment are acceptable. All negotiations concerning reappointment shall follow the normal channels of communication (department chair, school dean, Executive Vice President for Academic Affairs and Provost). Recommendations for reappointment are submitted to the President and Chief Executive Officer by the Executive Vice President for Academic Affairs and Provost in consultation with the school deans and department chairs. Contracts are awarded only upon approval of the Professional Development Plans. Information on Professional Development Plans is available in the section titled “Professional Development Plans” in this chapter.

EVALUATION BY STUDENTS The Student Opinion Survey (SOS) is an instrument designed to allow students to evaluate instructor performance and provide input for course improvement. Student Opinion Surveys are also used in promotion and tenure evaluations. It is important that faculty members adhere to the published guidelines for administering the SOS, especially regarding student anonymity, so that results are valid and useful. Students evaluate courses online and results are sent to school deans who forward them to individual instructors.

PROMOTION The University awards promotions either through standard promotion or the Teaching Excellence Program.

Standard Promotion in Rank Advancement in rank is the means by which the academic community recognizes and rewards achievement in several or all categories of academic endeavor. Faculty promotions must be looked upon not only as an instrument to attract, reward, and retain faculty members for meritorious performance as teachers and investigators, but also as a measure of what an institution of higher learning is and represents. An institution where promotion is motivated largely by length of service or as a deterrent to faculty turnover certainly differs academically from one where composite evidence of sustained and quality research, teaching, and service are important requisites for advancement.

08-07#1 23 A measure of the academic quality of a school may be obtained by comparing the ranks and academic attainments of its faculty members with their peers in other institutions. Thus, faculty promotions must be regarded seriously, approached with care and attention to detail, and made in recognition of academic development and accomplishments. The faculty member, the department chair, or the school dean may initiate the application for promotion for the faculty member. If a faculty member desires a promotion, an intent to apply must be listed in the most recently approved Professional Development Plan. A faculty member may apply for and receive only one of the following recognitions in any one academic year: tenure, promotion, or sabbatical leave.

Minimal Degree and Time-in-Rank Requirements For full-time ORU faculty members, the minimal degree and time requirements for applying for promotion to the ranks above instructor follow:

Assistant Professor: Terminal degree from an accredited institution (defined in each school’s section of chapter 4 in this handbook) appropriate to instructional assignment.

Associate Professor: Doctoral or terminal degree from an accredited institution (defined in each school’s section of chapter 4 in this handbook) appropriate to instructional assignment plus three years in the rank of assistant professor at ORU.

Professor: Doctoral or terminal degree from an accredited institution (defined in each school’s section of chapter 4 in this handbook) appropriate to instructional assignment plus three years in the rank of associate professor at ORU.

Timelines For full-time ORU faculty members, the timelines for promotion are as follows:

Assistant Professor: Promotion from full-time instructor to full-time assistant professor is automatic on completion of the terminal degree.

Associate Professor: The application process is as follows: 1. The applicant submits to the department chair an intention to apply for promotion no earlier than the spring of the third year as assistant professor at ORU. (Assistant professors who have previously served seven years as full-time instructors at ORU may submit a letter of intent during the spring of the second year as assistant professor and submit the application for promotion during the third year.) 2. At the beginning of the following fall semester (no earlier than the fourth year as assistant professor at ORU), the applicant prepares and submits a promotion application to the department chair that follows the guidelines in the section titled “Guidelines for Promotion Application.” The application should show evidence of meeting the items listed in the section titled “Promotion Criteria” as well as adhere to the published deadlines of the school in which the faculty member has his or her primary appointment. 3. The faculty member’s chair submits three peer rating forms to the school dean, one filled out by the chair and two by department colleagues selected by the faculty member and approved by the department chair. (If the applicant is a chair, the school dean assigns a senior faculty member to complete the Peer Rating Form.) 4. The applicant requests that a letter of recommendation from the chair of an ORU committee (ad hoc or permanent) on which the applicant has served be forwarded to the school dean. 5. Four independent reviewers (usually faculty members, chairs, deans) observe the applicant in the classroom and forward evaluations to the school dean. 24 6. The school dean assembles all promotion application materials (such as peer rating forms and classroom evaluations) and makes them available to the promotion committee. 7. A promotion committee reviews the applicant’s promotion application materials and makes its recommendations to the school dean. 8. After receiving the promotion committee’s recommendation and reviewing the applicant’s promotion application materials, the school dean makes a recommendation to the Executive Vice President for Academic Affairs and Provost. 9. After receiving the school dean’s recommendation and reviewing the applicant’s promotion application materials, the Executive Vice President for Academic Affairs and Provost makes a recommendation to the President and the Board of Regents, who act upon it during their fall semester board meeting. 10. If awarded, the promotion becomes effective the fall semester of the academic year following the year of application.

Professor: The application process is as follows: 1. The applicant submits to the department chair an intention to apply for promotion during the spring of the third year as associate professor at ORU. 2. At the beginning of the following fall semester (no earlier than the fourth year as associate professor at ORU), the applicant prepares and submits a promotion application to the department chair that follows the guidelines in the section titled “Guidelines for Promotion Application.” The application should show evidence of meeting the items listed in the section titled “Promotion Criteria” as well as adhere to the published deadlines of the school in which the faculty member has his or her primary appointment. 3. The faculty member’s chair submits three peer rating forms to the school dean, one filled out by the chair and two by department colleagues selected by the faculty member and approved by the department chair. (If the applicant is a chair, the school dean assigns a senior faculty member to complete the Peer Rating Form.) 4. The applicant requests that a letter of recommendation from the chair of an ORU committee (ad hoc or permanent) on which the applicant has served be forwarded to the school dean. 5. Four independent reviewers (usually faculty members, chairs, deans) observe the applicant in the classroom and forward evaluations to the school dean. 6. The school dean assembles all promotion application materials (such as peer rating forms and classroom evaluations) and makes them available to the promotion committee. 7. A promotion committee reviews the applicant’s promotion application materials and makes its recommendations to the school dean. 8. After receiving the promotion committee’s recommendation and reviewing the applicant’s promotion application materials, the school dean makes a recommendation to the Executive Vice President for Academic Affairs and Provost. 9. After receiving the school dean’s recommendation and reviewing the applicant’s promotion application materials, the Executive Vice President for Academic Affairs and Provost makes a recommendation to the President and the Board of Regents, who act upon it during their fall semester board meeting. 10. If awarded, the promotion becomes effective the fall semester of the academic year following the year of application.

Promotion Criteria After satisfying the terminal degree requirement and time-in-rank requirement, faculty members being considered for promotion are evaluated by the criteria in items 1-5 that appear at the end of this section. Advancement in rank is based upon one’s professional expertise and stature in the academic

08-07#1 25 community, both within the University and among one’s colleagues outside the University. Therefore, those criteria pertaining to one’s professional activities—scholarship within the discipline, instruction and advisement, and involvement in professional organizations (items 3-5)—are of primary concern in considering the applicant for promotion. In particular, the applicant for the rank of associate professor must provide evidence of a continuing effort and achievement in research, performance, publication, or presentation of papers. The applicant for the rank of professor must provide evidence of achievement (above and beyond that presented for associate rank) in research, performance, publication, or presentation of papers, including at least one significant creative achievement for peer evaluation. The first item in the list of criteria (spiritual commitments) emphasizes the distinctive nature of Oral Roberts University. ORU is a Christian, charismatic institution that (1) wishes to encourage and preserve the charismatic dimension of the Christian faith, (2) assumes that a faculty member applying for advancement in rank or tenure has released the prayer language of the indwelling Holy Spirit as St. Paul did and taught in 1 Corinthians 14:14-15, when he said, “. . . I will pray with the Spirit, and I will pray with the understanding also,” and (3) expects that the faculty member is willing to assist others in this experience. A faculty member who has not yet released the prayer language is evaluated on the basis of his or her belief that the Scriptures sanction praying with the Spirit and on the faculty member’s understanding of and progress toward this experience in his or her own life.

Also in the first item, the words “open” and “openness,” as used in relating to the prayer language, mean that the individual earnestly desires to release the prayer language of the Spirit. In relation to prayer language and all other references, the words imply an integrity of “openness” whereby a person with a positive attitude desires to hear and receive spiritual and Biblical guidance without resistance. In other words, the person has a genuine desire to search the Scriptures with a belief in the truth of the Scriptures. At any time when “openness” is a factor to be determined, such “openness” must be demonstrated to the satisfaction of the dean of the school of the individual faculty member.

1. Spiritual Commitments a. Confesses to be a child of God, redeemed by the life, death, and resurrection of Jesus Christ, who has sent the Comforter, the Holy Spirit, to abide within. b. Is open to releasing the prayer language of the indwelling Holy Spirit, as St. Paul did and taught in 1 Corinthians 14:14-15, when he said, “. . . I will pray with the Spirit, and I will pray with the understanding also,” and is willing to assist others in this experience. c. Is manifesting the fruit of the Holy Spirit (Galatians 5:22-23, 25) and is desiring the gifts of the Holy Spirit (1 Corinthians 12:1-14) as an expression of love for all people in service through a community of faith and lay witness ministry in the world. 2. Faculty Service and Relations a. Loyal commitment to the superordinate goals of the Institution. Agrees with and is supportive of the mission of Oral Roberts University. b. Performance of University assignments. c. Cooperation. d. Positive attitude and maturity. 3. Instruction and Advisement a. Mastery of subject; standard knowledge; and advanced, updated knowledge. b. Creativity in improving courses. c. Load of course work. d. Effectiveness of teaching. e. Advisement of students. 4. Scholarship within the Discipline a. Quality—refereed publications, refereed presentations delivered at professional meetings, and juried creative works. 26 b. Significance—recognized in the discipline and research-based (as defined in the discipline). c. Quantity—completed since last promotion and sufficient to justify advancement. d. Partial or principal contributor—significant contributor to the work. 5. Professional Activities for Personal Advancement a. Professional organization(s)—membership in, attendance at, or participation in meetings; positions of responsibility; and service to the organization. b. Advanced study. c. Community service. d. Honors and awards (local, state, national, international).

Guidelines for Promotion Application The quality of submitted materials, rather than the quantity, is used to judge the merit of the applicant for promotion. Applicants should take special care to adhere to the following guidelines: 1. All materials submitted for promotion should be in a binder. The name of the applicant, desired rank, and the department name must be on the cover. 2. A table of contents should be included, and plastic tabs should separate the sections of the bound application packet. Often application packets are organized around the vita/resume and the five promotion criteria listed in the previous section of this handbook. 3. The vita/resume should include information on educational background, employment experience, publications, professional activities, and university and public service. The most recent Faculty Development Plan should also be included in this section. 4. The sections on “Spiritual Commitments” (criterion 1) and “Faculty Service and Relations” (criterion 2) are often each addressed with reports and supporting documents. 5. “Instruction and Advisement” (criterion 3) must include a signed statement that the applicant has complied with the required written procedure for administering the student opinion surveys for the last two semesters. This section may also include descriptions of contributions the applicant has made to curriculum development, department advisement, and improvements in pedagogy. Faculty development efforts (continuing education and workshops, for example) are generally summarized in this section. 6. The section on “Publications or Delivery of Professional Papers or Creative Works” (criterion 4) often contains copies of published works, pictures, programs, bulletins, tables of contents, lists of presentations, or similar documents reflecting creative works developed since the last promotion. 7. The section on “Professional Activities and Personal Advancement” (criterion 5) typically contains copies of awards and citations, newspaper clippings, and evidence of membership, active participation, and leadership in professional organizations.

Promotion through the Teaching Excellence Program The Teaching Excellence Program is designed to provide full-time faculty members an alternate path to promotion to the assistant or associate professor rank. The intent of the Teaching Excellence Program is not only to reward excellent teaching, but also to help good teachers develop in all professional areas. If a faculty member desires to enter the Teaching Excellence Program, an intent to apply must be listed in the most recently approved Professional Development Plan. A maximum of three new candidates University-wide (two in Arts and Sciences and one in the other schools combined) is accepted into the Teaching Excellence Program each year.

Promotion to Assistant Professor The Teaching Excellence Program for promotion to assistant professor is designed for faculty members who choose not to pursue a doctorate, but to dedicate themselves to excellence in teaching. This program does not preclude pursuing a doctorate at a later time. The program spans three semesters beginning with the fall semester in which the teacher is accepted into the Teaching Excellence Program, as explained in #4 of “Candidacy Requirements,” which follows.

08-07#1 27 Candidacy Requirements 1. A master’s degree and a minimum of at least six continuous years of full-time teaching at Oral Roberts University. These two requirements must be completed before requirement #2 can be satisfied. 2. A signed request to enter the Teaching Excellence Program, submitted to the department chair by September 1. The two criteria in requirement #1 must be completed before the signed letter of request may be submitted. 3. Joint approval by the department chair and dean, influenced significantly by the quality of the Professional Development Plan written by the faculty member and agreed to by the department chair. The Professional Development Plan must include additional course work and/or acquired knowledge, as explained in #3 of the section titled “Assessment Criteria and Evidence.” Approval is based on the criteria stated in the section titled “Assessment Criteria and Evidence.” 4. Acceptance into the program. A maximum of three new candidates University-wide (two in Arts and Sciences and one in the other schools combined) is accepted into the Teaching Excellence Program each year. Acceptance is based on teaching performance, loyalty to the University and its mission, evidence of participation in professional organizations, additional studies or acquired knowledge in or beyond area of expertise, and community service. By October 1, the dean notifies the applicant whether or not he or she has been accepted into the program.

Evaluation Process 1. Each candidate is assigned an Assessment Committee, which guides and evaluates the progress of the candidate through the three-semester process. The committee is composed of the school dean, the department chair, and three faculty members: one selected by the dean, one selected by the department chair, and one selected by the candidate. 2. The committee meets with the candidate four times during the three semesters, once during semesters one and three and twice during semester two. 3. Before each committee meeting, the candidate shall provide all the materials stipulated for that meeting, according to the timeline provided in this section of the handbook. 4. Each committee member observes the candidate’s classroom performance three or four times— two times during semester two and one or two times during semester three.

Timeline The following timeline serves as a guide for the process. Any date that falls on a Saturday or Sunday should be replaced by the date of the following Monday. These activities should take place during semester one. September 1 Deadline for submitting written request for admission into the Teaching Excellence Program to chair.

September 7 Department chair submits candidate’s name to school dean.

September 15 School dean submits candidate’s name to Executive Vice President of Academic Affairs.

September 21 Executive Vice President of Academic Affairs notifies school dean of candidate’s acceptance/non-acceptance into program who, in turn, notifies department chair.

October 1 Notification of acceptance/non-acceptance into program.

October 10 Teaching Excellence candidate is assigned an Assessment Committee.

October (last week) Candidate’s first meeting with Assessment Committee to (1) discuss the Professional Development Plan; (2) discuss Teaching Excellence 28 guidelines, assessment forms, and expectations; and (3) examine and discuss syllabi, tests, and lesson plans from previous semester and any intended revisions.

These activities should take place during semester two. January (1st week) Candidate provides Assessment Committee with syllabi, tests, and lesson plans for fall semester.

January First observation of classroom teaching by committee members; each observer submits a written evaluation of the observation to the committee chair.

February (2nd week) Candidate’s second meeting with Assessment Committee to discuss teaching observations/evaluations and recommendations and to review progress in meeting the objectives in the candidate’s Professional Development Plan. The candidate may be asked to leave the room during part of this discussion.

February-March Second observation of classroom teaching by committee members; each observer submits written evaluation of the observation to the committee chair.

April (1st week) Candidate’s third meeting with Assessment Committee to discuss (1) results of observations/evaluations as they relate to pedagogy, objectives, tests, and lesson plans and (2) results of the Student Opinion Survey. The candidate may be asked to leave the room during part of this discussion.

These activities should take place during semester three. August Candidate provides Assessment Committee with syllabi, tests, and lesson plans for spring semester.

Third observation of classroom teaching by committee members; each observer submits written evaluation of the observation to committee chair.

September Fourth observation of classroom teaching, if deemed necessary by committee members; each observer submits written evaluation of the observation to committee chair.

October (2nd-3rd week) Candidate administers Student Opinion Survey to all classes.

November (1st week) Candidate’s fourth meeting with the committee to discuss (1) pedagogy, objectives, tests, and lesson plans in relation to teaching observed in classroom, (2) results of the Student Opinion Survey, and (3) Professional Development Plan.

Committee makes one of three recommendations without candidate present: (1) advancement in rank subject to approval by the administration and Board of Regents, (2) denial of promotion, or (3) candidate be retained in program for a second year. In this third case, second and third semesters of the process would be repeated; however, the candidate has the option to withdraw from the process, if so desired.

08-07#1 29

November Seven days after meeting, the school dean notifies candidate in writing of committee’s decision.

Upon completion of the Teaching Excellence Program, candidates who have been recommended for advancement by their committee may compile materials collected during the program and submit them in notebook form to the school dean for approval by the administration and Board of Regents at their fall semester meeting. If awarded, the promotion becomes effective the fall semester of the following academic year.

Assessment Criteria and Evidence The following criteria are used to evaluate the candidate’s performance both within and beyond the classroom. The criteria are similar to the promotion guidelines for advancement in rank in the section titled “Evaluation.” The order of the criteria does not imply the relative importance of the criteria in the assessment process.

1. Teaching Performance a. Criterion—Mastery of subject demonstrated by up-to-date content, syllabi, and course calendars detailing assignments and due dates. Evidence—Documents reviewed by Assessment Committee. b. Criterion—Mastery of teaching skills/methodology, creativity demonstrated in content presentation, and appropriate methods of assessing student performance. Evidence—Assessment by committee members. At least 90% of the students (as indicated on the Student Opinion Surveys) and all Assessment Committee members (on evaluations of classroom observations) rate the teacher as excellent or good during semesters two and three of the candidacy process. c. Criterion—Spiritual goals of the University and Biblical truths incorporated into teaching methods and course content. Evidence—Evaluation of classroom teaching by the Assessment Committee. 2. Professional Activities a. Criterion—Regular participation in faculty activities (e.g., chapel, faculty chapel, faculty senate, and University Faculty Assembly meetings) and adherence to posted office hours (minimum of 7½ hours per week). Evidence—Assessment by department chair. b. Criterion—Membership and significant participation in professional organizations, such as presentations, delivery of professional papers/creative works, and panel discussions. Evidence—Samples of professional or creative works; letters from persons in leadership in professional organizations verifying candidate’s participation. 3. Additional Studies a. Criterion—Acquired knowledge in additional area or area of expertise. Evidence—Documentation or demonstration of additional knowledge. b. Criterion—Successful completion of a minimum of three additional hours of graduate work or a special study project in the area of expertise or a related area. Course work to be taken must be agreed upon by the committee in concert with the candidate during the initial meeting of the assessment process. Recent post-master’s graduate studies may or may not satisfy some or all of this requirement. Evidence—Official transcript of grades. An “A” or “B” is an acceptable grade. In certain committee-approved courses, a grade of “S” (Satisfactory) or “P” (Pass) is appropriate. Evidence—Completed project to advance the teaching techniques of the applicant and also to help others (teachers or students). 4. Community Service a. Criterion—Active involvement in local church. Evidence—A letter from the pastor. 30 b. Criterion—Service to the community. Evidence—A letter of verification from an appropriate person.

Promotion to Associate Professor The Teaching Excellence Program for promotion to associate professor is designed for faculty members who have a doctoral degree and choose not to focus on research, but rather to dedicate themselves to excellence in teaching. The program spans three semesters beginning with the fall semester in which the teacher is accepted into the Teaching Excellence Program, as explained in #4 of “Candidacy Requirements,” which follows.

Candidacy Requirements 1. A doctoral degree within an appropriate content area and a minimum of six continuous years of full-time teaching at Oral Roberts University. These two requirements must be completed before requirement #2 can be satisfied. 2. A signed request to enter the Teaching Excellence Program, submitted to the department chair by September 1. The two criteria in requirement #1 must be completed before the signed letter of request may be submitted. 3. Joint approval by the department chair and dean, influenced significantly by the quality of the Professional Development Plan, written by the faculty member and agreed to by the department chair. The Professional Development Plan must include additional course work and/or acquired knowledge, as explained in #3 of the section titled “Assessment Criteria and Evidence.” Approval is based on the criteria stated in the section titled “Assessment Criteria and Evidence.” 4. Acceptance into the program. A maximum of three new candidates University-wide (two in Arts and Sciences and one in the other schools combined) is accepted into the Teaching Excellence Program each year. Acceptance is based on teaching performance, loyalty to the University and its mission, evidence of participation in professional organizations, additional studies or acquired knowledge in or beyond area of expertise, and community service. By October 1, the dean notifies the applicant whether or not he or she has been accepted into the program.

Evaluation Process 1. Each candidate is assigned an Assessment Committee, which guides and evaluates the progress of the candidate through the three-semester process. The committee is composed of the school dean, the department chair, and three faculty members: one selected by the dean, one selected by the department chair, and one selected by the candidate. 2. The committee meets with the candidate four times during the three semesters, once during semesters one and three and twice during semester two. 3. Before each committee meeting, the candidate shall provide all the materials stipulated for that meeting, according to the timeline provided in this section of the handbook. 4. Each committee member observes the candidate’s classroom performance three or four times— two times during semester two and one or two times during semester three.

Timeline The following timeline serves as a guide for the process. Any date that falls on a Saturday or Sunday should be replaced by the date of the following Monday. These activities should take place during semester one. September 1 Deadline for submitting written request for admission into the Teaching Excellence Program to chair.

September 7 Department chair submits candidate’s name to school dean.

September 15 School dean submits candidate’s name to Executive Vice President of Academic Affairs.

08-07#1 31 September 21 Executive Vice President of Academic Affairs notifies school dean of candidate’s acceptance/non-acceptance into program who, in turn, notifies department chair.

October 1 Notification of acceptance/non-acceptance into program.

October 10 Teaching Excellence candidate is assigned an Assessment Committee.

October (last week) Candidate’s first meeting with Assessment Committee to (1) discuss the Professional Development Plan; (2) discuss Teaching Excellence guidelines, assessment forms, and expectations; and (3) examine and discuss syllabi, tests, and lesson plans from previous semester and any intended revisions.

These activities should take place during semester two. January (1st week) Candidate provides Assessment Committee with syllabi, tests, and lesson plans for fall semester.

January First observation of classroom teaching by committee members; each observer submits a written evaluation of the observation to the committee chair.

February (2nd week) Candidate’s second meeting with Assessment Committee to discuss teaching observations/evaluations and recommendations and to review progress in meeting the objectives in the candidate’s Professional Development Plan. The candidate may be asked to leave the room during part of this discussion.

February-March Second observation of classroom teaching by committee members; each observer submits written evaluation of the observation to the committee chair.

April (1st week) Candidate’s third meeting with Assessment Committee to discuss (1) results of observations/evaluations as they relate to pedagogy, objectives, tests, and lesson plans and (2) results of the Student Opinion Survey. The candidate may be asked to leave the room during part of this discussion.

These activities should take place during semester three August Candidate provides Assessment Committee with syllabi, tests, and lesson plans for spring semester.

Third observation of classroom teaching by committee members; each observer submits written evaluation of the observation to committee chair.

September Fourth observation of classroom teaching, if deemed necessary by committee members; each observer submits written evaluation of the observation to committee chair.

October (2nd-3rd week) Candidate administers Student Opinion Survey to all classes.

32 November (1st week) Candidate’s fourth meeting with the committee to discuss (1) pedagogy, objectives, tests, and lesson plans in relation to teaching observed in classroom, (2) results of the Student Opinion Survey, and (3) Professional Development Plan.

Committee makes one of three recommendations without candidate present: (1) advancement in rank subject to approval by the administration and Board of Regents, (2) denial of promotion, or (3) candidate be retained in program for a second year. In this third case, second and third semesters of the process would be repeated; however, the candidate has the option to withdraw from the process, if so desired.

November Seven days after meeting, the school dean notifies candidate in writing of committee’s decision.

Upon completion of the Teaching Excellence Program, candidates who have been recommended for advancement by their committee may compile materials collected during the program and submit them in notebook form to the school dean for approval by the administration and Board of Regents at their fall semester meeting. If awarded, the promotion becomes effective the fall semester of the following academic year.

Assessment Criteria and Evidence The following criteria are used to evaluate the candidate’s performance both within and beyond the classroom. The criteria are similar to the promotion guidelines for advancement in rank in the section titled “Evaluation.” The order of the criteria does not imply the relative importance of the criteria in the assessment process.

1. Teaching Performance a. Criterion—Mastery of subject demonstrated by up-to-date content, syllabi, and course calendars detailing assignments and due dates. Evidence—Documents reviewed by Assessment Committee. b. Criterion—Mastery of teaching skills/methodology, creativity demonstrated in content presentation, and appropriate methods of assessing student performance. Evidence—Assessment by committee members. At least 90% of the students (as indicated on the Student Opinion Surveys) and all assessment committee members (on evaluations of classroom observations) rate the teacher as excellent or good during semesters two and three of the candidacy process. c. Criterion—Spiritual goals of the University and Biblical truths incorporated into teaching methods and course content. Evidence—Evaluation of classroom teaching by the Assessment Committee. 2. Professional Activities a. Criterion—Regular participation in faculty activities (e.g., chapel, faculty chapel, faculty senate, and University Faculty Assembly meetings) and adherence to posted office hours (minimum of 7½ hours per week). Evidence—Assessment by department chair. b. Criterion—Membership and significant participation in professional organizations, such as presentations, delivery of professional papers/creative works, and panel discussions. Evidence—Samples of professional or creative works; letters from persons in leadership in professional organizations verifying candidate’s participation. 3. Additional Studies a. Criterion—Acquired knowledge in additional area or area of expertise. Evidence—Documentation or demonstration of additional knowledge.

08-07#1 33 b. Criterion—Successful completion of a minimum of three additional hours of graduate work or a special study project in the area of expertise or a related area. Course work to be taken must be agreed upon by the committee in concert with the candidate during the initial meeting of the assessment process. Recent post-doctoral studies may or may not satisfy some or all of this requirement. Evidence—Official transcript of grades. An “A” or “B” is an acceptable grade. In certain committee-approved courses, a grade of “S” (Satisfactory) or “P” (Pass) is appropriate. Evidence—Completed project to advance the teaching techniques of the applicant and also to help others (teachers or students). 4. Community Service a. Criterion—Active involvement in local church. Evidence—A letter from the pastor. b. Criterion—Service to the community. Evidence—A letter of verification from an appropriate person.

TENURE The granting of tenure is one of the highest honors the academic community of Oral Roberts University can bestow upon its faculty members. Tenure is a mutual sign and commitment by which the continuity of the educational goals of the University is assured. By granting tenure, the University publicly affirms a person as reflecting the University’s mission and exemplifying its lifestyle; by accepting the status, the faculty member publicly affirms his or her commitment to the University’s goals. Tenure is normally granted to one who, in the estimation of peers, has made significant contributions in the area of service to the University, exhibits strong spiritual commitments, and demonstrates excellent teaching abilities. Tenure is not generally given to one who lacks the terminal degree in his or her academic field. If a faculty member desires tenure, an intent to apply must be listed in the most recently approved Professional Development Plan. The number of faculty members who may hold tenured status in each school may not exceed 50% of the particular school’s regular full-time faculty. No department of a school may have all its regular full-time faculty members tenured at any one time.

Tenured Status and Benefits Tenured status at the University is conferred upon certain faculty members. Conferment of tenure has the effect of an agreement between the Board of Regents and the tenured faculty member that (1) the University annually offers to the tenured faculty member a three-year contract for employment in a full-time position on the faculty, unless tenured status has been or is terminated or suspended under the provisions of the section titled “Termination and Reinstatement of Tenured Status” and that (2) the tenured faculty member may accept the three-year contract so offered within the usual 15-day period and execute the same. Tenure benefits include a one-level advancement on the full-time faculty salary scale and, when available, parking privileges in the executive parking lot.

Responsibilities and Functions of Tenured Faculty 1. To follow the procedures regarding tenure outlined in this chapter. 2. To help to preserve the University’s founding vision and superordinate goals by doing the following: a. Exemplifying the ORU lifestyle, as outlined in the Founding Vision, Mission, and Honor Code Pledge. b. Promoting faculty support of the University’s superordinate goals. c. Providing influence and leadership across the disciplines. d. Serving on faculty hiring committees. e. Recommending and approving faculty for tenure. f. Supporting deserving faculty members in the promotion process. g. Serving as mentors to junior faculty. 34 h. Helping students experience active, Spirit-filled lives. i. Providing help with University issues and interests, at the request of the administration. 3. To support the needs and interests of faculty members at large. 4. To sponsor faculty forums on topics of interest to the ORU community.

Eligibility Any regular full-time assistant professor, associate professor, or professor with a terminal degree appropriate to the teaching assignment is eligible to apply and be considered for tenure, only after having served a probationary period according to the following schedule:

Assistant Professor Seven years, all of which must have accrued as a full-time faculty member in the assistant rank at Oral Roberts University.

Associate Professor Five years, all of which must have accrued as a full-time faculty member in the rank of assistant professor or above at Oral Roberts University.

Professor Three years, all of which must have accrued as a full-time faculty member in the rank of assistant professor or above at Oral Roberts University.

Tenure for faculty members who become full-time administrators is discussed in chapter 4 titled “Administration” in this handbook.

Procedures Leading to Tenured Status Tenured status does not become effective automatically upon satisfaction of the eligibility requirements, but must be conferred by the Board of Regents at its discretion after receiving recommendations in the following manner: 1. Early in the spring semester, the Faculty Records Administrator provides to the dean of each school the list of those will be eligible to apply for tenured status the following fall semester. 2. Any faculty member wishing to apply for tenure must send a letter of intent through his or her department chair to the school dean during the semester prior to applying. 3. The school dean notifies all those who have indicated an intent whether or not they are eligible to apply. 4. Any eligible faculty member may submit evidence of achievement following the guidelines under the section titled “Promotion Criteria.” This evidence shall be in the form of portfolios submitted no later than September 15. Portfolios (with tabs) must contain an application (maximum 10 pages) that includes a curriculum vita and is organized using the five items in the section titled “Promotion Criteria” in this chapter. It should also contain appendices that include supporting documents such as journal articles/books and other works created by the faculty member; CDs, photographs, or evidence of scholarly research or performance; or any other documentation that the faculty member deems supportive of the application. The appendices must include the Professional Development Plan and the most recent results of the Student Opinion Survey. 5. The chair of the Council of Tenured Faculty receives a list of eligible applicants from the school dean and completes the following tasks: a. Gathers letters of recommendation from faculty members both inside and outside of the applicants’ school (or department if in the School of Arts and Sciences). b. Appoints a subcommittee that must include faculty members from the applicant’s own school or department (if in the School of Arts and Sciences) to carefully review the portfolios that have been submitted and make a written recommendation to the council. (The entire council may be appointed to serve as the subcommittee.) c. Invites all council members to review the portfolios. 6. The Council of Tenured Faculty meets to consider the recommendations of the subcommittee and to vote on them. The council’s recommendations are sent in writing to the school dean.

08-07#1 35 7. The dean adds his or her recommendations and forwards them to the Executive Vice President for Academic Affairs and Provost. 8. The Executive Vice President for Academic Affairs and Provost adds recommendations and forwards them to the President and Chief Executive Officer. 9. The President and Chief Executive Officer adds recommendations and forwards them to the Board of Regents. 10. The Board of Regents makes the final decisions concerning granting tenured status to faculty members. These decisions are usually based upon the recommendations it receives and are generally done during its fall meeting. 11. The President and Chief Executive Officer conveys the Board of Regents’ decisions to the Executive Vice President for Academic Affairs and Provost, who then notifies the school deans. 12. The deans communicate the Board of Regents’ decisions to the faculty members as soon as possible after the Board of Regents’ meeting. 13. Tenured status becomes effective with the next contract begins.

Timeline The criteria by which tenured status should be granted are listed under the section titled “Promotion Criteria”; however, the Board of Regents shall have complete discretion in making this evaluation and in conferring tenured status. The following timeline serves as a guide for the process. Any date that falls on a Saturday or Sunday should be replaced by the date of the following Monday. April The department chair examines the list of eligible persons in his or her department and discusses with the school dean whether a person should be encouraged to apply. The dean sends recommendations to the chair of the Council of Tenured Faculty (CTF) who then proceeds with the application process.

April The candidate sends a letter of intent through the department chair to the school dean.

July (2nd week) The CTF chair sends the required forms to eligible candidates.

August Tenured faculty members within the candidate’s department submit a letter of evaluation to the CTF chair. (Faculty members are selected jointly by the CTF chair and the candidate’s department chair.) The form is included in this packet.

August (3rd week) The candidate submits bound (portfolio style) tenure application material to his or her department chair. Guidelines for the portfolio are included in this packet. Quality is more important than quantity. September 1 Tenure evaluations from three tenured faculty members outside the candidate’s department are due to the CTF chair. (Faculty members are selected by the CTF chair.) The form is included in this packet.

The candidate signs and submits the agreement of confidentiality to the CTF chair. The agreement form is included in this packet.

September (1st week) Candidates are observed in class by the department chair, Dean of Instruction, and two Council of Tenured Faculty representatives selected by the CTF chair. The department chair is responsible for coordinating the classroom visits and ensuring that the classroom observation sheets are inserted in the proper applications.

36 September (2nd week) CTF members review the tenure applications in the office of the secretary to the Dean of the School of Arts and Sciences. (The CTF chair may create subcommittees in order to divide the applications by disciplines.)

September (third week) The Council of Tenured Faculty meets to discuss, vote, and make recommendations for tenure.

Tenure recommendations are sent to the school dean and the Executive Vice President of Academic Affairs.

October The Executive Vice President for Academic Affairs and Provost adds recommendations and forwards them to the President and Chief Executive Officer. The President and Chief Executive Officer adds recommendations and forwards them to the Board of Regents.

November The Board of Regents makes the final decisions concerning granting tenured status to faculty members. The President and Chief Executive Officer conveys the Board of Regents’ decisions to the Executive Vice President for Academic Affairs and Provost, who then notifies the school dean. The dean communicates the Board of Regents’ decisions to the faculty members as soon as possible after the Board of Regents’ meeting.

Tenured status does not become effective automatically upon satisfaction of the eligibility requirements, but must be conferred by the Board of Regents. Tenured status becomes effective when the next contract begins.

Termination and Reinstatement of Tenured Status Tenured status, once conferred, shall continue, except in the following cases: 1. Upon resignation or voluntary termination of full-time employment by a tenured faculty member, tenured status shall automatically terminate along with any contractual obligations. 2. Under extraordinary circumstances due to financial exigencies, the Board of Regents may terminate tenured status by notifying the affected faculty members of its action. 3. If the program in which a tenured faculty member teaches does not have enough students (FTEs) to justify the employment of the current number of full-time tenured faculty members, those with the most time in tenure are given preference. 4. If a tenured faculty member refuses to sign a contract and is not granted an extension for signing the contract, tenured status shall be automatically suspended. In this case, the Board of Regents shall decide whether to reinstate or terminate tenure, as described in this section. 5. Prior to the expiration of a tenured faculty member’s three-year contract, the University may terminate the tenured status or employment of the faculty member for any of the following causes: a. Failure to maintain a high degree of competence. Competence is demonstrated by classroom performance and teaching ability; scholarly research, writing, and creative work; and participation in professional activities. b. Failure to perform reasonable faculty duties, as assigned, in a highly competent manner. c. Intransigent actions or expressions in opposition to, or inconsistent with, the religious mission of the University. d. Misconduct involving moral turpitude or the commission of a state or federal felony. e. Failure to conform to and comply with administrative policies of the University or the particular department or school of the faculty member.

08-07#1 37 Complaints against a tenured faculty member must be initiated through the administration of the University. If the President and Chief Executive Officer and Board of Regents determine that there is a probable cause for termination of tenured status, they may either dismiss the faculty member from employment by the procedure set forth under the section titled “Dismissal and Dismissal Grievance Procedure,” or withhold the next three-year contract of the faculty member. In either case, the tenured status shall be automatically suspended pending the final decision of the Board of Regents. In the event the faculty member’s contract is withheld, the administration shall, prior to the beginning of the second year of the faculty member’s contract, provide the appropriate Council of Tenured Faculty with a complete statement of the reasons for its action against the faculty member, along with its recommendations for correcting alleged inadequacies. The Council of Tenured Faculty of the school reviews the statement, affords the faculty member a hearing, makes whatever investigation is necessary, and, prior to the commencement of the final year of the faculty member’s contract, makes its recommendations to the Executive Vice President for Academic Affairs and Provost concerning the status of the faculty member. The Executive Vice President for Academic Affairs and Provost, after affording the faculty member a hearing, shall make a recommendation to the President and Chief Executive Officer. The President and Chief Executive Officer shall make a recommendation to the Board of Regents, and the Board of Regents shall make the final decision either to reinstate or terminate tenured status based upon the recommendations it receives and its review of the situation. If the Board of Regents decides to reinstate tenured status, it shall offer the faculty member a new three-year contract, and upon acceptance by the faculty member, the suspension shall automatically end. If the Board of Regents decides to end tenured status, it may terminate the faculty member’s employment in one of two ways: 1. By not offering the faculty member a new three-year contract and allowing the current contract to expire at the end of its three-year term. If a new contract for employment as a full-time faculty member is not offered on or before February 15 of the final year of the contract, then the faculty member shall be considered to be dismissed as of the end of the current contract and may, no later than 14-calendar days following March 1, institute grievance procedures as described in the section titled “Dismissal.” 2. By directing the administration to begin dismissal procedures, as explained in the section titled “Dismissal.” If dismissal procedures are begun by the administration at the direction of the Board of Regents, the faculty member may institute grievance procedures, as described in the section titled “Dismissal and Grievance Procedures.”

RESIGNATION It is customary for any faculty member, either tenured or non-tenured, who does not intend to continue employment at the University to notify the University administration in writing of that intent at the beginning of the last year, but in no case later than the beginning of the last semester he or she intends to teach. Failure of a non-tenured faculty member to sign and return the faculty contract within the designated period constitutes an official resignation from the University.

RESPONSIBILITIES The faculty member has many responsibilities to the University, students, faculty, and administration. Following are the responsibilities of every faculty member:

Spiritual and Ethical 1. Chapel attendance is required of all full-time faculty members. Chapels are held for the benefit of faculty as well as students. 2. All full-time faculty members are expected to attend faculty chapels. They are also expected to attend all special faculty or University-wide meetings. This includes the annual State-of-the- University address where the President and Chief Executive Officer discusses philosophy, goals, and mission of the University. 38 3. Each year all full-time faculty members sign and all faculty members support the Honor Code Pledge. 4. Faculty members shall not use professional relationships with students or institutional facilities or privileges to further personal private gain. They shall accept no gratuities, gifts, or favors that might impair professional judgment, including remuneration for tutoring students enrolled in the University. Faculty members are expected to give needed assistance to their students. 5. Faculty members shall not use, directly or indirectly, the prestige and/or influence of the University in their personal affairs. For a faculty member to act for or on behalf of the University without prior approval is prohibited. The use of the University’s name, letterhead, or influence on behalf of any private individual member of the University community is strictly prohibited. 6. Faculty must adhere to all laws addressing the ethical use of others’ materials, whether it is in the form of print, video, multimedia, or computer software.

Class-Related 1. Office hours are to be posted and adhered to for student consultation. a. Every full-time faculty member needs to schedule and keep at least 7½ hours in his or her office per week and to be available to students at other times by appointment. Individual schools may establish additional requirements. b. It is recommended that faculty members, especially those teaching freshmen and sophomore- level students, should try to be available to students at some time during each school day. c. Part-time faculty members schedule office hours in accordance with department or school policy. d. Faculty members must file a copy of their weekly schedules with their department chairs and deans. 2. Faculty attendance is required for all classes to which they are assigned. All classes are to begin and end according to schedule. Prior notification to the department chair must precede any change (temporary or permanent) from the schedule. A faculty member must notify the department chair prior to an absence from class. 3. Every faculty member needs to adhere to attendance policies established at the University, school, and department levels. Individual class attendance policies are a part of each course syllabus. A record of class attendance is to be kept. 4. Faculty members are to deny class attendance to any enrolled student who is in violation of Student Handbook regulations. 5. Examinations and reports must conform to department policies. Final examinations are required in all courses and must conform to the published schedule. 6. Midterm and final grades for each course are to be submitted to the Registrar, via the Internet, within a set period established by the dean of the respective school. Each faculty member shall keep an accurate record of each student’s performance in a grade book or electronically. Materials relevant to student grades are considered to be the property of the University. These materials—including printed copies of electronic grade books—are to be submitted to the department secretary at the request of the department chair. 7. Faculty members should make safeguarding exams a high priority. Identical examinations should not be given in subsequent semesters. 8. No field trip, convocation, or other activity that conflicts with classes is to be scheduled without approval of the school dean. 9. If a faculty member leaves the employment of the University, all student records shall be deposited in the department files. 10. A syllabus is required for every course and must conform to the published syllabi guidelines. Some syllabi are prepared by individual teachers; others are prepared under the direction of the department chair. 11. Faculty members are expected to participate in ePortfolio activities related to their assigned classes, including assignment and rubric development, timely artifact assessment, and course/program improvement.

08-07#1 39 Professional 1. All full-time faculty members shall attend University, school, and departmental meetings. 2. All full-time faculty members need to be willing to serve on University, UFA, faculty senate, and/or department committees. 3. All full-time faculty members need to assist in the registration process. 4. Full-time faculty members are expected to share advisement duties within the department, including duties pertaining to the students’ ePortfolios. 5. All full-time faculty members are expected to participate in commencement exercises. 6. All full-time faculty members should engage in scholarly activity (e.g., research, publication, performance), hold membership and participate in professional organizations, and attend professional conferences. 7. Each full-time faculty member shall complete a Professional Development Plan annually and submit it to the department chair. This plan must address how the faculty member will stay current in both subject area and pedagogy. 8. All faculty members shall complete and submit paper work in a timely fashion. Examples include requests for faculty development/travel funds, employee expense vouchers, course syllabi, and Professional Development Plans. 9. Faculty members need to show courtesy to colleagues by promptly responding to phone calls, emails, and memos. 10. Faculty members should encourage the correct use of the English language, and they should be exemplary in their use of the English language. 11. Members of the faculty who are unable to fulfill their responsibilities must notify their immediate supervisors in advance, if possible.

Miscellaneous 1. All full-time faculty members shall engage in a healthy lifestyle that includes an aerobics exercise program. 2. All faculty members should be familiar with University documents relating to their assignments, including the catalog, this handbook, and the syllabi guidelines. 3. Faculty members are expected to be collegial (e.g., supporting colleagues and departmental activities) and to accept their fair share of extra-curricular duties (e.g. supporting student clubs).

PROFESSIONAL DEVELOPMENT The vibrancy of any academic community depends to a great extent on the degree to which its members consistently pursue professional improvement. Oral Roberts University offers opportunities to grow academically, professionally, and spiritually. The University values and supports research efforts to improve classroom performance, collaboration with the larger academic community, and initiatives that integrate faith and learning.

Professional Development Plans Each fall, every full-time faculty member needs to write or update a five-year Professional Development Plan (PDP). The plan outlines goals as well as strategies, needed resources, and timelines to meet those goals. The plans support the overall University strategic plan and are reviewed by school deans as part of the contract process. The most recently approved copy of the PDP is submitted along with the following: 1. Request for tuition assistance. 2. Request for funds to present papers. 3. Request for funds to represent the University at professional meetings, seminars, and workshops. 4. Application for promotion. 5. Application for tenure. 6. Application for sabbatical leave. 7. Application for intramural grants.

40 A template for the Professional Development Plan form is available on the ORU Intranet.

Intramural Grants The Oral Roberts University Faculty Assembly Research Committee accepts requests for research/project funds from full-time, ranked faculty. The committee assesses these proposals in light of the potential benefits to their respective fields; their potential for attracting extramural funding; availability of University funding; and their promotion of the University’s goals, programs, and commitments. If a faculty member desires an intramural grant, an intent to apply must be listed in the most recently approved Professional Development Plan.

Eligibility Applicants must be full-time faculty members. Applications submitted by faculty members who have received previous intramural grants will not be considered until an acceptable final report on the active work has been received. Faculty salaries and major equipment cannot be funded by intramural grants; however, the types of budget items that can be funded include the following: 1. Travel for research purposes (transportation, lodging). 2. Computerized data processing and computer software. 3. Materials and supplies essential to research. 4. Student, secretarial, and clerical assistants. 5. Photo-duplication and word processing. 6. Consulting.

Procedure Application forms with detailed instructions are available from the Office of Grants and Research. A completed application contains the following: 1. A completed route sheet with signatures of the project director, chair, dean, and Director of Grants and Research. 2. A one-page summary of the proposal that can be understood by members of the academic community outside of the applicant’s specialty and discipline. 3. A more detailed description of the proposal that includes the following: a. The purpose of the project. b. A description of the procedures to be followed in carrying out the project. c. A review of the literature. d. A realistic time schedule for completion of the project. e. A plan for dissemination of project results. f. A plan for evaluation. g. A description of potential for attracting extramural funding. h. A detailed description of facilities and arrangements. 4. Academic credentials (a résumé for each professional staff person working on the project). 5. An itemized budget sheet and a statement justifying budget items.

Timeline To ensure full consideration, each application must be submitted using the following procedures and timetable: January Applicant submits draft proposal to the Director of Grants and Research.

Director reviews proposal and returns it with suggestions.

February Applicant submits 10 copies of final proposal with all required documentation to the Director of Grants and Research, who forwards them to the UFA Research Committee.

08-07#1 41 The UFA Research Committee reviews proposal and makes one of the following recommendations to the UFA Executive Committee president: (1) fully fund, (2) partially fund, (3) refer to another funding body, or (4) deny funding.

The UFA Executive Committee president forwards recommended proposals to the Executive Vice President for Academic Affairs and Provost for final approvals.

March Awards are announced.

Accountability Each faculty member who receives an intramural grant through the Faculty Research Committee must submit a final report. This report is due the semester following completion of the project and should be turned in to the Director of Grants and Research. In addition, each faculty member makes a presentation to either the school or University faculty during the academic year following the completion of the project.

Professional Travel Annually, when available, funds distributed by individual schools facilitate undergraduate faculty travel to professional meetings. Active participation includes presenting papers, giving recitals or exhibitions, or serving as session chairs or officers of significant professional organizations. Representative participation means representing ORU by attendance at such meetings. Applicants may seek funding for either. If a faculty member desires funding, intent to apply must be listed in the most recently approved Professional Development Plan. Any individual initiating a funding request must do so using the application posted on the Faculty Development Pages . After returning from the funded activity, the faculty member must provide a brief written report to the school dean, noting the significance of the meeting, the value of it to ORU, further uses of his or her presentation (if there was such a presentation), and relationship of the experience to the faculty member’s Professional Development Plan.

Tulsa County Professional Development Consortium (The Eighth Floor) ORU is a founding member of the Tulsa County Professional Development Consortium, commonly referred to as the Eighth Floor. Through the Consortium, teachers are educated in the art and science of integrating technology into the classroom and using effective instructional strategies. The Eighth Floor provides professional development training and short-term (two to six hours) technology courses on special topics such as using PhotoShop, designing Web lessons, cutting edge technology, and researching on the Internet. Courses also address legal issues and classroom integration strategies. All ORU faculty members are encouraged to take some of the training courses to enhance their teaching. Faculty members wanting to enroll need to register through the ORU Dean of Instruction. Faculty members who register but neglect to attend without giving adequate cancellation notice must pay for the classes missed.

Professionalism in the Classroom Professionalism in the Classroom is a program to enhance student learning by encouraging and rewarding faculty interactions, sharing of ideas, collaboration, and other acts of professionalism. Under normal everyday working conditions, faculty members essentially function as individual contractors responsible for the activities within a confined classroom. They seldom have the luxury of interacting with one another regarding curricular and pedagogical issues at the classroom level. Because student learning is strongly influenced by what transpires in the classroom and because peers are a rich source of ideas for both lesson content and pedagogy/andragogy, efforts to improve student learning through faculty interactions deserve recognition and reward. This program encourages faculty members to work together and engage in activities that both promote student learning and recognize good teaching. 42 Activities In order to spark creativity and improve teaching methods, all full-time faculty members choose to complete activities from the following list: 1. Visit peer classrooms.* 2. Invite peer visitation.+ 3. Attend teaching-related workshops. 4. Present a teaching-related workshop. 5. Complete technology-teaching course through Tulsa County Professional Development Consortium (The Eighth Floor). 6. Participate in New Faculty Orientation Program. 7. Develop an innovative or particularly effective pedagogical technique or procedure for classroom-related activities. 8. Complete an approved project.

*Because of their supervisory roles, chairs are encouraged to visit a class of each faculty member in the department at least once every 2 years. A classroom visit should be viewed as an indication that the visitor is interested in observing “best practices.” +Invitations to view “special lessons or activities are especially welcomed by academic deans.

Awards The activities listed above encourage both teaching excellence and peer recognition of that teaching excellence. To reward that excellence, the Alumni Association funds the annual awards for Professionalism in the Classroom. A pool of $2,500 is allocated to three groups to disperse as rewards: Deans, Chairs, UFA. The numbers and amounts are determined by each group. Recipients also receive medals. Faculty members selected by these three groups set up displays highlighting model teaching-related activities. The three groups (deans, chairs, and UFA) have each developed a method for selecting award recipients and consider the following when choosing them: 1. Increased level of student learning. 2. Integrating technology into the curriculum. 3. Evidence of collaboration across disciplines. 4. Integration of faith and learning 5. Student involvement in classroom activities 6. Innovations. 7. Pedagogy/Andragogy. 8. Success in bringing about student collaboration.

Teaching, Service, and Research Awards Each spring, the University recognizes faculty achievements in three areas: teaching, service, and research. An Outstanding Faculty Member of the Year Award is given in each school, and one of the recipients is chosen to receive the Ruth Swearingen Award as the outstanding teacher of the University. Monetary stipends accompany these awards. A Scholar of the Year Award is given for the faculty member who best exemplifies excellent scholarship through research or performance. This award is accompanied by a monetary stipend. Each school also selects a recipient for the Outstanding Service Award for that school.

Tuition Assistance at ORU

Undergraduate Tuition Assistance at ORU All full-time faculty members are eligible to take a maximum of six semester hours of course work per semester or summer in the ORU undergraduate schools tuition free (excluding textbooks, materials, fees, late charges, or housing). Any hours above six per semester are at the expense of the

08-07#1 43 faculty member. The faculty member must maintain good academic standing and be free from any disciplinary or financial holds. Correspondence courses are not covered under the tuition assistance benefit. The application process for applying for tuition benefits for three or more credits includes the completion of a FAFSA (Free Application for Federal Student Aid) form in addition to the Tuition Benefit Application if the faculty member’s family has a combined income under $50,000. Part-time faculty members are also eligible to take a maximum of six semester hours of course work per semester or summer in the ORU undergraduate schools. Part-time faculty members teaching six credit hours receive a 50% discount on tuition. Part-time faculty members teaching seven, eight, and nine credit hours receive a 78%, 89%, and 100% reduction, respectively. Total course work taken during the summer may not exceed six credit hours per summer. This “per summer” maximum applies regardless of the number of sessions scheduled by ORU. Faculty enrollment in the class does not result in extra compensation for the instructor. Any faculty member who leaves the University’s employ for any reason during the semester and desires to remain in class(es) may receive the tuition benefit through the completion of the current semester provided the faculty member works more than 50% of the semester. If he or she works less than 50% of the semester, the tuition benefit will be prorated based on the actual days worked. The faculty member’s portion must be paid in full by the end of the semester. A faculty member leaving the University and not continuing in the class(es) must complete the withdrawal process in accordance with University policy. The Human Resources Department has further details.

Procedures for Utilizing Undergraduate Tuition Benefits The faculty member wanting to enroll in undergraduate courses at ORU must first complete an Application for Admission Form, which is available in the Undergraduate Admissions Office. If the faculty member was enrolled during the previous semester, he or she need not complete the admissions form. If the faculty member was enrolled at some time in the past but not during the previous semester, he or she must complete an application for readmission. The Admissions Office recommends that at least one month be allowed for appropriate official transcripts to be sent. Once accepted, the faculty member should contact the Registrar’s Office to enroll in undergraduate classes. All faculty members taking classes are responsible for all aspects of academic and nonacademic registration. The following steps to obtain tuition benefits should be completed four to six weeks before enrolling: 1. The faculty member files a FAFSA for the academic year he or she wishes to apply for tuition benefits. 2. The faculty member completes a Tuition Benefit Application and submits the form to his or her chair or dean. The department chair, school dean, and Executive Vice President for Academic Affairs and Provost must sign the completed form. The Tuition Benefit Application must be completed for each semester a faculty member enrolls 3. The form is sent to the Human Resources Department and to the Financial Aid Office for processing. 4. The FAFSA results for the faculty member are sent from the U.S. Department of Education to the Financial Aid department. 5. The Financial Aid department determines the faculty member’s eligibility for any federal or state grants and awards that aid. 6. The Financial Aid department awards the appropriate tuition benefit after federal or state awards have been applied, up to the cost of tuition.

44 7. The faculty member accepts the awards on VISION and then completes the registration process. 8. After benefits are approved and classes assigned, the faculty member must go to Student Accounts to be validated as a student. If this final step is not completed, the faculty member will be de-enrolled. 9. If the faculty member is selected for verification by the U.S. Department of Education, he or she is responsible to complete any further necessary paperwork as indicated by the Financial Aid department.

Graduate Tuition Assistance at ORU All full-time faculty members who have earned an undergraduate degree from an accredited college or university and who meet the admissions and enrollment requirements of the Oral Roberts University graduate school in which they plan to enroll are eligible to take, at the master’s level, a maximum of six credit hours per semester or summer tuition free, excluding textbooks, materials, fees, late charges, and/or housing. The student must maintain good academic standing and be free from any disciplinary and financial holds. Part-time faculty members are also eligible to take a maximum of six semester hours of course work per semester or summer in an ORU master’s program. Part-time faculty members teaching six credit hours receive a 50% reduction in tuition during any semester they are teaching. Part-time faculty members teaching seven, eight, and nine credit hours receive a 78%, 89%, and 100% reduction, respectively. Part-time faculty members not teaching in the summer but returning in the fall may take summer school classes. Part-time faculty members not returning to teach in the fall may not take summer school courses under this plan. A faculty member who leaves the University’s employ for any reason during the semester and desires to remain in class(es) receives the tuition benefit through the completion of the current semester, provided the faculty member works more than 50% of the semester. If the faculty member works less than 50% of the semester, the tuition benefit is prorated based on the number of actual days worked. The faculty member’s portion must be paid in full by the end of the semester. A faculty member leaving the University and not continuing in the class(es) must complete the withdrawal process in accordance with University policy. Doctoral study is not available under this plan. The section titled “Tuition Reimbursement and Waiver” in this handbook provides information regarding doctoral study. However, faculty members hired prior to April 30, 1999, who used tuition benefits at the doctoral level during the spring 1999 semester may continue to do so until degree completion, providing the faculty member as a student remains in good academic standing and is free from any disciplinary and financial holds. Continuous enrollment must be maintained, except during the summer session. The ORU catalog gives information about time restraints for degree completion. This policy does not supersede the time restraints as stated in the university catalog. The maximum tax-free graduate tuition benefit is mandated by current legislation and is subject to change. It is recommended that faculty members using this plan verify the tax-free graduate course work each year with their tax advisors.

Procedures for Utilizing Graduate Tuition Benefits Admission and enrollment for graduate studies is coordinated and processed through the graduate schools in cooperation with the Adult Learning Service Center. All faculty members taking classes are responsible for all aspects of academic and nonacademic registration. 1. The faculty member completes a Tuition Benefit Application and submits the form to his or her supervisor. 2. The Tuition Benefit Application follows the current approval process and Human Resources forwards to the Financial Aid department. 3. The Financial Aid department awards the appropriate tuition benefit up to the cost of tuition eligibility.

08-07#1 45 4. The faculty member accepts the awards on VISION and completes the registration process.

These procedures are subject to change based on state and federal program eligibility for graduate students.

For the faculty member utilizing Undergraduate Tuition Benefits, the process has been expanded.

Tuition Reimbursement and Waiver There is a limited amount of funding available for (1) tuition reimbursement for master’s or doctoral level off-campus courses and (2) a waiver of ORU tuition in doctoral programs. If such courses are not offered at Oral Roberts University, they may be taken from another accredited university. School (e.g., School of Education) budget monies must be available to cover these expenses. If a faculty member desires this funding, an intent to apply for tuition reimbursement must be listed in the most recently approved Professional Development Plan. Full-time faculty members wishing to complete terminal degrees in their major teaching areas or disciplines may apply for reimbursement or waiver of tuition for graduate course work leading to the degree. The University also reimburses faculty members for tuition for course work requested by the administration that is directly related to the faculty member’s teaching assignment. The faculty member’s program is to be reviewed for renewal each year. Full-time faculty members may enroll in a maximum of 18 credit or audit hours per year (up to six hours per semester or summer). Any additional hours above six per semester or summer are at the expense of the faculty member. This benefit extends beyond the six-hour maximum per semester for faculty members on sabbatical leave. Expenses other than tuition are to be paid by the faculty member. Before faculty members enroll in courses for which they intend to seek reimbursement, they should prepare, in memo form, a plan of study listing the courses they plan to take, the university at which they plan to enroll, and the cost of tuition. This memo should be sent to (1) the department chair, (2) the school dean, and (3) the Executive Vice President for Academic Affairs and Provost. Upon receiving approval of the plan, the faculty member should enroll in the course(s) requested. Upon completion of the course(s), the faculty member should submit the Professional Curriculum Application form along with the grade report (must be a grade of “B” or better) and a billing statement from the University attached to the application. All three items are necessary for reimbursement. If the faculty member fails to complete one full academic year (fall and spring semesters) of service to the University after the course work has been taken, he or she is expected to repay any monies paid by the University for tuition. A reduction in force, non-renewal of contracts, or a move to part-time status at the University’s direction does not constitute grounds for reimbursement to the University. Any graduate course work that is outside a faculty member’s academic discipline, does not apply toward a terminal degree, or is not directly related to their teaching assignment is not covered by this policy. The maximum tax-free graduate tuition benefit is mandated by current legislation and is subject to change. It is recommended that faculty members using this plan verify the tax-free graduate course work each year with their tax advisors. Detailed instructions and procedures related to this process are on the back of the Professional Curriculum Application, which must be signed by the faculty member on both sides.

New Faculty Orientation Workshop and Mentoring Each August the University sponsors a new-faculty orientation workshop. The opening session addresses pedagogical issues of special interest to Christian educators, such as developing a Christian worldview, integrating faith and learning, and understanding the nature of the adult learner in a 46 Christian setting. Later sessions involve a general introduction to the University that includes faculty development, student and faculty services, and learning resources. During this workshop, new faculty members are introduced to their faculty mentors and the University administration. Time is provided for fellowship through breakfast, lunch, and devotions. Each faculty member new to the University is assigned a veteran faculty member to assist in transitioning to ORU. This year-long program is designed to acquaint the new faculty member with University procedures and activities by having the mentor accompany the new faculty member to UFA meetings, faculty senates, and other University gatherings. In addition, all new faculty members meet monthly as a group with the Provost and master teachers from the individual schools to explore ways in which to enhance classroom performance and use the classroom experience to help fulfill the ORU mission.

Faculty Chapel All faculty members are provided monthly opportunities to grow spiritually through the faculty chapel program. Chapels include music, sermons, lessons, and special programs, such as student or faculty presentations. The program is directed by the faculty chaplain and the UFA faculty chapel committee.

Faculty Retreat Each August a faculty retreat is held on the Thursday and Friday prior to the beginning of classes. Faculty members meet in plenary sessions and/or small workshops to address academic and non- academic issues of common concern. Time is also available for reflection, fellowship, rest, and relaxation. The retreat ends with reports by the University vice presidents and an address by the University President, outlining his vision for the coming year.

USEFUL INFORMATION

Building Hours During the fall and spring semesters, library hours are Monday through Thursday from 7:30 a.m. to 10:30 p.m., Fridays, from 7:30 a.m. to 5:30 p.m., Saturdays from noon to 10:30 p.m., and Sundays from 3:00 p.m. to 10:30 p.m. Hours for holidays and breaks are posted at the library entrance. Summer hours vary slightly from the schedule for the fall and spring semesters and are posted at the entrance. The Aerobics Center is open Mondays 6:00 a.m. to 11:00 p.m., Tuesday through Friday 6:00 a.m. to midnight, Saturdays from 10:00 a.m. to midnight, and Sundays from 2:00 p.m. to 6:00 p.m. Summer hours vary from the schedule for the fall and spring semesters and are posted at the entrance. The campus bookstore is open Mondays and Thursdays from 8:00 a.m. to 6:00 p.m. and from 8:00 a.m. to 5:00 p.m. on Tuesdays, Wednesdays, and Fridays. It is open from 10:00 a.m. to 3:00 p.m. on Saturdays and is closed on Sundays. Hours for other campus buildings vary, and the schedules can be obtained by contacting the ORU Department of Public Safety and Security.

Identification Cards As a security measure, all faculty and administration are issued a University employee identification card (ID)—also known as an Eagle Card—showing the employee’s name, classification, and department. To obtain a card, new faculty members need to take a validation form issued by the Executive Vice President of Academic Affairs’ Office to the Eagle Card Center, Monday through Friday from 8:00 a.m. to 5:00 p.m. Besides being a photo ID card, the Eagle Card provides a cashless method for food services in on-campus dining sites and vending machines, access to various campus buildings and events, and library checkout privileges. Faculty, staff, and students may deposit money in their Eagle Card accounts and then use the cards to withdraw from their accounts for on-campus food and events.

08-07#1 47 The identification card should never be lent to another person. Faculty members who lose a card should notify the Eagle Card Center immediately and make arrangements to have another one made. When a faculty member leaves the University’s employ, the identification card must be turned in to the Human Resources Department before the final paycheck can be released. More information is available from the Eagle Card Center.

Keys Keys are provided to faculty members for their offices. To obtain keys, faculty members need to request them through the department chair and secretary. Proper care in handling keys is vital to maintaining security of buildings, equipment, and supplies. Keys should always be kept in a secure place and never left where anyone else can use them. Unauthorized possession of a key or allowing unauthorized duplication of a key is grounds for dismissal. When a faculty member leaves the University’s employ, all keys issued to that faculty member must be returned to the ORU Department of Public Safety and Security or the Human Resources Department in order to release the final paycheck.

Library All faculty members may use the University library, which is located on the fourth and fifth floors of the Learning Resources Center. Assistance and special training sessions are available to help faculty members become familiar with the library and its procedures. The ORU identification card is used to check out books and access other library services such as inter-library loan. All library materials are obtained by the Acquisitions Department and processed by the Technical Services Department. The Public Services Department provides various library services for all schools of the University. The fourth floor contains the reference area, circulation desk, periodicals, microform collection, CD- ROM periodical indexes, and Internet databases. Works on reserve, maintained for frequently used materials assigned in classes, are also on the fourth floor. Faculty members may put works on reserve for students to use by filling out the reserve form and submitting it and the works to the circulation desk. The Curriculum Media Center—housing children’s literature, media for grades K-12, and other materials for teachers—and the Holy Spirit Research Center are on the fifth floor. The Music Listening Room, containing a collection of scores, records, tapes, compact discs, and DVDs, is in Timko-Barton.

Parking Well-maintained parking lots are available to University employees free of charge. Annual registration for faculty assures current registration and updated vehicle and license plate information. Employee parking is reserved only for those cars registered with the ORU Department of Public Safety and Security and displaying the appropriate parking permit.

Standard Permits All students, faculty, and staff having a vehicle on campus must obtain a parking permit from the ORU Department of Public Safety and Security immediately upon registration or employment. The parking permit must be attached to the vehicle to which it is issued and is not transferable to another person or vehicle. The permit must be removed from the vehicle for any of the following reasons: (1) change of ownership, (2) termination of employment, (3) permit expiration, or (4) revocation of privilege. If a registered vehicle is replaced by another vehicle, the ORU Department of Public Safety and Security will replace the parking permit without charge. Lost or stolen permits must be reported immediately to the ORU Department of Public Safety and Security. All bicycles must be registered with the ORU Department of Public Safety and Security in order to comply with city ordinance and administrative policy. 48 Parking permits need to be affixed in the following locations: (1) Automobile—lower left corner of front windshield (driver’s side) and (2) Motorcycles and bicycles—left front fork.

Temporary Permits If an unregistered vehicle is to be parked on campus, a temporary parking permit must be obtained at the ORU Department of Public Safety and Security. If a registered vehicle is to be parked in a location other than that designated on the affixed permit, a temporary parking permit must be obtained.

Handicap Permits People with either a permanent or temporary disability that may cause limited mobility may obtain a permit from any state’s agency overseeing motor vehicle regulations. Parking in limited access lots on campus can be arranged through the ORU Department of Public Safety and Security for people who already have the state disability placard.

Parking Locations Signs are posted at each lot indicating the type of parking permit required to park in that lot. A coded map is available to assist in determining permissible parking locations; however, during construction of the new Student Center, some parking lots may be closed. Loading zones are marked, and parking in loading zones is limited to 20 minutes.

Automobiles 1. Tenured Faculty (purple permit)—Lots EX and A through H. 2. Faculty/Staff (blue permit)—Lots A through H. 3. Executive (gold permit)—Lots EX and A through H. 4. Visitors—Lots A through E; Mabee Center, Baseball Stadium, and Howard Auditorium on an availability-of-space basis as follows: a. Mabee Center—Lots A through E 1½ hours before all special events. b. Baseball Games—Open parking one hour before games. c. Howard Auditorium—Open parking for special events. d. Special Groups (disabled individuals, the Abundant Life Prayer Group, etc.)—Reserved spaces as marked on curbing or by sign.

Motorcycles and Bicycles Faculty or staff motorcycles may be parked in regular parking spaces in designated faculty/staff lots. Bicycles must be parked in bicycle racks, which are located conveniently throughout the campus. Bicycles should be locked when in racks.

Regulations All traffic regulations are enforced at all times. Changes in parking regulations appear in the Oracle and interdepartmental memos. The fact that a person may park in violation of any regulation without receiving a citation does not mean that the regulation is no longer in effect. 1. Parking permits are valid from August 15 to August 15. Unregistered vehicles, motorcycles, and bicycles left on campus during the summer months are impounded and stored at the owners’ expense. Unclaimed bicycles are sold at the beginning of each new school year. 2. Every permit must be firmly and entirely affixed to the vehicle with its own adhesive. 3. Obtaining but not affixing a permit to the vehicle is a “no permit” violation. 4. Inability to locate a vacant parking space in the assigned lot does not excuse illegal or incorrect parking. If the lot is full, the driver may park in Mabee Center lots A, B, C, or D. 5. Parking of motor vehicles, motorcycles, and bicycles is not permitted on the grass, in “No Parking” zones, or on the grounds around buildings or building entrances. 6. When a vehicle is sold, the permit must be removed. All violations charged to that permit are the responsibility of the person to whom the permit is issued.

08-07#1 49 7. Vehicles must be parked within the parallel spaces. Improper positioning of one vehicle does not permit improper parking of vehicles in adjacent places. 8. The permit holder is responsible for all violations and charges made against the holder’s permit number regardless of the driver at the time of the violation. 9. An expired permit affixed to a vehicle is used to identify the owner. All charges made against the expired permit number are the responsibility of the person to whom the permit was issued. 10. Drivers of motorcycles must abide by all vehicle regulations. 11. Cutting through Mabee Center parking areas is considered a moving violation. 12. All designated handicapped spaces are to be used only by drivers with valid handicapped permits. 13. Drivers must observe all signs, temporary or permanent, and abide by the instructions given. 14. Any unusual circumstance, such as driving a substitute vehicle, breakdowns, etc., must be reported immediately to the ORU Department of Public Safety and Security. 15. All resident students must obtain student permits regardless of employment status. 16. Vehicles primarily driven by a student who is a dependent of an Oral Roberts Ministry employee should be registered with a student permit. 17. Parking privileges may be suspended after the sixth traffic violation.

Violations and Penalties Persistent or flagrant violators are subject to appropriate disciplinary action, including the towing of their vehicles from University property. Penalties assessed for parking and traffic violations must be paid at the Student Accounts Office. The following violations incur a $20 penalty: 1. Parking without a current permit. 2. Failure or refusal to comply with lawful orders or directions of a police officer, fire fighter, or ORU security officer. 3. False representation or reporting to avoid regulations. 4. Falsifying request for permit. 5. Altering permit. 6. Altering or damaging campus traffic signs or vehicle stops (fine plus repair costs). 7. Driving on grass, sidewalks, or other prohibited areas. 8. Failure to yield to pedestrians. 9. Parking in reserved area (handicapped, prayer group, etc.). 10. Improperly affixed parking permit. 11. Removal or disregard of barricades. 12. Double parking. 13. Improper parking of a motorcycle.

Parking in a fire lane or at a fire hydrant incurs a $50 penalty. Penalties for moving violations (speeding, reckless driving, rapid acceleration, etc.) range from $25 to $50.

Payroll ORU full-time faculty members are paid 26 times per year (bi-weekly). Automatic deposit is available upon request; however, a faculty member’s final paycheck cannot be automatically deposited. Standard deductions include State and Federal Income Tax, FICA/FMO, and FICA/FIO. Faculty members may also choose to have other deductions: ORU pledges, accidental death and dismemberment, retirement plans (TIAA/CREF, Supplemental Retirement Annuity, and Group Supplemental Retirement Annuity), life insurance, long-term disability, dental and health insurance, United Way, and Tulsa Teachers Credit Union.

Pay Scale ORU publishes a pay scale annually for all full-time faculty members. The pay scale is based on three variables: (1) faculty rank, (2) faculty level, and (3) longevity step. Faculty ranks are described in the section titled “Ranks” in this chapter. Faculty level is based on department and can be raised by tenure status or being contractually assigned to an endowed or graduate school. Pay increases 50 result from moving from column to column, each of which represents a different longevity step. Faculty members must spend one year each at the base and A steps, two years each at the B and C steps, three years each at D and E, four years each at F and G, and five years each at H and I. J is the highest step. The following table illustrates levels and steps for a single rank (e.g., assistant professor). Each rank has its own salary schedule table.

Base A B C D E F G H I J Level 1 Level 2 Level 3 Level 4

SERVICES

Business Center Document preparation services are available in the Business Center on the third floor of the Learning Resources Center. The center also provides duplication, binding, and printing services for both students and faculty. The center has a complete list of services, fees, and deadlines for both faculty and students. Faculty needing University-related documents can charge the work against the departmental budget with the approval of the chair.

Campus Post Office ORU has its own zip code (74171) and post office on campus. Housed on the first floor of the E.M. Roberts dormitory (EMR), the post office offers a full array of services.

Computer Labs The University has several computer labs on campus. The Academic Computing Labs, which house computers in several classroom-like settings on the second floor of the Graduate Center, are available on an individual walk-in basis as well as on a reserved basis for class sessions. These labs are available for faculty and student use University-wide. Various other computer labs for specific departments and schools—such as Communication Arts, Education, Music, Business; Behavioral Sciences; Biology; Chemistry; and Art—provide special programs and facilities and are reserved for faculty and students in courses offered by these departments and schools.

Graphics Department The Graphics Department, part of the Public Relations Office, designs and creates posters for clubs, departmental signs, brochures, and flyers with the ORU brand. The Graphics Department, located on the sixth floor of the Learning Resources Center, can provide more information on their services, fees, and deadlines.

Information Technology The Information Technology Department sets up faculty accounts on the ORU computer network, installs and maintains hardware University-wide, including faculty offices, and installs and supports University-adopted software. Standard software includes Microsoft Office, Internet Explorer, GroupWise email, and Portal and Eli access for generating class pages on the ORU Intranet. Information Technology does not support discipline-specific software on faculty office computers. Some discipline-specific software is maintained in the various labs described in the section titled “Computer Labs” in this chapter. More information is in the section titled “Network and Computer Policy and Software Management Policy” in this chapter.

Language Lab The International Language Lab and Cultural Center offers state-of-the-art technology designed to help students in their foreign language studies. The lab has a classroom equipped with 28 stations

08-07#1 51 for individualized access to audio materials, computers with language-learning programs and Internet connection, and a reproduction studio for duplication of tapes.

Media Facilities The University provides media facilities for classroom use, such as overhead projectors, mimeo- board, computer projectors, TV/VCRs, and audio equipment. Some equipment is permanently installed in specified classrooms, but Audio-Visual Services can also set up and operate all types of media hardware in classrooms, laboratories, and other on-campus locations and for special events. The Center for Instructional Services (CIS) is a multifaceted service department that provides design, development, and production support for all of the University’s academic programs. Faculty members may request assistance in project planning and multimedia production; television production; and art, graphic, and photographic materials design and production. The CIS department is located on the first floor of the Learning Resources Center. More information is available in the University catalog and from CIS.

POLICIES AND PROCEDURES This handbook is designed to provide information regarding Oral Roberts University and its policies. Faculty members should use it to become acquainted with the University’s work environment, to understand University policies and procedures, and to utilize opportunities for self-improvement and advancement of the ORU mission.

ABSENCES

Sabbatical Leave The purpose of the sabbatical leave is for research, study, writing, or other creative work contributing to the upgrading of degree status or to the professional development and effectiveness of the recipient as a scholar and teacher. The sabbatical leave is neither for health, nor rest, nor for general travel except as it may serve the main purpose. If a faculty member desires a sabbatical leave, an intent to apply must be listed in the most recently approved Professional Development Plan.

Eligibility Sabbatical leave is a privilege awarded to full-time faculty members according to the following guidelines: 1. An individual must serve six academic years (fall and spring semesters) in full-time service as a faculty member at the University to be eligible for sabbatical leave; however, the six years need not be consecutive. A letter of intent to apply must be submitted during the spring of the fifth year. The application for sabbatical leave must be made at the beginning of the fall semester of the sixth year of service. 2. If the administration requests a faculty member to postpone his or her sabbatical leave, time accrual toward the next leave follows the same schedule as if the faculty member had taken the leave when eligible. 3. If a faculty member elects to postpone his or her leave, the accrual of time toward the subsequent leave begins with the return from the current leave. 4. A full written report of activities while on leave, in suitable form for circulation and/or publication, is required at the beginning of the fall semester following the sabbatical. The administration evaluates the written report from last sabbatical when considering the application for the following sabbatical leave. 5. Normally, no more than one person from a department may be on sabbatical leave at one time. 6. The department chair or school dean must submit a staffing plan outlining how the sabbatical is to be financed and how the courses normally taught by the faculty member on sabbatical leave are to be covered during his or her absence.

52 Application Process The faculty member begins the application process by submitting a letter of intent to the department chair by the published deadline, generally during the spring prior to the year of application. The faculty member submits the application describing the leave through the department chair. Upon approval, the department chair forwards it to the school dean, who in turn evaluates and forwards it to the Executive Vice President for Academic Affairs and Provost. The Executive Vice President for Academic Affairs and Provost evaluates the application, and if approved, sends it to the President and Chief Executive Officer, who submits it to the Board of Regents for action.

Compensation Any faculty member granted sabbatical leave receives one half the annual contractual salary for two semesters of leave or full salary for one semester of leave. The compensation is not delayed salary for services already rendered, but an investment in the future improvement of the University. During a sabbatical leave the University pays its portion of insurance payments, and the faculty members pays his or her portion. However, a faculty member living abroad would be required to pay for services and file a claim, so benefits are not guaranteed to be the same and coverage is subject to provisions of the insurance contracts. Life insurance coverage remains at a level based on full annual salary. Vacation days are not accrued during the time a faculty member is on sabbatical leave. The Benefits Department needs to be contacted prior to the leave.

Benefit to the University When leave is granted, it is expected that the University will benefit; therefore, the faculty member is expected to return to the University for at least one full academic year (fall and spring semesters) following the sabbatical leave. Failure to do so obligates the faculty member to refund the portion of the compensation received from the University while on leave. In no case is sabbatical leave to be granted for the purpose of augmenting income. The benefit to the University is uppermost in the considerations of the President and Chief Executive Officer when making a recommendation to the Board of Regents that a leave be granted. Ordinarily, the faculty member may not accept a salaried position, but in some instances the Executive Vice President for Academic Affairs and Provost may approve a faculty member’s taking a teaching position elsewhere during a sabbatical, especially if such an experience is abroad and can be expected to contribute significantly to the faculty member’s acquisition of useful ideas and practices. Likewise, it might be considered appropriate to work on research grants or fellowships during a sabbatical, provided the activity offers experiences consistent with the sabbatical purpose.

Vacations and Holidays Official University holidays are designated by the administration and include New Year's Day, Memorial Day, the Fourth of July, Labor Day, Thanksgiving, the Friday after Thanksgiving, Christmas Eve day, and Christmas. Holidays and vacations for faculty members on nine-month contracts must conform to the University academic calendar, unless otherwise approved by the administration. Vacations for faculty members on 12-month contracts do not correspond to the academic calendar; however, they do receive 20 working days per year as vacation in addition to official holidays. Vacation time may not be accumulated and is not compensated when a faculty member leaves the University’s employ.

Personal Leave Any faculty member who has completed one semester of employment may request a personal leave of absence without pay up to a maximum of three months. A personal leave must be mutually beneficial to the University and the faculty member and may be granted at the discretion of the school dean in consultation with the Provost. The school dean, in consultation with the department chair and Provost, may deny or limit personal leave due to business necessity. If the request is granted, the faculty member shall arrange for his or her responsibilities to be met during the absence. In the case of an emergency, the department chair or school dean arranges for the responsibilities to be met.

08-07#1 53 A faculty member on an approved personal leave of absence does not accrue vacation or personal illness time during the leave and is not compensated for paid holidays occurring during the leave. A faculty member who does not return from leave by February 1 must notify in writing the Executive Vice President for Academic Affairs and Provost of his or her intention for the following year. Failure to file a letter of intent by that date shall be interpreted as a wish to sever the relationship with the University. A faculty member on personal leave and participating in University insurance plans must pay his or her portion of the insurance premium to the University’s Payroll Office. This payment assures that the faculty member has continued coverage during the leave of absence. The faculty member is again covered under the University’s payroll deduction plan upon return.

Professional Leave Any faculty member who has completed one academic year (fall and spring semesters) of employment may request a professional leave of absence without pay, during which time the faculty member is not under contract. A professional leave must be mutually beneficial to the University and the faculty member, such as returning to school to complete a doctoral degree, extending foreign travel to pursue a scholarly activity, or accepting an unusual teaching assignment of limited duration. Professional leave must be requested in writing from the department chair or school dean and approved by the Executive Vice President for Academic Affairs and Provost. The University does not provide faculty benefits for faculty members on professional leave of absence. A faculty member who does not return from leave by February 1 must notify in writing the Executive Vice President for Academic Affairs and Provost of his or her intention for the following year. Failure to file a letter of intent by that date shall be interpreted as a wish to sever the relationship with the University. While there is no guarantee a faculty member will be placed in the position held before the leave, the faculty member will have preferential consideration in the filling of approved faculty positions.

Sick Leave Faculty members accrue one day of sick leave per contract month, with a maximum limit of 20 days. Sick leave is accrued for only the months covered by the contract. It is available for any personal illness or accident making it difficult for the faculty member to perform duties. ORU reserves the right to require acceptable evidence of illness or injury/disability before allowing sick pay benefits.

Family and Medical Leave Act A leave of absence is sometimes necessary for employees to address serious family and medical matters. Accordingly, Oral Roberts University provides up to 12 weeks medical or family leave to qualified employees during a 12-month period. To be eligible for a leave, a faculty member must have been employed by ORU for at least 12 months and at least 1,250 hours during the previous 12- month period. ORU uses the rolling backward 12-month method to compute eligibility. Leave is granted by ORU for the following reasons: 1. To care for a newborn child of a faculty member. 2. To care for a child recently placed with the faculty member through adoption or foster care. 3. To care for the faculty member’s spouse, child, or parent who has a serious health condition. 4. To attend to a serious health condition that renders the faculty member incapable of performing any one (or more) essential function(s) of his or her job.

The Family and Medical Leave Act (FMLA) allows for using accrued sick leave for any part of the 12-week leave period due to the placement of a child with the faculty member for adoption. The policy allows for up to 12 weeks of unpaid leave following the adoption of a child and runs concurrently with the Family Medical Leave to the extent that FMLA is available to the faculty 54 member. Spouses who are both employed by ORU and/or OREA are entitled to a total of 12 weeks of leave (rather than 12 weeks each) for the adoption of a child. Faculty members will be required to use any available accrued vacation followed by accrued sick leave, which will be substituted for any part of the 12 weeks of unpaid leave following the adoption of a child. Other than as stipulated in this policy, sick leave accruals may be utilized for personal illness only, not for family illnesses.

Benefits During Leave A faculty member will not continue to receive salary, bonuses, or other compensation during the leave period. Under certain circumstances, ORU may require that the faculty member utilize any available accrued vacation and/or eligible sick leave to be substituted for any part of the 12-week leave period. ORU continues to maintain coverage under its group health plan for any faculty member who is taking family or medical leave pursuant to the conditions of the policy if the faculty member pays his or her portion of the premium. If, however, the faculty member, without good cause, fails to return to work after the period of leave, ORU retains the right to recover premiums paid for coverage during the period of the leave.

Notice of Leave Generally, the faculty member is required to provide at least 30 days written notice of his or her intent to take leave. Where the need for a leave is not reasonably foreseeable, the faculty member is required to give as much notice as is reasonably practical. Notice should be delivered to the faculty member’s chair and the Human Resources Department. ORU requires medical certification to support a claim for leave for a faculty member’s own serious health condition or to care for a child, spouse, or parent with a serious health condition. The required terms and conditions for the certification are available in the Human Resources Department. At its discretion, ORU may require a second medical opinion and periodic recertifications at its own expense. If the first and second opinions differ, ORU, at its own expense, may require the binding opinion of a third health care provider. If medically necessary for a serious health condition of the faculty member, spouse, child, or parent, leave may be taken on an intermittent or reduced leave schedule. If leave is requested on this basis, however, ORU may require the employee to transfer temporarily to an alternative position that better accommodates recurring periods of absence of a part-time schedule, provided that the position has equivalent pay and benefits. If both spouses are employed by ORU, they are entitled to a total of 12 weeks of leave (rather than 12 weeks each) for the birth or adoption of a child or for the care of a sick parent.

Return to Work ORU requires each faculty member taking leave due to his or her serious health condition to obtain certification from a health care provider that the faculty member is able to return to work and can perform the essential functions of the job. A faculty member who takes leave in accordance with the policy set forth may be returned at the end of leave to his or her previous position or to an equivalent position within the company. However, because of factors related to the faculty member’s leave, reinstatement at the conclusion of the leave period cannot be guaranteed.

This policy shall replace and supersede the ORM policy on Critical Illness Leave, Child Care Leave, and Medical Leave and shall be interpreted in accordance with the Family and Medical Leave Act (FMLA) 29 U.S.C. 2601 et seq.

Medical Leave A faculty member not yet eligible for medical leave under the Family and Medical Leave Act may apply for a medical leave of absence to allow the faculty member to suspend active, paid employment for an approved length of time in order to recover from a non-work-related illness or disability.

08-07#1 55 A medical leave may be granted to a faculty member under the following conditions: 1. The granting of a medical leave of absence does not obligate the University to provide the faculty member on leave with a position at the end of the leave. However, the faculty member must be given reasonable consideration in the filling of an approved faculty position within the department of his or her previous employment. 2. Medical leave begins when the faculty member cannot perform all of the essential functions of the job and/or the school dean or department chair cannot accommodate any reasonable work limitation certified by a physician. 3. A request for a medical leave must be in writing, accompanied by a doctor’s certification stating that a medical leave is necessary and estimating the date the faculty member will be able to return to work. 4. All sick leave, vacation, and other paid leaves must be taken before an unpaid absence can be granted. The day after the last paid day is considered to be the first day of the unpaid absence. Any continuation of paid and unpaid absence shall not exceed 90 days without special approval of the school dean and/or Executive Vice President for Academic Affairs and Provost. 5. The days on medical leave do not count toward service time. The faculty member does not continue to accrue vacation or sick pay during the medical leave. 6. A full-time faculty member granted a medical leave without pay has the responsibility to pay the faculty member’s portion of the insurance premium to the Payroll Department. This payment ensures that the faculty member has continued coverage during the leave of absence. The full- time faculty member will again be covered under the University’s payroll deduction plan, effective with the appropriate pay period following the faculty member’s return. 7. Membership in the group health plan can be maintained for a maximum of six months. COBRA coverage is available beginning in the seventh month, provided the faculty member was enrolled in the group medical plan during the term of absence.

A medical leave ends when the faculty member is able to resume the essential functions of the job duties or the department chair and/or school dean is able to accommodate reasonable work limitations as certified by a physician.

Critical Illness Leave If a full-time faculty member has a member of his or her immediate family (husband, wife, child, mother, father, brother, sister, grandparent, mother-in-law, or father-in-law) listed by the attending institution and/or physician as critically ill or critically injured, then the faculty member may request and be granted a paid leave of absence for up to three days. If the request is granted, the faculty member shall arrange a satisfactory plan for carrying on work during the absence and the length of time he or she expects to be away. The institution’s written verification of critical illness/injury must be submitted to the faculty member’s supervisor immediately upon the faculty member’s return to work. The faculty member’s chair or school dean must submit a copy of the verification to the Payroll Department for the leave to be paid.

Funeral Leave If a faculty member has a death in his or her immediate family (husband, wife, child, mother, father, brother, sister, grandparent, mother-in-law, and father-in-law), then the faculty member may request and be granted a paid leave of absence for up to three days. If the faculty member must travel out of state to attend the funeral, up to five days may be granted. If the request is granted, the faculty member shall arrange a satisfactory plan for carrying on work during the absence.

56 Military Leave ORU provides military leave of absence for participating in the Reserves and National Guard duty, active duty, and initial active duty for training (special training required for membership in the Reserves and National Guard). When requesting military leave, the faculty member must submit the request in writing to his or her immediate supervisor, attaching, if available, a copy of the official military orders. If a copy of the orders is not available at that time, one must be supplied as soon as possible. Policies regarding (1) Reserve and National Guard and (2) active duty and initial active duty for training are explained in the next sections. Additional information regarding pay and/or re- employment rights is available from the Human Resources Department. Part-time faculty members need to contact the Human Resources Department concerning military leave information.

Reserve and National Guard Duty Full-time faculty members who have completed at least 90 calendar days of employment and who are members of the reserve components of Oklahoma or National Guard are entitled to a leave of absence from their jobs, without loss of pay or time. The leave covers all days on which the faculty members are ordered by proper authority to active duty or training or field exercises. Paid leave is limited to 15 calendar days in any one calendar year. During the paid portion of an approved leave, the amount of pay received from the University is the difference between the regular University compensation and the military pay received. After the faculty member makes a written request for military leave, the department chair or school dean completes a Change of Status form and sends it to the Executive Vice President for Academic Affairs and Provost two weeks before the faculty member leaves for military training. A copy of the faculty member’s orders must be attached to the Change of Status form. The faculty member is paid the difference between military pay and Oral Roberts University pay during the military training period, up to a maximum of two weeks. For computational purposes, military pay is the base pay for rate or rank plus longevity but does not include other allowances. A faculty member may choose to use eligible paid vacation time during military training instead of taking the military pay difference. If the faculty member chooses to use eligible paid vacation time, that request should be attached to the Change of Status form. The faculty member receives full University pay for any University holidays that fall during the training period. The department chair or school dean must submit another Change of Status form following the leave if the pay was affected. Faculty members should arrange their summer school classes so as not to conflict with military training.

Active Duty or Initial Active Duty for Training A faculty member entering the service for active duty may take a military leave of absence. So may a faculty member who enlists in a Reserve or National Guard unit without having previously performed full military service and is thus subject to an initial period of active duty for training. A Military Leave of Absence is normally limited to five years. None of this time is paid. To be granted military leave, the faculty member must notify the department chair or school dean in writing and attach a copy of the written orders. The department chair or school dean completes a Change of Status form and sends it to the Executive Vice President for Academic Affairs and Provost. When the faculty member returns from military leave, the University is required to provide his or her former position or a comparable position in accordance with the Uniformed Services Employment and Reemployment Rights Act of 1994 (USERRA), enacted October 13, 1994 (Title 38 U.S. code, chapter 43, Sections 4301-4333, Public Law 103-353). This is provided the faculty member meets the following criteria: 1. Was honorably discharged or terminated from service. 2. Was employed in a position for which there was an expectation of continued employment. 3. Has notified the department chair or school dean of intent to return to work at ORU. 4. Has not been absent for duty in the uniformed services for longer than a cumulative period of five years.

08-07#1 57 5. Reported to work or notified department chair or school dean of an intention to return to work at the proper time, as indicated in the following table.

Period of Action Faculty Member Must Take When Action Must Be Taken Service 1-30 Days Report to work On the next regular work day (following the completion of service and the expiration of 8 hours after a period allowing for safe transportation)

31-180 Days Notify department chair or school Within 14 days dean of intent to return to work

181 + days Notify department chair or school Within 90 days dean of intent to return to work

ORU retains the right to not reemploy the faculty member under any of the following conditions: 1. Circumstances have so changed as to make reemployment impossible or unreasonable. 2. The faculty member was disabled during the period of service and is no longer qualified to resume the prior position even with reasonable accommodation and, furthermore, additional training or effort by the employer would impose an undue hardship. 3. The faculty member was discharged from service under less than honorable conditions. 4. The faculty member’s employment was for a brief, nonrecurring period with no reasonable expectation that it would continue indefinitely or for a significant period. 5. The faculty member fails to notify the department chair or school dean of an intent to return to work at ORU.

If, through no fault of the faculty member, timely reporting back to work is impossible or unreasonable, the faculty must report back to work as soon as possible. If the faculty member should be hospitalized or is convalescing because of a disability during their military service or pre-existing disability aggravated during military service, the reporting deadlines are extended up to two years. Accruals for vacation and sick leave are discontinued for the duration of unpaid military leave. However, length of service during military leave is credited for the purpose of determining benefit time. It is the faculty member’s responsibility to make satisfactory arrangements for premium payments to continue in any group insurance coverage. After leaves of more than 31 days, COBRA is available. A faculty member and dependents previously covered under the group plan may extend coverage for up to 24 months through the COBRA plan.

Political Leave A leave of absence for no more than one year may be deemed advisable by the University administration for any faculty member who wishes to engage in direct political activity involving a substantial amount of time (e.g., holding or running for political office). A leave of absence for more than three months automatically disqualifies the faculty member from benefits. Reinstatement to active employment status with ORU upon conclusion of the leave is not guaranteed. If the political activity lasts for more than one year, the faculty member may be requested to resign from his or her position. More information is in the section titled “Political Campaign-Related Activities” later in this chapter.

Jury Duty It is the civic responsibility of all ORU employees to serve as jurors when called. Faculty members who are summoned for jury duty must notify their chairs or school deans immediately. Jobs that are exceptionally vital to ORU’s operation may require that the chair or school dean request for the faculty member to be excused from jury duty. However, there is no guarantee that the request will be granted. 58 If a faculty member is summoned for jury duty, such time away from the job is without loss of pay or time, provided a copy of the summons is submitted to the Payroll Department. The faculty member receives regular pay from ORU for all time away from the job for jury duty up to a maximum of 30 days. The faculty member is required to surrender to ORU any jury duty pay received for serving up to 30 days. When the faculty member receives the jury duty pay, he or she needs to submit both a copy of the jury duty pay remittance form and a personal check for the amount of jury duty pay received (excluding mileage and parking) to the chair or school dean, who then forwards these items to the Payroll Department.

Voting Time The University encourages faculty members to register and vote in all local, state, and federal elections. Faculty members should use reasonable discretion in leaving campus to vote so as not to inconvenience students and colleagues.

ACADEMIC FREEDOM In the tradition of institutions of higher education, no principle of corporate life holds a higher place than that encapsulated in the words “academic freedom.” This phrase indicates the right of teachers and students to pursue truth without restriction of thought or doctrine. Academic freedom suggests the right of all persons to arrive at beliefs that they defend as truth. In practice, however, academic freedom is exercised within the limits of basic institutional commitments. Oral Roberts University is distinctively Christian; it is an institution that finds its reason for being in the historic Christian faith, an heir to the broad body of theological truth encompassed by the entire Christian faith. ORU affirms a vital concern for the salvation of the world through the life, death, and resurrection of Jesus Christ and through the continuing activity of the Holy Spirit, seeking the truth of Christ in the theological dialogue that surrounds the work of the Holy Spirit in our time. The University is a interdenominational institution, endeavoring to discern in its corporate life and teaching that which unites us all. Thus, the spirit in which ORU seeks truth is, in the words of John Wesley, “Unity in the essentials, diversity in non-essentials, and love in all things.” Oral Roberts University is philosophically committed to the promotion of human excellence— spiritually, intellectually, physically, and socially—in a Christian environment. This concept is far from new. What is unusual about the concept as implemented at Oral Roberts University, however, is its balance and integration into the curriculum. The achievement of wholeness and integration is sought; mere juxtaposition of parts is not sufficient. The University acknowledges the Triune God: the Creator Father, the Lordship of His Son, and the guidance of the Holy Spirit. The charismatic (gifts of the Spirit) dimension is actively and clearly affirmed. Recognizing that Jesus Christ Himself is the Truth, the University holds that freedom in a search for truth and its exposition are fundamental. Academic freedom allows faculty members to fairly present major scholarly and theological positions. While academic freedom demands a fair hearing of all positions, some are not necessarily consistent with the University’s mission. It is, however, beneficial for students to consider controversial issues in an environment of faith rather than to encounter them in an environment of doubt. Faculty members may present non-Christian ideas, practices, and worldviews with the understanding that they do so to present information, prepare students, and provoke thought and discussion, and without the assumption that the faculty members advocate those ideas, practices, and worldviews. Teachers shall have freedom in the classroom and through publications to discuss their subjects of expertise without harassment. Teachers shall be free to express and act upon their conscientious convictions as individual citizens, but must realize that there is always a tacit representation of the Institution in whatever is said or done. All faculty members should fully realize that they are members of their chosen faith community and of this Institution, as well as of the learned profession, and, therefore, have special obligations. In a Christian university, the exercise of academic liberty involves responsibility to the Church, the philosophy of the institution, and the academic community at large. Faculty members acknowledge that their profession and institution may be judged by what they say and write. Therefore, they should at all times be accurate, exercise appropriate restraint, and show respect for the opinions of

08-07#1 59 others, all within the framework of a dynamic Christ-centered worldview. Personal integrity would dictate that divergence from the Founding Vision and/or basic philosophy of Oral Roberts University would lead the individual voluntarily to sever his or her relationship with the University. Any faculty member who feels that academic freedom is being abridged may appeal through the grievance procedures stated in the section titled “Faculty Grievance Procedures” in this chapter.

ADMINISTRATIVE EXCUSES Some courses (e.g., choir, speech) and University activities (e.g., conferences, competitions) require students to miss class. Faculty members who teach such courses or direct such activities need to get approval from the Executive Vice President for Academic Affairs and Provost (via their chairs and school deans) for administrative excuses for the students and then provide to all professors affected a memo stating the date, time, and list of students involved. Social Security numbers must not be included on these lists. Students absent from a class or laboratory period at the request of the University are given an administratively excused absence by the Executive Vice President for Academic Affairs and Provost. This excuse grants the students the privilege of making up assignments, tests, or other work missed because of the absences without unreasonable limitations or penalties. The only absences that are administratively excused are those for official University business. All other absences, including funeral leave or student illness, are between the students and professors.

AIDS Recognizing its responsibility to the students and staff of Oral Roberts University and the community, the Board of Regents has adopted the following policy on Acquired Immunodeficiency Syndrome (AIDS). This policy is based upon the best medical information presently available and on statements and/or guidelines of the United States Public Health Service, the Centers for Disease Control, and the American College Health Association. The primary response of ORU to the AIDS epidemic must be education. Increasing awareness and providing education to prevent the future spread of AIDS are goals of the highest priority insofar as the Board of Regents is concerned. This policy and the resulting guidelines for an educational program are continually reviewed and revised as additional information becomes available. Interpretation and construction of this policy shall be guided by that contained in “General Statement on Institutional Responses to AIDS, Revised, 1988,” and “AIDS on the College Campus, Special Report,” both published by the American College Health Association, and by any updates or revisions of these respective documents. In adopting this policy, the Board of Regents has made every effort to protect the rights of individuals and respect the concerns of the community. Consequently, rather than adopting a rigid policy, the Board of Regents has opted for a flexible one that requires the review of cases on an individual basis, with responses tailored to meet individual circumstances. The committee charged with conducting reviews and formulating responses shall be the University AIDS Task Force, which is discussed more fully in the administration section of this handbook. This policy is applicable to all students and employees of Oral Roberts University. Nothing contained herein shall mitigate, in any manner, the applicability of the Honor Code Pledge to the student body, faculty, and staff.

Students 1. Admissions—Consideration of any form of HIV infection shall not be a part of the initial admission decision for those applying to attend ORU. 2. Housing—Decisions about housing for students with any form of HIV infection are made on a case-by-case basis by the Operational Review Committee, a standing committee of the AIDS Task Force. In making these decisions, this committee is guided by the following principles: a. HIV infection is a condition present in an individual and not one that inhabits a residence hall or classroom. 60 b. The best medical information currently available indicates that there is no risk to those sharing residence or facilities with infected individuals. c. In some situations, reasonable concern for the health of students with immunodeficiencies (of any origin) may exist when those students might be exposed to certain contagious diseases (e.g., measles, chicken pox) in close living situations. Consequently, if it is feasible, officials may provide private housing to those students with immune deficiencies in order to protect the health of these students. 3. Activities and Access to Facilities—There is no medical justification for restricting the access of students or employees with any form of HIV infection to any University facilities. a. Access to any common areas (e.g., cafeterias, health or fitness centers, student union) shall be unrestricted. The only limitation shall be the individual’s own personal physical and mental health. b. University students having any form of HIV infection shall be allowed to attend regular classes in an unrestricted manner so long as their physical and mental health allows attendance. c. Participation in athletics/sports by students with any form of HIV infection shall be unrestricted. Injuries occurring during contact athletics and sports can result in bleeding and open wounds. Individuals with any form of HIV infection should seek counseling concerning participation. d. Anyone (e.g., coaches, trainers, lab instructors) assisting in the treatment of such injuries should be trained in and follow safety procedures.

Employees In view of the fact that AIDS cannot be spread by casual contact in the work place, employees known to have any form of HIV infection are treated for work-related purposes in the same manner as employees with other catastrophic illnesses. Employees with any form of HIV infection are encouraged to seek consultation from those involved with health care on campus. It is suggested than employees with any form of HIV infection inform a member of the Operational Review Committee that accommodations may be made to protect the employee from infections that may exist in the work place, if necessary.

Treatment of Individuals with HIV As a result of the fear, anxiety, and anger that many people feel in reaction to AIDS, students or employees who are either known to be, or suspected of being, infected with HIV may be subjected to emotional and/or physical abuse. The University condemns all such occurrences and shall respond to them quickly and effectively. 1. Employees who work with or provide services for an individual known to have any form of HIV infection are expected to carry out their normal work duties. 2. There shall be no mandatory testing of prospective or current students, employees, or persons seeking employment. The Student Health Services Center can refer students or employees desiring testing to sources of testing. 3. Campus health care providers shall stay abreast of current developments and practices regarding immunologic evaluation and treatment. 4. The Health Services Center and Counseling Services shall provide for medical, psychological, and support services that promote the best mental and physical health of persons with any form of HIV infection. If needs are beyond the scope of what is available on campus, students will be referred to appropriate care providers. 5. Special precautions shall be taken to protect the health of students with immunodeficiencies of any origin during periods of prevalence of certain contagious disease (e.g., measles, chicken pox). 6. Persons known to have immunodeficiencies may be excused by a physician from any requirements for certain vaccinations (e.g., measles, rubella).

08-07#1 61 Confidentiality The potential for discrimination and mistreatment of individuals with any form of HIV infection, whether or not they have symptoms of illness, and of individuals thought to be at risk of infection requires that confidential information regarding any aspect of HIV infection be handled with the utmost care. Guidelines concerning the handling of confidential information about students or employees with any form of HIV infection shall follow the general standards set forth in the current edition of the American College Health Association’s Recommended Standards and Practices for a College Health Program and any update or revision thereof. The current (fourth) edition thereof recommends that no specific or detailed information concerning complaints or diagnosis be provided to faculty, administrators, or even parents without the written consent of the patient in each case. This position with respect to health records is supported by the Family Educational Rights and Privacy Act of 1974. The guidelines follow: 1. University administration and the personnel at the Health Services Center shall not inquire of students as to the existence of any form of HIV infection. Students with any form of HIV infection are encouraged to inform those involved in health care on campus (e.g., Student Health Services Center, counseling services) so that proper medical care, support, counseling, and education may be provided. 2. No person, group, agency, insurer, employer, or institution shall be provided medical information of any kind without the prior written consent of the student or employee. Given the possibility of unintended or accidental compromise of the confidentiality of information, specific information about the existence of known HIV infection should be included in the ordinary medical record of the student/employee only when circumstances of medical necessity mandate it. The inclusion of any information regarding HIV infection in such medical records should be discussed with the student/employee prior to its entry. 3. School officials and personnel shall not keep any secondary list or records identifying individuals tested for HIV or with HIV infection. 4. The number of people in the University who are aware of the existence and/or identity of students/employees who have any form of HIV infection shall be kept to an absolute minimum. 5. Students and employees are not advised of the identity of students or employees known to have any form of HIV infection because there is no medical or other reason to do so. 6. The University shall observe and comply with all public health reporting requirements regarding any form of HIV infection set forth in state or federal law.

BENEFITS

Tuition Assistance for Family Members Spouses and dependent children (defined as those who are unmarried, are under 24 years of age, and meet IRS dependency tests) of full-time faculty members receive tuition assistance for undergraduate work taken at the University for a maximum of 18½ credit hours per semester or 12 credit hours during the summer. The application process for applying for tuition benefits for three or more credits now includes the completion of a Free Application for Federal Student Aid (FAFSA) if the employee household income is $50,000 or less. Each employee’s dependent child and/or spouse needs to complete a FAFSA in addition to the tuition benefit form. Spouses and dependent children of full-time faculty members hired prior to April 30, 1999, remain eligible to take a maximum of 18½ undergraduate credit hours during the fall and spring semesters and up to 12 credit hours during the summer session tuition free. For full-time faculty members hired on or after April 30, 1999, spouses and dependent children are eligible for a tuition reduction (excluding materials, fees, late charges, and housing) in the ORU undergraduate schools. For the first year of employment, spouses and dependent children of full-time employees receive a 50% tuition discount on undergraduate tuition. During the second year of employment with the University, spouses and dependent children are eligible for a 75% tuition reduction. After two years of employment, spouses and dependents can attend the University tuition free. The tuition benefits 62 are applied after State and/or Federal Grants, such as the Academic Competitiveness Grant and the Science and Mathematics Access to Retain Talent (SMART) Grant have been awarded. Spouses and dependent children of part-time faculty members are also eligible for a tuition reduction. The tuition reductions are 25%, 39%, 45%, and 50% for faculty members teaching six, seven, eight, and nine credit hours per semester respectively. After one year of continuous service, the reductions increase to 38%, 59%, 67%, and 75% respectively. After two years of continuous service and thereafter, the reductions are 50%, 78%, 89%, and 100% respectively. If the number of teaching hours varies from semester to semester, the reduction is adjusted to coincide with the current teaching load. These tuition reductions apply only to the semesters when the faculty member is employed at the University. Faculty members who work five continuous years may retain credit for years of service (for tuition benefits purposes) for up to two years while not employed at the University. Tuition assistance for family members is subject to the following conditions: 1. Tuition assistance applies to ORU’s undergraduate schools only. 2. Tuition assistance does not cover correspondence courses. 3. All prospective students must be accepted to ORU, and the faculty member must be certified to be in good standing. 4. If the 24th birthday of a dependent child occurs during a semester, tuition assistance is allowed during that semester. Any subsequent semester is not covered by tuition benefits. 5. If a dependent child marries during a semester, tuition benefits are prorated based on the date of marriage. Any subsequent semester is not covered by tuition benefits. 6. Dependent children and/or spouses must maintain good academic standing and be free from any disciplinary and financial holds. 7. ORU reserves the right to require documentation in determining dependent and/or spouse eligibility. 8. Qualified spouses and dependents are eligible to take a full course load each semester (18½ credit hours in fall and spring semesters and 12 credit hours during the summer). 9. A faculty member who leaves the University’s employ for any reason during the semester and whose spouse and/or dependent(s) desired(s) to remain in classes receives the tuition assistance through the end of the current semester, provided the faculty member works more than 50% of the semester. If the faculty member works less than 50% of the semester, the tuition assistance is prorated based on the actual days worked. The student’s portion must be paid in full by the end of the semester. Individuals not continuing in classes must complete the withdrawal process in accordance with University policy.

Spouses of faculty members hired prior to April 30, 1999, utilizing tuition benefits at the master’s or doctoral level for the spring 1999 semester may continue to do so until degree completion in accordance with ORU catalog constraints. Continuous enrollment must be maintained (except during the summer).

Procedures for Utilizing Undergraduate Tuition Benefits Spouses and dependent children wanting to enroll in undergraduate courses at ORU must first complete an Application for Admission Form, which is available in the Undergraduate Admissions Office. If the faculty member was enrolled during the previous semester, he or she need not complete the admissions form. If the spouse or dependent child was enrolled at some time in the past but not during the previous semester, he or she must complete an application for readmission. The Admissions Office recommends that at least one month be allowed for appropriate official transcripts to be sent. Once accepted, the spouse or dependent child should contact the Registrar’s Office to enroll in undergraduate classes. Admission and enrollment for graduate studies is coordinated and processed through the graduate schools in cooperation with the Adult Learning Service Center. All spouses and dependent children taking classes are responsible for all aspects of academic and nonacademic registration.

08-07#1 63 The following steps to obtain tuition benefits should be completed four to six weeks before enrolling: 1. The spouse or dependent child files a FAFSA for the academic year he or she wishes to apply for tuition benefits. 2. The spouse or dependent child completes a Tuition Benefit Application and submits the form to his or her chair or dean. The department chair, school dean, and Executive Vice President for Academic Affairs and Provost must sign the completed form. The Tuition Benefit Application must be completed for each semester a faculty member enrolls 3. The form is sent to the Human Resources Department and to the Financial Aid Office for processing. 4. The FAFSA results for the spouse or dependent child are sent from the U.S. Department of Education to the Financial Aid department. 5. The Financial Aid department determines the spouse or dependent child’s eligibility for any federal or state grants and awards that aid. 6. The Financial Aid department awards the appropriate tuition benefit after federal or state awards have been applied, up to the cost of tuition. 7. The spouse or dependent child accepts the awards on VISION and then completes the registration process. 8. After benefits are approved and classes assigned, the spouse or dependent child must go to Student Accounts to be validated as a student. If this final step is not completed, the spouse or dependent child will be de-enrolled. 9. If the spouse or dependent child is selected for verification by the U.S. Department of Education, he or she is responsible to complete any further necessary paperwork as indicated by the Financial Aid department.

Insurance Programs The employee benefit programs available to eligible faculty members of Oral Roberts University are briefly described in this handbook. Full-time faculty members (as defined by faculty contract) at Oral Roberts University can be eligible for these programs, and part-time faculty members can be eligible for some of the programs, subject to the terms of the governing documents for each program. This handbook does not contain every detail of the employee benefit programs or all of their specific terms. No person will gain any new rights under a program because of a misstatement in or omission from this handbook or by operation of the program. The University may amend or terminate one or more of the employee benefit programs at any time. If a program is amended or terminated, benefits may be different from those summarized or may end completely. For information regarding the detailed terms and conditions of the employee benefits programs described here and related forms, faculty members should contact the Benefit Department at 495- 7561. Information is also available on the ORU Web Site.

Medical The University offers comprehensive group medical insurance. New full-time faculty members are eligible to enroll for coverage that can be effective on the date of employment. To be enrolled for coverage effective on date of employment, the new member must complete and submit the enrollment form within 31 days of the employment date. He or she will also have an opportunity during the group open enrollment period each fall to make a new or changed election for coverage effective January 1. Coverage may be partially limited for an enrollment later than the initial 31-day enrollment period. Eligible faculty members pay a share of the cost of health coverage. Rules for using pre-tax dollars to cover the cost of the coverage appear in the section of this handbook titled “Pre-Tax Premium Program.”

64 If the faculty member or a family member loses coverage due to certain events, such as termination of employment, the option to elect continuation coverage under the Consolidated Omnibus Budget Reconciliation Act (COBRA) is available. Under the terms of the health program, the Benefits Department must be notified in a timely manner of any change in eligibility of a family member, such as a change due to divorce or a child’s reaching age 19. Such timely notice will enable the faculty member to change coverage election or obtain COBRA coverage, if applicable.

Dental ORU offers group dental insurance coverage. All full-time faculty members are eligible to enroll for coverage that can be effective on the 1st day of the month following date of employment. Faculty members may enroll for dental coverage under the same enrollment and pre-tax premium payment rules that apply for medical insurance. If the faculty member or a family member loses coverage due to certain events, such as termination of employment, the option to elect continuation coverage under the Consolidated Omnibus Budget Reconciliation Act (COBRA) is available. Under the terms of the health program, the Benefits Department must be notified in a timely manner of any change in eligibility of a family member, such as a change due to divorce or a child’s reaching age 19. Such timely notice will enable the faculty member to change coverage election or obtain COBRA coverage, if applicable.

Life and Accidental Death and Dismemberment The University provides, at no cost to the faculty member, a group term life and accidental-death- and-dismemberment policy. Coverage is effective the 1st day of the month following the date of employment. The policy provides an amount equal to annual earnings, rounded to the next higher multiple of $1,000. Maximum coverage amount is $50,000. Coverage reduces at age 70 and over. It is important to keep beneficiary information updated. The insurance company must pay benefits based on the form signed by the faculty member and the terms of the policy. The faculty member can update beneficiary information at anytime. The form is available from the Benefit Department or on the ORU Web Site. The University offers additional or “voluntary” group term life insurance and accidental death and dismemberment insurance. The faculty member pays the entire cost of this coverage, and may purchase it for self, spouse, and child(ren). Enrollment requires the completion and submission of the enrollment form within 31 days of the effective date of coverage (the 1st day of the month following date of employment). If the faculty member would like to enroll at a later date, he or she will have that opportunity during the group open enrollment period; however, evidence of good health will be required for each person to be covered. Additional coverage elected during such later enrollment is not in force until the faculty member receives written confirmation of the additional coverage. Payroll deductions for the additional coverage will not be taken until additional coverage is approved. Coverage reduces at age 70 and over. If the faculty member leaves employment, he or she may have the opportunity to continue or convert life insurance coverage. If the faculty member becomes disabled, he or she may have the opportunity to have life insurance continue under the Waiver of Premium Provision.

Short-Term Disability The University offers short-term disability insurance coverage for full-time faculty members who have completed 90 actively-at-work days as defined by the insurance policy. The faculty member pays the entire cost of this coverage. To enroll the faculty member must complete and submit the enrollment form within 31 days of his or her eligibility date. This plan pays a portion of salary after a 30-day waiting period until the faculty member recovers or reaches the 184th day following the date of disability. Any vacation or sick time accrued will be paid before the short-term disability benefit is paid. The plan excludes certain disabilities from payment, such as one arising from certain pre- existing conditions. The faculty member must complete and submit the appropriate claim forms and

08-07#1 65 any additional information requested by the insurance company or the Benefits Department to receive short-term disability benefits. If a faculty member remains disabled for more than 184 days, he or she may be eligible for benefits under the long-term disability plan.

Long-Term Disability A long-term disability program is provided for all full-time faculty members who have completed 90 actively-at-work days as defined by the insurance policy. In general, the plan pays 60% of a base annual salary, to a maximum benefit of $7,000 per month. The plan excludes certain disabilities from payment, such as one arising from certain pre-existing conditions. The faculty member must complete and submit the appropriate claim forms and any additional information required by the long-term disability insurer to receive long-term disability benefits.

Social Security The University participates in the Federal Social Security and Old Age and Survivor Insurance Program. This program provides Federal Government assistance at retirement or in case of disability.

Workers’ Compensation Faculty members are covered by Workers’ Compensation Insurance which provides coverage for on-the-job injuries and work-related disabilities. Faculty members must report any accidents resulting from University work to their chairs or deans immediately and inform the Risk Management Department so the proper documentation can be completed and the claim processed quickly. More information is available on the employee benefits webpages of the University website.

Pre-Tax Premium Program A faculty member can elect to pay his or her share of the cost of the medical and dental insurance programs on a pre-tax basis. This means the premiums are deducted before payroll taxes are computed, which can result in income and FICA tax savings of up to $.42 (depending upon tax bracket) for every pre-tax dollar. New full-time faculty members are eligible to enroll for coverage that can be effective on the date of employment. To be enrolled for coverage on such date, the faculty member must complete and submit the enrollment form within 31 days of the employment date. The faculty member will have the opportunity during the group open-enrollment period each fall to make a new or changed election for coverage effective January 1. If the faculty member elects to pay premiums on a pre-tax basis, he or she may not change coverage election until the next open enrollment period unless he or she experiences a change in family status as defined in the program documents.

Retirement Savings Program A retirement plan for University employees has been established with Teachers Insurance and Annuity Association and College Retirement Equities Fund (TIAA-CREF). It provides eligible employees the opportunity to save for retirement through pre-tax contributions to a 403(b) retirement plan. Subject to certain IRS limitations, contributions to the 403(b) plan and the earnings on those contributions are generally excluded from income until distributions from the plan are received. The University does not contribute to this program. Faculty members should contact the Benefits Department with questions about eligibility requirements and enrollment procedures for this program. Eligible employees may join with a minimum deduction of $200 per year or $7.70 per pay period.

Employee Assistance Plan When personal problems become overwhelming, professional assistance is needed. It is available to full-time and part-time faculty members through the Employee Assistance Program (EAP). EAP provides confidential assessment and referral for the faculty member and his or her family—whether the problem is marital, financial, legal, emotional, alcohol-related, drug-related, or related to something else. Those believing they are in need help, wanting information, or desiring to talk to a counselor should contact the EAP in Tulsa at (918) 594-5232 or toll-free at (800) 221-3976. 66

Dependent Care Reimbursement Plan A faculty member who has child-care or dependent-care expenses can generally set aside up to $5,000 of annual salary each year ($2,500 if married filing separately) in a dependent-care- reimbursement account. Contributions are equal to the annual amount elected for contribution and are prorated over the pay periods in the calendar year. If a faculty member and spouse each participate in a dependent care reimbursement program, the maximum combined annual limit is $5,000. Other limits can apply if the spouse is a full-time student or does not work due to disability. New full-time faculty members can enroll as a dependent-care-reimbursement-plan participant within 31 days of the date of employment. Participation is effective the first of the month following the date of enrollment form submission. Faculty members have the opportunity during the group open-enrollment period each fall to make a new election for plan participation effective January 1. A faculty member may not change his or her election until the next open enrollment period unless he or she experiences a change in family status as defined in the program documents.

Health Care Reimbursement Account The Oral Roberts University medical and dental insurance programs can pay many but not all health-related expenses of faculty members. Effective January 1, 2008, faculty members may elect health-care-reimbursement-account coverage of up to $500 for a calendar year to be used to pay certain health expenses not covered by any other insurance or similar program. Contributions are equal to the amount of coverage elected and prorated over the pay periods in the calendar year. Examples of eligible expenses include deductibles, office co-payments, and contact lenses. A detailed list of eligible expenses can be obtained from the Benefit Department. All full-time faculty members are eligible to enroll for health-care-reimbursement-account coverage effective January 1, 2008, during the fall 2007 open-enrollment period. After January 1, 2008, new full-time faculty members can enroll within 31 days of the date of employment. Coverage will be effective on the first day of the month following the date of submission of the enrollment form. Faculty members have the opportunity during the group open-enrollment period each fall to make a new election for coverage effective January 1. If a faculty member elects to pay premiums on a pre-tax basis, he or she may not change coverage election until the next open-enrollment period unless he or she experiences a change in family status as defined in the program documents.

Other Benefits

Credit Union All faculty members are eligible for membership in the Tulsa Teachers Credit Union. A nominal fee is required to open an account, which entitles the member to a wide range of services. Information can be obtained at the main office (3720 E. 31st Street, telephone 743-9861) or at one of the many branches, including the branch near ORU (82nd and Lewis). A number of service centers are also available. Additional information is available from the TTCU website at http://www.ttcu.com.

Food Services Faculty members may purchase meals at the University cafeteria in the Student Center. They are required to adhere to the same dress code as students. Hot foods are also available at the Deli on the third floor of the Graduate Center, at Chick-fil-A® in the basement of the Student Center, and at other food vendors on the third floor of the Learning Resources Center.

Recreational Activities

ORU Aerobics Center In keeping with the whole-person philosophy of the Ministry, faculty members are expected to participate in an aerobics program. The facilities in the Aerobics Center are available for use during

08-07#1 67 scheduled hours each day. Family members may use the facility on Friday nights. Anyone starting an exercise program should first consult his or her physician. More information on Aerobics Center policies and planned group activities is available from the Aerobics Center Office.

Athletic Events Faculty members and their families are welcome as spectators at the many athletic events sponsored by the University. An ORU Eagle Card admits faculty members and their families to most ORU athletic events free of charge. All faculty members may purchase, at a discount, season tickets for reserved seating at home basketball and baseball games. The Ticket Office at the Mabee Center has more information.

Parking Facilities Well-maintained parking lots are available to University faculty members free of charge. Parking in lots other than the Mabee Center lot is reserved for those cars registered with the ORU Department of Public Safety and Security and displaying the appropriate parking permit. More information is available in the section titled “Parking” in this handbook.

Drama The Communication Arts Department presents a number of plays during the year. Full-time faculty members receive two free tickets per event. Free tickets can be reserved the week of the performance and picked up at the door. Additional tickets may either be purchased at the door or reserved during the week of the performance and paid for at the door. The Ticket Office has more information.

Music The Music Department presents many concerts, recitals, and other musical events during the year, many of which are presented with no admission charge. Faculty members and their families are cordially invited to attend these presentations.

Campus Store Faculty members may purchase such items as books, cards, office supplies, University imprinted items, gifts, and music at the Campus Store. Upon presentation of a current Eagle Card, faculty members are eligible for a discount on all purchases except textbooks, film processing, computers, software, magazines, and newspapers. A faculty member also receives a 10% discount on selected items during the month of his or her birthday.

CONFIDENTIALITY AND PROPRIETARY INFORMATION ORU faculty members may have access to certain information that is of special or unique nature and/or value to ORU. This may include, but is not limited to, business operations; internal structure; financial affairs; systems and procedures; confidential reports; lists of customers, vendors, suppliers, and employees former, present, and prospective accounts; marketing and business strategies; contracts and agreements with persons or entities; information regarding students, partners, and other constituents, and other proprietary and confidential information.

Non-Disclosure While employed or after termination of employment, employees shall not, for any reason or purpose, directly or indirectly, divulge or disclose to any person or entity, any of the proprietary and confidential information or any other information or knowledge respecting the business or affairs of ORU or its officers, directors, employees, students, learned or conceived while employed by ORU, but shall hold the information confidential and secret, and use their best efforts to limit access to confidential and proprietary information to those who have a need to know the information for the business purposes of ORU. Any violation of the terms and conditions of the policy is grounds for immediate termination. 68 Ownership and Return of Information All writings, records, instruments, documents, customer lists, data, reports, programs, software, computer-stored information, hardware, telephone and address books, card decks, listings, programming, student or customer files and records, and any and all other instruments, records and documents recorded or stored on any medium whatsoever (regardless of whether or not the medium is owned by ORU) relating or pertaining directly or indirectly to employment with ORU, shall at all times be and remain the property of ORU. Upon the termination of employment faculty members shall return to ORU all records and all other property belonging to ORU. Faculty members shall return all copies of any such records when employment ceases. In the event that any faculty member fails to return any ORU records or other property, ORU may (in addition to other legal remedies) deduct the value of the unreturned records or property from any compensation payable to the faculty member.

COPYRIGHT Oral Roberts University recognizes that a part of its educational mission is to encourage the production of creative works of literature, art, instructional material, etc., on the part of its faculty. Creative works may result entirely from the volition and personal time of a faculty member, may be entirely the result of a faculty member’s performance of duties for the University, or may be a combination of these two. It is, therefore, important that the terms and conditions under which copyrights of creative works are owned and licensed for the mutual benefit of the University and its faculty members be set forth. The University recognizes the interests of its faculty members, sponsors, and other cooperating or participating agencies. Furthermore, it recognizes that creative works may arise as the result of the efforts of its faculty members and that rights to such creative works may be vested in the faculty members, the University, sponsors, other cooperating or participating agencies, or jointly in any of these entities. It is the policy of the University to equitably protect the rights of the University, its employees, sponsors, or other cooperating or participating agencies as set forth in Appendix B.

DISCRIMINATION AND COMPLIANCE PROCEDURE ORU is committed to providing an environment in which its employees and its student body are treated with courtesy, respect, and dignity. Thus, the University does not tolerate or condone any actions by any employee that constitute discrimination of another employee or student. Every individual is responsible to help ensure that discrimination is avoided. Discrimination based upon race, national or ethnic origin, age, sex, disability, or veteran status is prohibited by Oral Roberts University. Requiring photos on ORU applications of any kind is also prohibited.. The following procedure supplements the informal departmental means of resolving a faculty member’s problems or complaints in regard to discrimination based on race, national or ethnic origin, sex, age, disability, or status as a veteran. 1. The faculty member with the complaint discusses the problem with the supervisor (department chair or dean). Together they try to solve the problem through discussion and negotiation. 2. If further resolution is necessary, the faculty member completes a formal complaint form available from the Human Resources Department and sends it to the Compliance Officer, at present, the Director of Human Resources. 3. The Compliance Officer meets with the faculty member and appropriate administrative personnel to discuss the complaint. 4. If further resolution is necessary, the Compliance Officer notifies the Executive Vice President for Academic Affairs and Provost and presents the complaint to the Compliance Committee. 5. Within 14 days of receiving the complaint, the Compliance Committee meets, listens to all parties involved, reviews all documentation, and makes a written recommendation and presents it to the Executive Vice President for Academic Affairs and Provost. 6. Within 14 days of receiving the committee’s recommendation, the Executive Vice President for Academic Affairs and Provost makes a decision concerning the matter and presents it in writing to the faculty member.

08-07#1 69 7. If the decision of the Executive Vice President for Academic Affairs and Provost is unacceptable to the faculty member, the faculty member may appeal to the President and Chief Executive Officer. Such appeal must be made in writing within 14 calendar days of the written decision of the Executive Vice President for Academic Affairs and Provost. 8. The President and Chief Executive Officer shall direct an investigation appropriate to the facts of the situation and make a decision concerning the matter within 21 calendar days of the receipt of the appeal. 9. If the faculty member elects to appeal the President and Chief Executive Officer’s decision, he or she may request a hearing before the Board of Regents. The request for such a hearing must be submitted in writing to the President and Chief Executive Officer no later than 14 calendar days after receipt of the President and Chief Executive Officer’s decision. 10. If an appeal is filed, the hearing before the Board of Regents shall take place at the next regularly scheduled Regents’ meeting. When a faculty member appeals to the Board of Regents, he or she may elect to have legal counsel present at the hearing, provided at least a five-day notice is given to the Office of the President and Chief Executive Officer prior to the hearing. A complete stenographic record of the hearing is to be kept and be available to the faculty member. The decision of the Board of Regents is final. The decision shall be given in writing to the faculty member and a copy shall be placed in the files of the Board of Regents.

In the event discrimination is found to have occurred, the administration of the University shall implement appropriate action. The Compliance Committee shall have the right to defer any complaints for which it feels unqualified to properly and fairly handle. Faculty tenure, promotion, academic freedom, and any other academic complaints should be referred to the grievance committee of the school(s) involved and should follow the procedures outlined in the section titled “Faculty Grievance Procedures” in this handbook.

DISMISSAL AND DISMISSAL GRIEVANCE PROCEDURE A faculty member may be dismissed from employment for failing to perform the contract of employment or for any of the following grounds: 1. Failure to maintain a high degree of competence. Competence is demonstrated by classroom performance, teaching ability, scholarly research, and writing. 2. Failure to perform reasonable faculty duties as assigned, including participation in professional activities, in a highly competent manner. 3. Intransigent actions or expressions in opposition to, or inconsistent with, the religious mission of the University, including failure to abide by the ORU lifestyle as defined in the Honor Code Pledge, this handbook, or statements adopted by the Board of Regents or articulated by the University administration. 4. Misconduct involving moral turpitude or the commission of a state or federal felony. 5. Failure to conform to or comply with administrative policies of the University or the particular department or school of the faculty member.

Dismissal of a faculty member before his or her contract expiration shall be by action of the President and Chief Executive Officer upon recommendation of the Executive Vice President for Academic Affairs and Provost. In the event of any such dismissal, the faculty member shall be apprised of the grounds for dismissal by letter. Any faculty member electing to appeal the action may institute the following grievance procedure: 1. No later than 14 calendar days after receiving the letter of dismissal, the faculty member may request an investigation by the Faculty Grievance Committee of his or her school. The request shall be in writing and presented to the chair of the Faculty Grievance Committee and the Executive Vice President for Academic Affairs and Provost. 2. No later than 14 calendar days after receiving the request for investigation, the Faculty Grievance Committee must (a) afford the faculty member a hearing, (b) submit a report of its investigation 70 and its recommendation to the Executive Vice President for Academic Affairs and Provost, and (c) furnish a copy of this report to the faculty member. 3. No later than 14 calendar days after receiving the report of the Faculty Grievance Committee, the Executive Vice President for Academic Affairs and Provost shall (a) afford the faculty member a hearing, (b) decide either to reinstate the faculty member or confirm the dismissal, (c) furnish a copy of the decision to the faculty member, and (d) furnish a copy of the decision to the Faculty Grievance Committee. 4. If the faculty member elects to appeal the decision of the Executive Vice President for Academic Affairs and Provost, the faculty member may request a hearing before the President and Chief Executive Officer. This request must be submitted in writing to the President and Chief Executive Officer within 14 calendar days after receiving the decision of the Executive Vice President for Academic Affairs and Provost. 5. Within 21 days, the President and Chief Executive Office shall (a) afford the faculty member a hearing, (b) make a decision, (c) furnish a copy of the decision to the faculty member, and (d) furnish a copy of the decision to the Executive Vice President for Academic Affairs and Provost. If no appeal is requested, the President’s dismissal shall stand. 6. If the faculty member elects to appeal the decision of the President and Chief Executive Officer, the faculty member may request a hearing before the Board of Regents at the next regularly scheduled meeting of the Regents. This request must be submitted in writing to the chair of the Board of Regents within 14 calendar days after receipt of the decision of the President and Chief Executive Officer. When a faculty member appeals to the Board of Regents, he or she may elect to have legal counsel present at the hearing, provided at least a five-day notice is given to the Office of the President and Chief Executive Officer prior to the hearing. A complete stenographic record of the hearing is to be made available to the faculty member. The decision of the Board of Regents is final, and the decision of the Regents is to be given in writing to the faculty member.

DRESS GUIDELINES Faculty members need to dress professionally and observe the faculty dress code guidelines as follows: 1. Men need to wear suits or slacks (not jeans) and turtleneck or collared shirts; ties are optional. Loafers, dress shoes, or dress boots are acceptable, but not flip-flops; socks are required. Neatly trimmed moustaches are permissible, but other facial hair is not; hair length should not reach the shirt collar, and hair must not cover more than half of the ear. 2. Women faculty members may wear dresses, skirts, blouses, dress slacks, cropped pants (no more than 4” above the ankle), but not gauchos, shorts, skorts, leggings, halter tops, or halter dresses. Clothing should be modest. Dresses/tops with straps must be covered by a blouse or jacket, and midriffs need to be covered while sitting, standing, or reaching. Low-cut clothing or excessive slits are not acceptable. 3. Jeans, shorts, t-shirts, sweatpants or sweatshirts, windjammers, sheer or spandex clothing, hats, athletic jerseys or shoes, and flip-flops are not permissible for faculty members. 4. Jewelry should be appropriate and in keeping with a professional image. Plugs and body piercing are not appropriate, but women may have modest ear piercing. Tattoos must be covered.

DRUG (PRESCIPTION) POLICY A faculty member who must use a prescription drug that causes adverse side effects (e.g., drowsiness or impaired reflexes or reaction time) shall inform his or her department chair that he or she is taking such medication on the advice of a physician. The faculty member is responsible for informing the chair of possible effects of the drug on performance and expected duration of use. If the prescription drug use could cause production, safety, or other performance problems, sick leave, if available, or a temporary assignment to other duties may be granted.

08-07#1 71 DRUG-FREE ENVIRONMENT It is a condition of employment that all faculty members sign and abide by the Honor Code Pledge, which includes abstaining from alcohol and all illegal drugs. The origin for this corporate policy is the Scriptural emphasis that the Spirit of God dwells within, that bodies are the temples of God and thus holy, and that every faculty member is an important role model to students. ORU, including all schools and departments together with all institutions affiliated with the University, expressly prohibits the possession, use, or distribution of alcohol and illicit drugs, defined as controlled substances, except as prescribed by a person licensed, registered, or otherwise permitted to distribute, dispense, or administer a controlled substance. Faculty members must, as a condition of employment, abstain from alcohol and illegal drugs and report any conviction under a criminal drug statute within five days of its occurrence. The report should be made to the Human Resources Department. The University will dismiss from employment those faculty members who possess, use, or distribute illicit drugs. Students and employees who possess, use, or distribute illicit drugs will be referred for prosecution to the appropriate governmental authorities. The complete description of (1) legal sanctions for the unlawful possession of controlled substances and alcohol and alcohol abuse; (2) health risks for illicit drugs and alcohol abuse; and (3) the penalties for various offences can be found on the ORU Intranet. In addition to the criminal penalties described there, a member of the University community may become liable for property damage or personal injuries that occur because he or she illegally sells or furnishes illegal drugs or alcohol to someone else. This liability may include (1) liability for injuries or death to the person to whom the drugs or alcohol are given or sold and (2) liability to third persons who are injured or suffer property damage because of the actions of the person to whom the drugs or alcohol have been given or sold.

EQUAL EMPLOYMENT ORU is dedicated to a policy of equal employment opportunity for all persons regardless of race, color, national origin, sex, age, disability, or status as a veteran. The administration recognizes four programs that define major areas of responsibility regarding equal employment opportunity: 1. Compliance Program—To ensure that all qualified candidates are considered for employment and promotion without regard to race, color, national origin, sex, age, disability, or status as a veteran. 2. Vietnam Veterans’ Program—To ensure that all veterans of the Vietnam era are considered equally for employment and promotion as their non-veteran counterparts. 3. Title IX Program—To ensure that no person is discriminated against in employment or educational programs on the basis of gender. 4. Title I Program—To ensure that no qualified individual is discriminated against in employment or educational programs on the basis of disabilities. A “qualified” individual is defined as one with disabilities who meets the skill, experience, education, and other job-related requirements of a position held or desired, and who, with or without reasonable accommodation, can perform the essential functions of a job.

Each member of the Oral Roberts University community has the responsibility to treat colleagues and coworkers considerately and fairly. All supervisory personnel, including deans and department chairs, have additional responsibilities to ensure equal employment opportunity for all faculty and staff. Therefore, they must do the following: 1. Be familiar with all disseminated information concerning Equal Employment regulations. 2. Ensure that all faculty and staff in their respective schools and departments understand the University is deeply committed to a policy of equal opportunity and nondiscrimination for all persons. 3. Ensure that all supervisory personnel recruit, hire, train, and promote in all positions on the basis of the individual’s ability to perform the job, not on the individual’s disability or limitation. 4. Ensure that all personnel actions such as those involved in compensation benefits, company- sponsored training, educational tuition assistance, transfers, demotions, terminations, layoffs, 72 returns from layoffs, and social or recreational programs shall be administered so as not to discriminate. 5. Make a reasonable effort to provide an accommodation—when a qualified individual or employee with a disability requests an accommodation—that is effective for the individual and thereby gives the individual an equal opportunity to obtain a job, perform essential job functions, or enjoy equal benefits and privileges. 6. Inform all faculty and staff that any harassment of coworkers, colleagues, or students is inconsistent with the goals of University and is subject to disciplinary procedures up to and including termination. 7. Ensure that all policies, procedures, and programs that are developed and/or administered comply fully with all laws and regulations pertaining to non-discrimination. These policies and procedures include, but are not limited to, recruitment advertising, selection of employees, and internal searches for promotion and transfer. 8. Be alert to any equal employment concerns that may be developing or have developed within their respective schools and departments. 9. Consult with the Compliance Officer regarding Equal Employment Opportunity concerns or requests for accommodations in order to determine a course of action.

EXTRA EMPLOYMENT AND OBLIGATIONS Faculty members shall not engage in activities during the period of their contracts that may prevent them from fulfilling their full professional responsibilities to the University or that in any way represent a conflict of interest with the goals of the University. Faculty members should not accept outside employment, positions, or responsibilities related to business, religious, governmental, educational, or corporate entities without the prior and written approval of the school dean. Specifically excluded from the foregoing stipulations are the occasional consulting, speaking engagements, or church-related activities typical of Oral Roberts University faculty members.

FACULTY GRIEVANCE PROCEDURE These procedures follow the informal departmental means of resolving a faculty member’s problems or complaints for issues other than harassment, discrimination, or dismissal, which are discussed in the following three sections of this handbook. 1. The faculty member with the complaint discusses the problem with his or her department chair. Together they try to solve the problem through prayer, discussion, and negotiation. All efforts should be made to resolve the problem at this level. 2. If further resolution is necessary, the faculty member shall state the problem in writing and submit it to the school dean. 3. If a satisfactory settlement does not result, the faculty member may request a meeting with the school dean, department chair, and/or any other appropriate persons to discuss and try to resolve the complaint. 4. If further resolution is necessary, the school dean requests a hearing from the Executive Vice President for Academic Affairs and Provost, who may choose to hear the complaint or refer it to the faculty grievance committee in the appropriate school (step 6). 5. If the Executive Vice President for Academic Affairs and Provost chooses to hear the complaint but is unable to resolve it to the faculty member’s satisfaction, the faculty member may request an investigation by the Faculty Grievance Committee of his or her school. The request shall be in writing and presented to the chair of the Faculty Grievance Committee and the Executive Vice President for Academic Affairs and Provost. 6. No later than 14 calendar days after receiving the request for investigation, the Faculty Grievance Committee must (a) afford the faculty member a hearing, (b) submit a report of its investigation and its recommendation to the Executive Vice President for Academic Affairs and Provost, and (c) furnish a copy of this report to the faculty member. 7. No later than 14 calendar days after receiving the report of the Faculty Grievance Committee, the Executive Vice President for Academic Affairs and Provost shall (a) afford

08-07#1 73 the faculty member a hearing, (b) make a decision, (c) furnish a copy of the decision to the faculty member, and (d) furnish a copy of the decision to the Faculty Grievance Committee. 8. If the faculty member elects to appeal the decision of the Executive Vice President for Academic Affairs and Provost, the faculty member may request a hearing before the President and Chief Executive Officer. This request must be submitted in writing to the President and Chief Executive Officer within 14 calendar days after receiving the decision of the Executive Vice President for Academic Affairs and Provost. 9. Within 21 calendar days, the President and Chief Executive Officer shall (a) afford the faculty member a hearing, (b) make a decision, (c) furnish a copy of the decision to the faculty member, and (d) furnish a copy of the decision to the Executive Vice President for Academic Affairs and Provost. If no appeal is requested, the President’s decision shall stand. 10. If the faculty member elects to appeal the decision of the President and Chief Executive Officer, the faculty member may request a hearing before the Board of Regents at the next regularly scheduled meeting of the Regents. This request must be submitted in writing to the Chair of the Board of Regents within 14 calendar days after receipt of the decision of the President and Chief Executive Officer. When a faculty member appeals to the Board of Regents, he or she may elect to have legal counsel present at the hearing, provided at least a five-day notice is given to the Office of the President and Chief Executive Officer prior to the hearing. A complete stenographic record of the hearing is to be made available to the faculty member. The decision of the Board of Regents is final, and the decision of the Regents is to be given in writing to the faculty member.

FAIR USE GUIDELINES Faculty members using materials, whether written or in electronic form, must comply with copyright laws. Using copyrighted materials for educational purposes does not automatically qualify it as fair use. Faculty members need to apply for copyright permission whether the materials are to be used in class or put on reserve in the library. The following section provides the guidelines for limited use of copyrighted materials when there is not enough time to receive permission for using copyrighted materials. The following information in this fair use section presents guidelines for classroom copying in not-for-profit educational institutions with respect to books and periodicals. This information comes from http://www.nacs.org/public/copyright/, National Association of College Stores, Inc., and the Association of American Publishers. It has been reformatted to conform to the style of this handbook. Multiple copies (not to exceed in any event more than one copy per pupil in a course) may be made by or for the teacher giving the course for classroom use or discussion, provided that (1) the copying meets the tests of brevity and spontaneity as defined in the section “Definitions,” (2) the copying meets the cumulative effect test as defined in the section “Definitions,” and (3) each copy includes a notice of copyright.

Definitions Brevity 1. Poetry a. A complete poem if fewer than 250 words and printed on not more than two pages. b. An excerpt of not more than 250 words from a longer poem. (Each of the numerical limits may be expanded to permit the completion of an unfinished line of a poem.). 2. Prose a. A complete article, story, or essay if fewer than 2,500 words. b. An excerpt from any prose work of not more than 1,000 words or 10% of the work, whichever is less, but in any event, a minimum of 500 words. (Each of the numerical limits may be expanded to permit the completion of an unfinished line in a prose paragraph.) 74 3. Illustration—One chart, graph, diagram, drawing, cartoon, or picture per book or per periodical issue. 4. Special works—Certain works in poetry, prose, or in “poetic prose,” which often combine language with illustrations, fall short of 2,500 words in their entirety. Such special works may not be reproduced in their entirety; however, an excerpt comprising not more than two of the published pages of a special work and containing not more than 10% of the words found in the text thereof may be reproduced.

Spontaneity 1. The copying is at the instance and inspiration of the individual teacher, and 2. The inspiration and decision to use the work and the moment of its use for maximum teaching effectiveness are so close in time that it would be unreasonable to expect a timely reply to a request for permission.

Cumulative Effect The copying of the materials is for only one course in the school in which the copies are made. Not more than one short poem, article, story, or essay or two excerpts may be copied from the same author, nor more than three from the same collective work or periodical volume during one class term. There shall not be more than nine instances of such multiple copying for one course during one class term. These limitations shall not apply to current news periodicals, newspapers, and current news sections of other periodicals.

Prohibitions Notwithstanding any of the preceding, the following shall be prohibited: 1. Copying shall not be used to create, replace, or substitute for anthologies, compilations, or collective works. Such replacement or substitution may occur whether copies of various works or excerpts are accumulated or are reproduced and used separately. 2. There shall be no copying of or from works intended to be “consumable” in the course of study or teaching. These include workbooks, exercises, standardized tests, test booklets, answer sheets, and like consumable material. 3. Copying shall not (a) substitute for the purchase of books, publisher’s reprints, or periodicals; (b) be directed by higher authority; or (c) be repeated with respect to the same item by the same teacher from term to term. 4. No charge shall be made to the student beyond the actual cost of the photocopying.

HARASSMENT AND COMPLAINT PROCEDURE ORU is committed to providing an environment in which its employees and its student body are treated with courtesy, respect, and dignity. Thus, the University does not tolerate or condone any actions by employees that constitute harassment of another employee or student. Every individual is responsible to help ensure that harassment is avoided. Verbally or physically harassing another employee or student based upon race, national or ethnic origin, age, sex, disability, or veteran status is prohibited by Oral Roberts University. In the event harassment occurs, the management of the University administers appropriate action.

Definitions Harassment includes, but is not limited to the following: coercion, intimidation, retaliation, and interference. Sexual harassment is defined as any unwelcomed sexual advance, request for sexual favors, or other verbal, physical, or visual conduct of a sexual nature when any of the following occur: 1. Submission to such conduct is made either explicitly or implicitly a condition of an individual’s employment (including hiring, compensation, promotion, or retention) or an individual’s educational opportunity.

08-07#1 75 2. Submission to or rejection of such conduct by an individual is used as the basis for employment decisions, academic performance, or continuation as a student. 3. Conduct by supervisors, faculty members, other employees, or people who are not employees unreasonably interferes with an employee’s work performance or creates an intimidating work environment. This means that such deliberate, repeated, and unsolicited conduct may take various forms, such as the following: a. Verbal and sexual innuendos, suggestive comments, jokes of a sexual nature, sexual propositions, or threats. b. Nonverbal and sexually suggestive objects or pictures, graphic commentaries, suggestive or insulting sounds, leering, whistling, or obscene gestures. c. Physical and unwanted physical contact, including touching, pinching, brushing the body, coerced sexual intercourse, or assault. Amorous relationships between any faculty member and any student or staff member for whom he or she has a professional responsibility is deemed unwise. In a personal relationship between any faculty member and a student or staff member for whom there is not current professional responsibility, there should be sensitivity to the constant possibility that he or she may unexpectedly be placed in a position of responsibility for the student’s/staff’s instruction or evaluation. Sexual harassment of employees by non-employees in the workplace is not acceptable and should be reported to a supervisor or manager.

Complaint Procedure 1. Any employee who has a complaint of harassment at work by anyone, including supervisors, coworkers, or visitors, should immediately bring the problem to the attention of his or her supervisor, the Director of Risk Management, or the Director of Human Resources. If the supervisor is notified, he or she should then notify the Director of Risk Management or the Director of Human Resources. 2. The Director of Human Resources investigates the employee’s inquiries and/or complaints immediately. To the fullest extent practicable, the University keeps complaints and the terms of their resolution confidential. The purpose of this provision is to protect the confidentiality of the employee who files a complaint, to encourage the reporting of any incidents of harassment, and to protect the reputation of any employee wrongfully charged with harassment. When a complaint of harassment is made, it shall be promptly and fully investigated to ensure compliance with this policy. 3. If a faculty member or administrator feels that he or she has witnessed or has knowledge of harassment, the Director of Human Resources should be notified immediately. If this knowledge relates to students, undergraduate students should be referred to the Dean of Men or the Dean of Women. Graduate students should be referred to the dean of their school who in turn refers the issue to the Deans of Student Development. 4. Initially, the employee or student is requested to complete a complaint form, identifying the parties involved, the date and description of the action or communication in question, and other pertinent information. The reporting person and any other individual who has knowledge or information concerning the subject of the complaint is expected to cooperate in the investigation. 5. Investigation of a complaint normally includes conferring with the parties involved and any named or apparent witnesses. All employees and/or students shall be protected from coercion, intimidation, retaliation, interference, or discrimination for reporting harassment, assisting in making a complaint, or assisting in an investigation. 6. Any employee or student determined by impartial investigation to have harassed another employee or student is subject to appropriate disciplinary procedures up to and including termination and/or de-enrollment from the University. 7. A non-employee who subjects an employee to harassment in the workplace will be informed of Oral Roberts University’s harassment policy by the employee’s supervisor or manager; other action may be taken as appropriate.

76 INDEBTEDNESS TO THE UNIVERSITY Salary may be withheld from a faculty member who is indebted to the University until such debt is paid.

LETTERS OF RECOMMENDATION Faculty members are often asked to recommend coworkers and/or students for positions in education, graduate schools, business, industry, and other organizations. When writing recommendations, faculty members should not exaggerate or understate accomplishments and/or characteristics, hence minimizing legal exposure.

Employees Requests for work-related references and verifications of employment need to be forwarded to the Human Resources Department. Personal recommendations for coworkers or former coworkers should be written on personal stationery, not University letterhead.

Students Recommendation forms for students may be obtained from the Career Center. Students who have worked for the University are considered as employees, and therefore fall under the policy for employees.

NETWORK, COMPUTER, AND SOFTWARE MANAGEMENT POLICY All ORU computer systems users must be familiar with and abide by all ORU policies, procedures, statutes, and regulations related to ORU computer systems software usage and to security and confidentiality. Failure to do so may result in a loss of privileges or disciplinary action up to and including fines and/or termination. University-related uses for ORU computer systems access include research, participation in job-related discussion groups, and exchange of business-related electronic mail, data, and files. ORU allows faculty members to explore the Inter/Intranet and utilize software and e-mail for personal use as long as the use is negligible and as long as no ORU business use is preempted. The Network, Computer, and Software Management Policy included here is abridged from other policies, complete versions of which are available on the ORU Intranet or from the Human Resources Department. An agreement to abide by the Network, Computer, and Software Management Policy must be signed by every faculty member wanting access to the system. Anyone in the world who has access to the Internet is able to view information on the ORU website(s); therefore, all efforts should be made to ensure that all information regarding ORU is accurate and timely. Internet users should be aware that information obtained from off-campus sites on the Internet cannot be regarded as reliable unless the source is well-known and established as reliable or if the information can be independently verified.

Network User Responsibilities 1. All ORU computer systems users must be familiar with and abide by all ORU network and computer systems policies, procedures, statutes, and regulations, especially those relating to confidentiality and security. Computer policies and procedures questions should be directed to the Director of Human Resources for interpretation. 2. Before obtaining access to the ORU computer systems, all employees must sign a statement acknowledging responsibility and indemnifying ORU for any or all activities on the networks or computer systems. 3. Deans and department chairs approve and authorize ORU computer systems access and use for their employees. 4. The Information Technology Department or designee assigns all the initial ORU computer systems passwords. 5. If ORU Internet users indicate their affiliation with ORU explicitly (stating one’s title or responsibilities in the text of a message) or implicitly (through the e-mail address), they must also

08-07#1 77 indicate that the opinions expressed in such communication are their own and not necessarily those of ORU. 6. ORU Web page developers must adhere to all University policies and local, state, and federal laws. 7. Faculty members can create Web pages using the portal system, Desire2Learn course management system, HTML, or an approved Web creation program. To get Portal access, faculty members need to contact the Director of Public Relations to set up the Portal template. Web pages created with HTML or an approved Web creation program may be posted on the Intranet or the Internet. Faculty members must get approval from their chairs and school deans before posting Web pages for organizations, events, and activities. 8. Deans and department chairs, or designees are responsible for reviewing and maintaining ORU- related information on the Internet, regardless of whether it is presented on the ORU website(s) or in some other forum. Information must be accurate and current and must represent ORU in a professional manner. Further, such information is monitored for style and compatibility with the overall ORU format by the Computer Network Committee and Information Technology Department or their designees. Any Web sites or pages that do not meet these criteria are subject to removal. 9. Faculty users who want to access ORU networks or computer systems from an outside location must have special authorization from their department chairs and the Information Technology Department. 10. The Information Technology Department is responsible for using system logging and monitoring tools and appropriate procedures to monitor ORU computer systems user activity. On a periodic basis, the Information Technology Department audits the use of the ORU computer systems (including sites accessed and the frequency, duration, and timing of such access) and retains this information for an appropriate period of time. 11. When transferring data and software across the Internet, users need to protect ORU equipment and information from potential viruses. The user must ensure that the device used to download files has appropriate virus scanning software installed, that the scanning software is active, and that the virus-scanning software is used on every downloaded file before opening or running it. Missing files, frequent system crashes, and receipt of an e-mail message with an attachment from an unknown source may indicate the presence of a computer virus or security-related problem. The Information Technology Department installs virus-scanning software. 12. Employees must not use ORU computers or software for financial gain or solicitation. 13. ORU employees learning of any misuse of software or related documentation shall notify the Software Compliance Monitor in the IT Department. Employees encountering materials of a pornographic or sexual nature shall notify their supervisors immediately. Supervisors, in turn, contact the Network Systems Manager or the Chief Information Officer. 14. Use of derogatory, inflammatory, or otherwise inappropriate language in any communication, regardless of whether one’s affiliation with ORU is communicated, may result in disciplinary action up to and including termination. ORU users should do the following: a. Be polite and professional in messages to others. b. Act in a manner consistent with the core values and ethical standards outlined in the ORU mission and the Honor Code Pledge. c. Use appropriate language. d. Never disclose a home address, phone number, or other personal information of others without their written authorization. Users should carefully consider the ramification of providing personal information in e-mail and to unsecured sites. e. Remember that electronic mail is not necessarily private. f. Never use the ORU computer systems in a manner that disrupts the activities of others. g. Assume that all communication and information accessible through the Internet are the private property of those who posted such communication and information. 78 h. Not disclose any student information protected by FERPA in an email that is being sent outside of the ORU email system either by sending it to an outside email address, or by utilizing an outside email address to communicate.

Software Use Oral Roberts University complies with all provisions with the Copyright Act, US code, Title 17, which protects software and gives the owner of the copyright the exclusive rights to reproduce, sell, and distribute the copyrighted work. Oral Roberts University has established and implemented a software policy for the prevention of software copyright infringement that includes the following points: 1. The Information Technology Software Compliance Monitor enforces internal controls to prevent the making or using of unauthorized software copies. This enforcement includes maintaining an inventory that may be used to provide source documentation to verify a cost center’s compliance with the Copyright Act. Department heads and Cost Center Managers are also responsible for insuring their employees are not utilizing unauthorized software copies. Appropriate disciplinary actions for violations will be taken by the Executive Vice President for Academic Affairs and Provost and the Human Resources Department. 2. Software purchases are delivered to and installed by Information Technology personnel. The physical media, license, manuals, and any other materials provided by the software vendor may be retained by Information Technology for the purpose of inventory and maintenance. The Software Compliance Monitor can provide the software manual and/or original or backup copy of the physical media if requested. 3. Cost centers, including academic departments, that purchase or license copies of software have the right to use it in accordance with the terms of the software license, including installing the software on home PCs if approved by the Software Compliance Monitor and the software license agreements provide for it. 4. The University provides legally acquired software to meet its needs. 5. Only University authorized software can be installed or used on University hardware. The use of unlicensed software, personally-owned software, and unauthorized downloads of shareware and freeware is strictly forbidden. Faculty members or administrators wanting to use their own software on University-owned hardware must donate the software to the University and must include proofs of purchase along with any accompanying software manuals and user warranty registration cards. 6. According to applicable copyright law, anyone involved in the illegal reproduction of software can be subject to civil damages and criminal penalties, including fines and imprisonment. ORU does not condone the illegal duplication of software, and ORU employees who make, acquire, or use unauthorized copies of computer software shall be disciplined as appropriate under the circumstances. Such discipline may include termination. 7. Internet users who wish to use freeware or demonstration/shareware (including software, images, and documents) should contact the Software Compliance Monitor and their department head or cost center manager. With departmental approval and written approval from the Software Compliance Monitor in the Information Technology Department, a user may request IT personnel to download and install freeware or demonstration/shareware to the user’s computer. Once installed, demonstration/shareware use may not exceed 30 days without a proper license being purchased, unless an additional time is approved by Information Technology Department. 8. Cost center managers are responsible for ensuring that the cost center abides by the terms of all software licenses and ORU policies regarding freeware and demonstration/shareware. 9. If a program interferes with the operation of the ORU computer network, it must be removed immediately.

08-07#1 79 Portable Technology Devices The use of small portable data devices is commonplace these days as the need to record, store, process and transmit data electronically increases. Examples of portable technology devices include the following: • Laptops. • Palm-held and Pocket computers. • PDA's (Personal Digital Assistants). • Mobile Phones. • USB Data Keys • Removable Disk Drives . • Iomega Zip, Jaz and PocketZip Disks . • Small memory cards (e.g. Sony MemorySticks, Compact Flash memory, Smart Media cards, MultiMedia cards, Secure Digital memory). • Tape Media • Other storage media, including CD-ROMs, DVDs, floppy disks.

Portability means that devices can be carried off campus and connected to other networks. As a result, they are likely to be lost or misplaced, and the data they contain fall into the hands of unauthorized persons. Such breaches of security could have severe consequences for ORU: (1) the loss of highly important University data, (2) the loss of vital research data, and (3) the unauthorized disclosure of sensitive personal data. Such losses could lead to legal proceedings against faculty members and/or ORU. 1. Any portable device connected to ORU’s network is subjected to University Policy, regardless of whether or not it is being used to process ORU-related data. 2. Individuals who use a portable device to process ORU-related data must take reasonable steps to secure the device, data, and associated media at all times. If reasonable steps are not possible, then the data should not be stored or processed on the device. 3. All data should be scanned using a current version of an anti-virus program before being transferred to the device. 4. Data should not be carried on a portable device unless a risk assessment has been carried out beforehand and appropriate risk management procedures put in place. 5. The level of security (e.g., password protection, PIN numbers, security questions, encryption) required depends upon the sensitivity of the data. For example, personal data protected by FERPA, confidential University data, and research data that cannot be easily replicated or may have patent potential all require high levels of security. 6. Devices capable of direct connection to the ORU network may be connected only when authorized and in accordance with the ORU Network and Computer Policy and the Software Management Policy. Devices attached to the ORU network are treated as any other computing system connected to the network.

Confidentiality and Security The Information Technology Department provides security between ORU information and outside access, monitors ORU computer systems usage, and maintains accounts for all authorized users. Privacy and protection of information transmitted via the Internet cannot be guaranteed. ORU Internet users must use reasonable care when using the Internet to transmit information. Files and e- mail may be encrypted provided the software has been approved and authorized by the Information Technology Department. Loss of sensitive information, disclosure of sensitive information to unauthorized users, or a user’s suspicion that a password has been disclosed to an unauthorized person may indicate security or confidentiality has been compromised. If any faculty member or employee thinks his or her password or sensitive information may have been compromised or has experienced any unexplained system behavior, the user should take the following steps: 80 1. Note the date, time, and details of the problem. 2. Notify the Information Technology Department at once. 3. Not discuss, disclose, or demonstrate the unusual system behavior to anyone except the Information Technology Department personnel.

The ORU website is available to all Internet users and is regarded as public information. All other ORU programs and information are internal (Intranet) and intended solely for the use of authorized ORU personnel. ORU provides unencumbered access to the Internet in designated areas. If academic research is needed on potentially sensitive or delicate areas/issues, authorization should be obtained through the appropriate chain of command and/or the Institutional Review Board. Computer communications are not protected from viewing by third parties. ORU management reserves the right to examine—at any time and without prior notice—e-mail, personal files, directories, and other information stored on ORU computers or networks in any format. Examinations ensure compliance with internal policies, support the performance of internal investigations, and simplify the task of system management.

Ethical Use ORU supports strict adherence to software vendors’ license agreements. Copying of software or any vendor product in a manner not consistent with the vendor licensee is strictly forbidden. Reproducing works posted or otherwise available over the Internet, particularly copyrighted materials, may be done only with the permission of the author/owner. Copyright infringement or non-compliance with ORU downloading policy is equivalent to plagiarism and is subject to disciplinary action, including fines and termination. Users may not sell, transfer, or transmit to any outside source any ORU information, including ORU software, documentation, and copyrighted materials without the specific written approval of the ORU administration. The following activities are deemed unacceptable and subject the user to disciplinary action or dismissal from the University: 1. Unauthorized alteration of any data, software, or hardware owned by or licensed to ORU. This includes the modification of any file that belongs to another person. 2. Attempting to obtain access to unauthorized ORU computer systems. 3. Tampering with the e-mail of others, sending unauthorized bulk mailings, or sending any harassing, threatening, or obscene e-mail. 4. Creating, installing, or disseminating materials, communications, or software that may constitute incriminating, hostile, or offensive material on the basis of sex, race, color, religion, national origin, sexual orientation, or disability. 5. Using ORU resources for excessive non-academic activities to the extent that other network users are unable to gain access to adequate resources for academic research or other legitimate uses. 6. Applying for a login under a false name. 7. Recording a password where others have access. 8. Releasing confidential data to third parties. 9. Participating in pirated software bulletin boards (sites that offer illegal copies of vendor products) and similar activities. 10. Illegally using files (whether downloading, copying, playing, or displaying of music, video, images, documents, etc.) is not permitted on ORU computers or any computers connected to the ORU network.

Limitation of Liability Oral Roberts University makes no warranties or representations of any kind—either expressed or implied, including but not limited to implied warranties or merchantability or fitness for a particular purpose, non-infringement, availability, operation, correctness, available bandwidth, or reliability— regarding present/future ORU Internet services or present/future software, hardware, or user documentation associated with ORU Internet services. Nor does it in any way guarantee the quality, data, content, artistic worth, or legality of the information, content, data, programs, software,

08-07#1 81 shareware, graphic images, animations, or other goods and services that are transferred, received, purchased, or otherwise made available or obtained through voluntary use or involuntary transfer. Oral Roberts University does not warrant or represent that the services, software, hardware, or user documentation will meet the user’s requirements or that the operation of the service will be uninterrupted or error free. The user accepts the services, computer software, hardware, and user documentation as is. The user assumes all responsibility for the services, software, hardware, and user documentation provided for the installation of, use of, and results obtained from ORU Internet services. The user assumes all risk as to the quality and performance of the services, software programs, hardware, and the user documentation associated with ORU Internet services. Under no circumstances, including negligence, shall Oral Roberts University or its affiliates be liable for any claim whatsoever by a user or any other person, including without limitation, damages, academic information, or loss of data or any other direct, indirect, consequential, special, incidental, exemplary, or punitive damages arising out of or relating to the user documentation, the account, or out of Oral Roberts University’s performance or nonperformance of these terms, whether in contract or tort or other legal theory, even if Oral Roberts University has been advised of the possibility of such damages.

Indemnity and Hold Harmless The user agrees to indemnify, defend, and hold harmless Oral Roberts University, its officers, employees, and agents from and against any and all third party claims, including reasonable attorneys’ fees, based on or arising directly or indirectly from a breach of this policy, from any transmission from or through an account, or from the content of any Web pages, specifically including but not limited to the following: 1. Any claim that any content, information, or service infringes any copyright, trademark, or patent or misappropriates any trade secret or other proprietary right of any third party; 2. Any claim relating to “flaming,” “spamming,” libeling, or slandering by student and/or employee; 3. Any claim relating to the receipt (even if authorized) of pornography or obscene materials.

Email In order to provide appropriate and beneficial email service for ORU faculty, staff, and students, the following policy is in effect: 1. Each faculty member, including part-time, is given an email account and email address, which is the address the University uses to correspond with the faculty member. 2. Email attachments that may be needed for future use should be saved in “My Documents” or the ifolder on the user’s computer or on a CD. Each month, the Information Technology Department (IT) deletes all attachments older than six months. 3. Faculty members should either archive or delete all unnecessary emails and attachments as soon as possible and clean out other folders (especially the “sent” folder) frequently. The “trash” folder is automatically emptied after seven days. 4. Whenever possible, information should be put in the body of the message instead of included as an attachment. Attachments cannot exceed 10 mg. 5. Email and/or attachment should be printed only when needed to fulfill job description duties. Unnecessary printing is poor stewardship of University resources. 6. A faculty member’s email accounts will be operable for 90 days after the last day of work unless special circumstances warrant immediate closure. The Director of Information Technology reserves the right to extend individual accounts if doing so is in the University’s best interest. 7. Emeriti faculty members may use their university email accounts indefinitely if they notify the IT Department of their intentions.

PATENT Technical information, discoveries, inventions, and patents resulting from investigation or research conducted by faculty members of the University that are financed in whole or in part from 82 funds administered by the University, are a direct result of a faculty member’s duties with the University, or are made by the utilization of University resources or facilities are the property of the University and shall, on request, be assigned to the University or its representative, unless the University relinquishes its rights therein to the inventor. It is the policy of the University to recognize the interests of its faculty members, sponsors, and other cooperating or participating agencies and to recognize that inventions and patents may arise from investigation and research undertaken that affect the equities of the participating parties. Equity rights may be vested in one of the following ways, as determined by the Executive Vice President for Academic Affairs and Provost upon the recommendation of the Copyright and Patent Committee: 1. Full ownership rights held by the University alone. 2. Full ownership rights held by the inventor alone. 3. Shared ownership rights held between the University and inventor.

The entire patent policy is in Appendix B.

PERSONNEL FILES Appropriate personnel records are kept on University employees. There is only one official personnel file per employee, which may contain only such information as is relevant to the individual’s employment. Faculty personnel files contain the following: 1. Information pertaining to bona fide occupational qualifications (e.g., resumes, applications, official transcripts). 2. Pre-employment recommendations, recommendations for merit, tenure, and/or promotion. 3. Personal data information (e.g., W-4, address). 4. Records of personnel actions such as appointment, change of status, tenure, promotion, and pay authorizations. 5. Documentation of leaves of absence. 6. Paper work concerning benefits, enrollments, changes, and beneficiary designations. 7. Performance evaluations. 8. Documentation of behavior and discipline matters. 9. Confidential data sheets. 10. Acknowledgement forms of company policies.

Maintenance of Files The official personnel files of faculty members are maintained by the office of the Executive Vice President for Academic Affairs and Provost, which is responsible for maintaining personnel records and for adding and correcting materials in those records. Through the normal course of business operations, supervisors and service offices (e.g., Payroll Department) may maintain working/side files, which may contain copies of the items in the official personnel file as well as other relevant information. Faculty members should promptly notify both the Human Resources Department and the Office of the Executive Vice President for Academic Affairs and Provost of changes in (1) address and telephone number, (2) marital status, (3) name (a copy of the new social security card), (4) the number of dependents for withholding tax purposes (a new W-4 form), and (5) person(s) to notify in case of emergency. Faculty members should notify the school dean about the faculty member’s completion of additional degrees or training. The dean forwards this information to the office of the Executive Vice President for Academic Affairs and Provost. The Benefits Office should be notified promptly of changes in the beneficiary and dependents listed in health, dental, life, or accidental death and dismemberment insurance coverage. The personnel files of individuals who leave the University are retained for seven years following the year of separation.

08-07#1 83 Access to Files by Faculty Members Current and/or previous faculty members do not have access to personnel files, which include working/side files. Department chairs and administrators having direct responsibility for faculty member performance and institutional officers showing a legitimate need shall be entitled to access the files. Confidential medical information and garnishments are excluded from inspection unless authorized by the Director of Human Resources, who makes the final determination of confidentiality.

Access to Files by Off-Campus Agencies Data is monitored so that it is disseminated to only those parties authorized by the faculty member, approved administratively, or legally warranted. No information about work records, work quality, or reason for separation is released. All requests for information should be forwarded to the Human Resources Department. Persons outside the University with a legal court order or subpoena may review official personnel files. Further, the University may permit access to and copying from such files following lawful requests of federal or state agencies relevant to investigations, hearings, or other proceedings pending before such agencies or the courts.

PHOTOGRAPHS AND RECORDINGS Photographs and audio recordings taken of faculty members while they are on campus may be used without prior written permission, remuneration, or contract in student publications, University publications, or for publicity purposes as devised by or authorized by the University. The Honor Code Pledge and University regulations serve as the general criteria of taste and style in selecting photographs and audio excerpts for publication. Requiring photographs on applications is not acceptable.

POLICY REVISION PROCEDURE All policies and procedures in the ORU Faculty and Administration Handbook must be followed until amended (e.g., change, addition, deletion). Amendment requires four steps: 1. The Vice Presidents’ Council reviews and approves the proposed amendment. 2. Both the Executive Vice President for Academic Affairs and Provost and the Executive Vice President for Finance and Operations review and approve the amendment. The following need to be considered before approval is given: a. The executive vice presidents make sure that each amendment follows appropriate procedures, which may vary from policy to policy. b. The executive vice presidents make sure that each person in the chain of authority (and other stakeholders) has an opportunity to have input into the change, when appropriate. 3. The executive vice presidents submit in writing the approved amendment (along with their signatures and the amendment’s effective date) to the editor(s) of the ORU Faculty and Administration Handbook. 4. The editor(s) forwards the change, including approval signatures and effective date, to the Director of Human Resources.

POLITICAL CAMPAIGN-RELATED ACTIVITIES Oral Roberts University supports the political process and supports the involvement of its administrators, faculty, staff, and students in exercising their rights, as individuals, to participate in this same process. However, care must be exercised on the part of those participants so that the University does not entangle itself in political campaigns as penalties for improper involvement can be significant. Following are several statements directly related to political campaign-related activities at ORU. • Oral Roberts University, as an institution, cannot endorse, sponsor, or oppose a candidate for office. 84 • Members of ORU’s faculty, administration, and other employees of the University are entitled to participate during nonworking hours, as they desire, in the election process as long as (1) they are not acting or speaking in the name of the University, (2) they are not acting at the direction of a University official, and (3) it is clearly expressed that their opinions are not those of the Institution. • Individual students and student groups of ORU are entitled to participate, as they desire, in the election process as long as (1) they are not acting or speaking in the name of the University, (2) they are not acting at the direction of a University official, and (3) it is clearly expressed that their opinions are not those of the Institution. Administrators and faculty should take special care in relation to such proposed activities [by student groups] to avoid the appearance of institutional endorsement. • It is a common academic practice for students to be engaged in activities that utilize processes learned in the classroom. In specialty fields such as government, student groups are sometimes involved in political campaigns, issue debated, and/or field work related to the political process. The purpose of these activities is to apply the principles learned in the classroom. • ORU resources (office space, supplies, telephones, etc.) cannot be used for the support of a candidate for office. • Any faculty member who wishes to engage in direct political activity involving a substantial amount of time (e.g., holding or running for political office, managing a campaign, directing group action on behalf of a political candidate or issue) is expected to obtain written approval. The written approval mutual agreement for release time with his or her director or dean before undertaking such activity. A leave of absence may be deemed advisable by the Administration. Information regarding a political leave is in the section titled “Political Leave” in this handbook. • If elected or appointed, a member of the faculty may accept a public office (e.g., memberships on councils or local school boards) that does not interfere with the faculty member’s performance of assigned University duties without modification of the terms and conditions of his or her University status.

This is not an exhaustive list of rules concerning political involvement for Oral Roberts University, its administration, faculty, staff, and students. Violation of this policy may result in disciplinary action, which may include termination of employment. Individuals with questions should contact the Vice President for University Relations for further information.

POSTING OF SIGNS AND OTHER MATERIALS All signs, flyers, and posters must be approved by the Student Activities Office before they can be posted. The Graphics Department can create posters for ORU courses and activities, and the Word Processing Center can print flyers for ORU activities.

PRIVACY AND RELEASE OF STUDENT INFORMATION The Family Educational Rights and Privacy Act (FERPA) of 1974, as amended, sets forth requirements designed to protect the privacy of student education records. The law governs access to records maintained by educational institutions and the release of information from those records. All employees of Oral Roberts University (or Oral Roberts Evangelistic Association or any of its affiliates), which include administrative, academic, staff, and student workers, are required to abide by the policies governing review and release of student education records. Each employee holds a position of trust and must recognize the responsibility entrusted to him or her in preserving the security and confidentiality of student information. Therefore, faculty members must refrain from the following actions and immediately report any violation to their department chairs: 1. Making or permitting unauthorized use of any information. 2. Seeking personal benefit or permitting others to benefit personally by any confidential information that has been obtained by virtue of a work assignment and in accordance with University and department policies.

08-07#1 85 3. Exhibiting or divulging the contents of any record or report to any person, except in the conduct of his or her work assignment in accordance with University and department policies. 4. Posting of grades by I.D. number, Social Security number, Z-number, or any other means that could possibly identify the students. 5. Knowingly including or causing to be included in any record or report a false, inaccurate, or misleading entry. 6. Removing any official record (or copy) or report from the office where it is kept, except in the performance of his or her duties. 7. Aiding, abetting, or acting in conspiracy with another to violate any part of this policy.

The Family Educational Rights and Privacy Act affords students certain rights with respect to their education records. These rights are as follows: 1. The right to inspect, review, and obtain copies of certain education records within 45 days of the day the University receives a request for access. 2. The right to request, according to established guidelines, the amendment of education records believed to be inaccurate or misleading. 3. The right for currently enrolled students to withhold information contained in the education records, except to the extent that FERPA authorizes disclosure without consent. 4. The right to file a complaint with the U.S. Department of Education concerning alleged failures of the University to comply with the requirements of FERPA.

ORU designates the following categories of student information as public or “directory information.” Such information may be disclosed by the institution for any purpose at its discretion. However, under no circumstances should a faculty member give student records information to any person, other than the student, who has not been authorized to receive such information. Although directory information may be released without prior consent, any request for this type of information should be referred to the Office of the Registrar or to the Office of the Vice President for Student Services. The categories are as follows: 1. Name, address, telephone number, dates of attendance, classification. 2. Institution(s) attended, major field of study, awards, honors (including Dean’s List), degree(s) conferred (including dates). 3. Past and present participation in officially recognized sports and activities, physical factors (height, weight) of athletes, date and place of birth. 4. Grade and progress reports to parents or guardians of undergraduate students who are of dependent status. Faculty members who are asked for grade information should refer parents/guardians to the Registrar’s Office unless the faculty member has received written permission from the student to give grade information to the parent/guardian. Grade reports to others are prohibited.

Undergraduate students declare dependent or independent status as part of the registration process. Dependent or independent status is based on whether or not the student was claimed on the parents’ most recent IRS Tax Form. ORU reserves the right to amend dependent/independent information that is deemed inaccurate. Parents may obtain non-directory information (grades, GPA, etc.) only at the discretion of the institution and after it has been determined that their child is legally their dependent. Dependent status can be established via the submission of a certified copy of the parents’ most recent Federal Income Tax Form unless there is a court order, state statute, or other legally binding document prohibiting such. Parents also may obtain non-directory information by obtaining a signed consent from their child. This is from the Catalog. No present or former Oral Roberts University employee shall disclose or use, without an appropriate authorization, any information acquired by him or her in the course of his or her official duties. Potential sanctions for non-compliance with FERPA may include legal actions and cessation of federal funding. Inappropriate disclosure of a student’s education record is grounds for disciplinary action up to and including dismissal. Faculty members should refer FERPA policy 86 questions to their department chairs, school deans, the Office of the Registrar, or Office of the Vice President for Student Services.

REPRESENTING THE UNIVERSITY The University—only through its Board of Regents, President and Chief Executive Officer, or Executive Committee—shall make policy statements regarding national, state, local, community, or University affairs. A member of the University community making public statements relative to these matters should state that he or she is speaking as an individual and not as an authorized representative of the University. Press inquiries, questions, or requests for general University information should be referred to the Director of Public Relations who reports to the official University spokesperson, the Vice President for University Relations and Development. Nothing in this policy should be taken to restrict scholarly activities such as teaching, research, professional consultation, or publication, in which professors’ statements and opinions are customarily regarded to be their own within the ethical bounds of academic freedom and are not presumed to reflect official institutional policy.

SAFETY

Workplace Violence Workplace violence can originate from many sources: a disgruntled employee, an ex-employee, an outsider known by an employee, a student, or a stranger with no ties to the workplace. The safety and security of Oral Roberts University students, employees, and constituents are very important. Threats, threatening behavior, acts of violence, or any related conduct that disrupts another’s work performance or the organization’s ability to execute its mission cannot be tolerated. Behavioral problems can alert management that a problem could be developing and should not be ignored. If an employee claims a threat was made, it should be taken seriously, regardless of whether it originated from a co-worker or someone outside the institution. Supervisors are to treat employees with respect. They should be viewed as adults with problems to be solved rather than people requiring correction. Likewise, coworkers are encouraged to treat others with respect. Threats, constant complaints, belligerent behavior, verbal abuse, discussion of workplace killings, and physical attacks should all be treated as warning signs of a buildup to a violent incident. Any person who makes threats, exhibits threatening behavior, or engages in violent acts on the property of ORU or its affiliates may be removed from the premises pending the outcome of an investigation. Threats, threatening behavior, or other acts of violence executed off the University campus but directed at employees while conducting official University business is a violation of this policy. Off-site threats include but are not limited to threats made via the telephone, fax, electronic or conventional mail, or any other communication medium. Faculty members are responsible for notifying their chairs or school deans and/or the Director of Security of any threats that they have witnessed, received, or been told that another person has witnessed or received. Faculty members should also report any behavior they have witnessed that they regard as threatening or violent when that behavior is job related. Faculty members needing immediate assistance are to call the ORU Department of Public Safety and Security. Faculty members are also encouraged to call the Tulsa Police Department by dialing 911 from any campus telephone. Any faculty member who receives a protective or restraining order listing Oral Roberts University or its affiliates as a protected area is required to provide the Director of Security with a copy of such order. Violations of this policy lead to disciplinary action that may include dismissal, arrest, and prosecution. In addition, if the source of such inappropriate behavior is a member of the public, the response may also include barring the person from campus, termination of business relationships with that individual, and/or prosecution of the person involved.

08-07#1 87 Weapons, Firearms, Ammunition, Fireworks, Explosives, Dangerous Chemicals, and Flammable Materials Oral Roberts University students, faculty, and staff must be free of both physical and psychological dangers and constraints, which can arise from the presence or use of weapons, firearms, ammunition, fireworks, explosives, dangerous chemicals, or flammable materials on campus. It is therefore the policy of ORU to prohibit or strictly regulate the possession, display, or use of these items on campus, in ORU vehicles, or on ORU-sponsored trips. This policy applies to all students, faculty, staff, and visitors, regardless of whether or not they are licensed to carry a concealed weapon.

Definitions 1. “Certified police” or “peace officers” shall include those persons employed by municipal, county, state, or national agencies who comply with the statutory requirements for certification as a police or peace officer. 2. “Campus” shall include any real property, buildings, or other structures or improvements owned or controlled by ORU. 3. “Weapons” shall mean any objects that could potentially inflict injury or harm if used in a threatening, aggressive, or careless manner. 4. “Firearms” shall mean any devices capable of discharging a projectile by gunpowder, gas, or other means of propulsion. 5. “Ammunition” shall mean any device that contains gunpowder or any other substance designed to propel a projectile and intended for use in a firearm. 6. “Fireworks” or “incendiaries” shall mean any combustible or explosive compositions, any substances or combinations of substances, or any articles prepared for the purpose of producing a visible or audible effect by combustion, explosion, or detonation. 7. “Explosives” and “dangerous chemicals” shall mean any substances whose chemical properties make them inherently dangerous. Nothing contained in this policy shall be deemed to prohibit the use of chemicals in the normal conduct of classes or facilities maintenance functions or in the operation of equipment or motor vehicles. 8. “Flammable materials” shall mean any materials that can burn or cause other materials to burn, such as electrical decorations, live Christmas trees, halogen lamps, candles, and incense.

Exceptions 1. Licensed security officers and certified police officers may possess or use firearms, ammunition, or weapons in a manner consistent with professional standards that prevail in the State of Oklahoma. 2. Licensed security officers who are also students shall not be permitted to possess, use, or display firearms, ammunition, or weapons in class, but may store these items at the ORU Department of Public Safety and Security or in other appropriate places approved by the Director of Security. 3. Police and peace officers who in their official on-duty capacities and in the performance of their duties find it necessary to come on campus may possess firearms. 4. Police and peace officers who have been invited to demonstrate or lecture to a class may carry ammunition, firearms, or weapons on campus. ORU employees responsible for extending these invitations should advise the ORU Department of Public Safety and Security concerning these visits. 5. Certain classes and activities, both on campus and off, involve the use of items regulated in this policy. Authorization and conditions for use in these classes and activities, as well as other appropriate exceptions, are required and must be obtained in writing from each of the following: the Director of Security, the Executive Vice President for Academic Affairs and Provost, and the Vice President for Operations. 6. Archery equipment may be possessed in conjunction with enrollment in official University archery classes and must be properly secured at all times in the area designated by the Health, Physical Education, and Recreation Department and/or the ORU Department of Public Safety and Security. Archery equipment may not be kept in offices or residence halls. 88 7. Striking a fire on any University property is prohibited except as such use is officially approved for University programs.

Classroom Emergencies In case of a classroom emergency, especially one of a medical nature, 911 should be called immediately. The ORU Department of Public Safety and Security monitors 911 calls made from University phones. Cell phone calls are not monitored; therefore, if they are used to call 911, the ORU Department of Public Safety and Security should also be notified. Faculty members are encouraged to participate in the eAlert notification system which can provide valuable information when campus safety is threatened.

Fire Anyone detecting a fire needs to call 911. Everyone should leave the area only by the designated evacuation routes. (Each area has a fire marshal and a designated evacuation route.) Elevators should not be used for fire evacuation. Once outside the building, everyone should move at least 200 feet away from the building and should not attempt to re-enter the building until cleared to do so by the ORU Department of Public Safety and Security personnel. The ORU Department of Public Safety and Security monitors 911 calls made from University phones and sounds the alarm upon receiving a report of a fire. Cell phone calls are not monitored; therefore, the ORU Department of Public Safety and Security should also be notified if cell phones are used to call 911. Fire alarm boxes are generally located just inside building exits.

SEVERE WEATHER

Tornadoes The University provides shelter during tornado warning periods. Each department has both a designated shelter and a designated route to that shelter.

Cancellation of Classes If weather conditions (including difficulty traveling to or from work) warrant, classes and activities are canceled, and faculty members are dismissed early or not required to report to work. Procedures for canceling classes due to severe weather are as follows: 1. The President and Chief Executive Officer, after consultation with designated administrators, decides whether the University is to remain open or to close. 2. Announcements of closing are made through radio and television (television channels 2, 6, 8, and 53 and radio stations KRMG, KXOJ, and KBEZ). 3. The respective vice presidents notify the deans and department chairs once this decision is made. 4. The decision to close does not include departments providing essential services, which must function regardless of adverse weather conditions.

Early Dismissal of Classes The voice message system notifies employees of early dismissal. The distance that a faculty member must travel, responsibility for picking up small or school-age children, and other extenuating factors should be considered by the deans and department chairs in making decisions regarding faculty and staff during emergencies.

SOLICITATIONS AND DONATIONS

Off-Campus All requests for solicitation for donations by a University department, organization, club, or person for University purposes must first be submitted to the Vice President for University Relations and Development. That office maintains a list of those requests and is a resource and guide for solicitation. Only official letters either issued or approved from the Finance Department for tax

08-07#1 89 donation purposes can be used according to IRS regulations; departmental thank-you letters are not acceptable for such documentation. The executive vice presidents resolve any conflicts that may arise regarding off-campus solicitation.

On-Campus Solicitations are restricted to the United Way campaign, which is voluntary. United Way contributions can be made through payroll deductions. Sales representatives and solicitors are not permitted to circulate through the buildings or to contact employees. Excluded from this policy are representatives having referrals or specific appointments relating to University business, and company representatives who demonstrate or display equipment, textbooks, products, or supplies used in conducting University business. Individuals offering corporate discounts, passes, or coupons for University employees need to contact the Human Resources Department for approval and help with distribution. Solicitations by employees, selling of merchandise, chances, etc., or transactions relative to solicitations are not permitted on the premises. Excluded from this policy are fundraisers by ORU- sponsored clubs and organizations.

VENDOR-EMPLOYEE ETHICS

Policy It is ORU policy to separate an employee’s private interests from those of the University. The University’s overall policy is that none of its faculty, staff, managers, or officials shall engage in any activities that place them in a conflict of interest between their official activities and any other interest or obligation. ORU requires all employees to act with integrity and good judgment in adhering to this policy.

1. ORU employees are prohibited from accepting gifts, favors, or other items that would benefit them individually from any supplier, vendor, or third part contractor of ORU. 2. No purchase of goods or services shall be made on behalf of ORU from any employee or near relative thereof unless there has been a specific determination by the Executive Vice President for Finance and Operations that such goods or services are not available from either commercial sources or the University's own facilities and that the terms of any such purchase are fair and equitable. 3. No employee should solicit or accept any personal favor, gift, gratuity, or offer of entertainment directly or indirectly from a supplier who is doing or seeking to do business with Oral Roberts University. 4. Acceptance of modest entertainment such as a meal or refreshments in connection with attendance at professional meetings and events sponsored by industrial, technical, professional, or educational associations is not considered a gift, nor are nominal (limited to $25 per occurrence or $75 per year) promotional materials offered by vendors to market their business. In the event an employee is extended a vendor invitation to entertainment events, vacation resorts, etc. that serves no bona fide academic/educational purpose, the employee must report the invitation prior to acceptance to the employee's immediate supervisor for approval.

Procedures An employee must submit a Vendor Exception Policy Form to his or her department head/chair, respective vice president, and the Executive Vice President for Finance and Operations when making a proposal or learning that one has been made and when any of the following circumstances exist: • The employee acting alone proposes renting goods, selling goods, and/or providing services to the University. • The employee owns or controls more than 10% interest in any business that proposes renting goods, selling goods, and/or providing services to the University. 90 • A near relative of the employee, acting alone or under the direct or indirect suggestion of the employee, proposes for renting goods, selling goods, and/or providing services to the University. • A near relative of the employee owns or controls more than 10% interest in any business that proposes for renting goods, selling goods, and/or providing services to the University. If the requesting department (the one whose cost center is charged for the product or service) determines that the described goods and services are available from commercial sources or campus facilities, but due to unusual or extenuating circumstances desires an exception to the Executive Vice President for Finance and Operations, the department then submits a request for exception to the Purchasing Department, using the Vendor Exception Policy Form. The Purchasing Department then reviews the departmental request and recommends to the Executive Vice President for Finance and Operations that an exception be granted where such request provides sufficient justification. The request for exception is then approved or disapproved by the Director of Purchasing and the Executive Vice President for Finance and Operations.

COMMITTEES As members of the ORU Christian academic community, faculty should be involved in the decision-making process, particularly when the decisions affect faculty or student interests. The committee structure is designed to encourage that involvement. All faculty members are expected to participate in committees at all levels: university, school, and department.

UNIVERSITY LEVEL

University Faculty Assembly All full-time faculty members have membership in the University Faculty Assembly (UFA). The UFA committees deal with University-wide issues, such as general education curriculum and faculty concerns. The UFA constitution is in Appendix C, and UFA committees follow.

Executive Committee The Executive Committee is composed of a faculty representative and alternate elected from each University school. They serve two-year terms. This committee oversees other UFA committees, sets the agenda for the monthly UFA meetings, and serves as the liaison between the ORU administration and faculty. It also proposes initiatives beneficial to the ORU community for consideration and approval by faculty members and the administration. The rotation schedule follows:

Academic Arts and Business Education LifeLong Nursing Science and Theology Year Cultural Education Engineering Studies 2007-2008 President President- Secretary- Elect Treasurer 2008-2009 President President- Secretary- Elect Treasurer 2009-2010 President President- Secretary- Elect Treasurer 2010-2011 President President- Secretary- Elect Treasurer 2011-2012 President President- Secretary- Elect Treasurer 2012-2013 Secretary- President President- Treasurer Elect 2013-2014 President- Secretary- President Elect Treasurer

08-07#1 91 Curriculum Committee 1. Accepts for consideration curriculum change proposals (using the Curriculum Proposal/Change Request form) that involve general education and that have been endorsed by the appropriate department chairs and deans and the Executive Vice President for Academic Affairs and Provost. 2. Considers for approval curriculum change proposals involving general education. Curriculum change proposals are required for the following: a. Additions and/or deletions of courses, programs, degrees, majors, minors, cognates, and concentrations. b. Substantial changes in majors, minors, cognates, and concentrations. Substantial changes include but are not limited to the number of hours required. c. Changes in course numbers, credit hours, and/or grade mode (e.g., pass/fail to grade). d. Substantial changes in course content for existing courses. A name change that is not accompanied by course content changes or a grade mode change needs only the school dean’s approval. 3. Presents recommendations for curriculum change proposals to the University Faculty Assembly. 4. Maintains constant evaluation of the curriculum. 5. Communicates the following procedures for curriculum change with the faculty in the School of Arts and Sciences: a. The person initiating the change completes the Curriculum Change Proposal form and includes necessary supplemental documents (e.g., degree plan sheet, syllabus, course description). b. The proposal receives the necessary signatures (e.g., chair, school dean, Dean of Instruction, Executive Vice President for Academic Affairs and Provost) in the approval process before being submitted to the appropriate curriculum committee. c. The Curriculum Committee meets to vote on the proposed curriculum change. d. If approved, the proposal receives a final signature from chair of the Curriculum Committee and the Executive Vice President for Academic Affairs and Provost. (Note: The curriculum change becomes effective with the next catalog.) e. The proposal is forwarded to the Registrar, who forwards a copy to each of the following people: the originator, Dean of Instruction, Curriculum Chair, Director of International Programs, and Technical Editor.

Faculty Retreat Committee The Faculty Retreat Committee plans, organizes, and coordinates the annual faculty retreat, called the Faculty Summit.

Faculty Enrichment Committee The Faculty Enrichment Committee coordinates faculty awards for professionalism in the classroom. The committee organizes the annual Faculty Showcase and also plans and organizes special faculty dinners and social events.

Research Committee The Research Committee reviews research proposals submitted by faculty members requesting University research funding and selects the grant recipients.

Faculty Chapel Committee The Faculty Chapel Committee plans and organizes the monthly chapel services for faculty members. It also plans and hosts other special University religious services.

Student, Staff, and Faculty Relations Committee The Student, Staff, and Faculty Relations Committee selects students nominated for Who’s Who awards as well as the student who gives the senior response at graduation.

92 General Education Committee The General Education Committee reviews and makes recommendations on the general education curriculum to accomplish the purpose of educating the whole person. It promotes standards of excellence in both content and method in general education courses and provides guidance on ways to professionally develop faculty members involved in teaching general education courses.

SCHOOL LEVEL

School of Arts and Cultural Studies The committees in the School of Arts and Cultural Studies follow. Complete descriptions of the committees and their duties can be found in the section titled “School of Arts and Cultural Studies” in chapter 3 of this handbook.

School of Arts and Cultural Studies Faculty Senate Faculty Cabinet Curriculum Committee Professional Development Committee Promotion Committee Council of Tenured Faculty Grievance Committee

School of Business The committees in the School of Business follow. Complete descriptions of the committees and their duties can be found in the section titled “School of Business” in chapter 3 of this handbook.

School of Business Faculty Senate Curriculum Committee Research Committee Computer and Information Services Committee Faculty Development and Promotion Committee Graduate School Admissions Committee Council of Tenured Faculty Grievance Committee

School of Education The committees in the School of Education follow. Complete descriptions of the committees and their duties can be found in the section titled “School of Education” in chapter 3 of this handbook.

School of Education Faculty Senate Undergraduate Council Undergraduate Curriculum and Academic Standards Committee Undergraduate Admissions/Retention in Teacher Education Committee Undergraduate Grievance Committee Undergraduate Scholarships, Honors, and Awards Committee Undergraduate Student Teaching Admissions and Placement Committee Undergraduate Distance Learning Committee Graduate Council Graduate Curriculum and Academic Standards Committee Graduate Admissions and Retention Committee Graduate Grievance Committee Graduate Scholarships, Honors, and Awards Committee Graduate Distance Learning Committee

08-07#1 93 Faculty Professional Development Committee Assessment and Unit Evaluation Committee Professional Community review Task Force Council of Tenured Faculty Promotions Committee

School of LifeLong Education The committees in the School of LifeLong Education follow. Complete descriptions of the committees and their duties can be found in the section titled “School of LifeLong Education” in chapter 3 of this handbook. Administrative Committee Curriculum Committee Council of Tenured Faculty Grievance Committee

School of Nursing The committees in the Anna Vaughn School of Nursing follow. Complete descriptions of the committees and their duties can be found in the section titled “Anna Vaughn School of Nursing” in chapter 3 of this handbook.

School of Nursing Faculty Senate Nursing Council Learning Resources Committee Faculty Enrichment Committee Admissions, Progression, Graduation, and Awards Committee Council of Tenured Faculty Grievance Committee

School of Science and Engineering The committees in the School of Science and Engineering follow. Complete descriptions of the committees and their duties can be found in the section titled “School of Science and Engineering” in chapter 3 of this handbook.

School of Science and Engineering Faculty Senate Faculty Cabinet Curriculum Committee Professional Development Committee Promotion Committee Council of Tenured Faculty Grievance Committee

School of Theology and Missions The committees in the School of Theology and Missions follow. Complete descriptions of the committees and their duties can be found in the section titled “School of Theology and Missions” in chapter 3 of this handbook.

School of Theology and Missions Faculty Senate Academic Policy Committee Curriculum Committee Assessment Committee Administrative Committee Admissions Committee Committee on Library/Holy Spirit Research Center 94 Doctor of Ministry Committee Financial Aid Committee Council of Tenured Faculty Grievance Committee

AD HOC COMMITTEES Occasionally, both the UFA and the school senates appoint ad hoc committees to accomplish well-defined tasks. These committees exist only as long as needed to complete their specific purposes.

08-07#1 95 Chapter 3—SCHOOLS, LEARNING RESOURCES, AND INSTRUCTION

SCHOOL OF ARTS AND CULTURAL STUDIES

ADMINISTRATIVE STRUCTURE

Dean In leading the School of Arts and Cultural Studies, the dean performs the following functions: 1. Administers the academic program in the school as approved by the Board of Regents and authorized by the President and Chief Executive Officer and the Executive Vice President for Academic Affairs and Provost. 2. Oversees six undergraduate departments and maintains a smooth flow of work and activity. 3. Promotes communication among students, parents, faculty, staff, chairs, and the public. 4. Develops, implements, and assesses academic programs, activities, policies, and procedures. 5. Coordinates the curricula of the various departments within the school. 6. Approves syllabi for all scheduled courses and submits them to the Dean of Instruction prior to the beginning of each semester. 7. Oversees academic assessment, including ePortfolio. 8. Determines the faculty needs and, with the aid of the department chairs, recruits faculty members and recommends faculty for appointment and promotion. 9. Is responsible for leadership in matters of conduct, spiritual growth, and professional growth of the faculty. 10. Directs strategic planning, including recommending new programs that should be adopted and current programs that should be eliminated. 11. Encourages interdisciplinary activities (cross-pollination). 12. Communicates the priorities of the School of Arts and Cultural Studies to the Executive Vice President for Academic Affairs and Provost. 13. Assembles, approves, justifies, and manages the budgets of the school and its departments. 14. Reviews and approves student petitions. 15. Meets with students to address personal academic issues. 16. Approves purchase requisitions, work orders, and other requisitions made by faculty and staff members. 17. Is responsible for verifying that students have completed requirements for graduation. 18. Ensures accreditation of various programs in the school. 19. Promotes research activities among faculty. 20. Organizes and leads summer workshops for chairs. 21. Oversees faculty discipline and grievance procedures. 22. Oversees the production and/or revision of the School of Arts and Cultural Studies publications, including the school’s sections of the University catalog and the Faculty and Administration Handbook.

Department Chairs In leading the departments in the School of Arts and Cultural Studies, the chairs perform the following functions within their departments: 1. Promote communication among students, parents, faculty, and staff at the department level. 2. Assist the school dean in the selection, supervision, and classification of faculty members. 3. Administer the academic program. 4. Are responsible for maintaining a good working environment. 5. Recommend curricula modifications. 6. Propose assignments to the dean after consultation with the persons involved. 96 7. Receive for approval purchase requisitions, work orders, and all other requisitions made by faculty and staff members. 8. Complete paper work for hiring and terminating department employees. 9. Are responsible for ePortfolio implementation. 10. Submit syllabi for all scheduled courses to the school dean prior to the beginning of each semester. 11. Review and submit textbook orders prior to the beginning of each semester. 12. Provide for appropriate advisement of students. 13. Maintain up-to-date inventories of supplies and equipment. 14. Prepare and manage annual budgets. 15. Present periodic status reports for the dean. 16. Prepare the schedule of class offerings for the fall and spring semesters. 17. Oversee the production and/or revision of the department’s publications, including the department’s sections of the University catalog and the Faculty and Administration Handbook.

COMMITTEES

School of Arts and Cultural Studies Faculty Senate 1. Consists of all full-time faculty members in the School of Arts and Cultural Studies. 2. Facilitates communication within the school and with other schools and departments in the ORU academic community. 3. Serves as the primary advisory body on academic matters in the School of Arts and Cultural Studies. 4. Considers for approval recommendations made by the School of Arts and Cultural Studies Curriculum Committee.

Faculty Cabinet 1. Is comprised of the faculty senate officers who are elected for terms as specified in the bylaws of the School of Arts and Cultural Studies Faculty Senate. 2. Acts as the executive committee in implementing faculty senate decisions. 3. Investigates any issue related to the school faculty and makes recommendations concerning the resolution of the issue. 4. Serves as liaison, representing the school faculty before the University Administration. 5. Appoints ad hoc committees. 6. Nominates the members of the Curriculum Committee for approval by the faculty senate. 7. Receives the reports of committees, establishes agendas, and conducts the Arts and Cultural Studies Faculty Senate meetings.

Curriculum Committee 1. Accepts for consideration curriculum change proposals (excluding general education) that affect the School of Arts and Cultural Studies and that have been endorsed by the department chair, school dean, and Executive Vice President for Academic Affairs and Provost. The Curriculum Proposal/Change Request form must be used. 2. Considers for approval curriculum change proposals (excluding general education) affecting the departments within the School of Arts and Cultural Studies. Curriculum proposals are required for the following: a. Additions and/or deletions of courses, programs, degrees, majors, minors, cognates, and concentrations. b. Substantial changes in majors, minors, cognates, and concentrations. Substantial changes include but are not limited to the number of hours required. c. Changes in course numbers, credit hours, and/or grade mode (e.g., pass/fail to grade).

08-07#1 97 d. Substantial changes in course content for existing courses. A name change that is not accompanied by course content changes or a grade mode change needs only the school dean’s approval. 3. Presents recommendations for curriculum change proposals to the faculty senate. 4. Maintains constant evaluation of the curriculum in the School of Arts and Cultural Studies. 5. Forwards to the Executive Vice President for Academic Affairs and Provost all school- approved curriculum changes. 6. Approves all ad hoc courses by the same procedure as courses submitted for permanent approval except they need not be submitted to the entire senate. Ad hoc courses can be approved for only one academic year (fall, spring, and summer terms) at a time and can be approved for only two academic years (fall, spring, and summer terms) total. Ad hoc courses are not listed in the University catalog. 7. Communicates the following procedures for curriculum change with the faculty in the School of Arts and Cultural Studies: a. The person initiating the change completes the Curriculum Change Proposal form and includes necessary supplemental documents (e.g., degree plan sheet, syllabus, course description). b. The proposal receives the necessary signatures (e.g., chair, school dean, Dean of Instruction, Executive Vice President for Academic Affairs and Provost) in the approval process before being submitted to the appropriate curriculum committee. c. The Curriculum Committee meets to vote on the proposed curriculum change. d. If approved, the proposal goes before the faculty senate for a vote. e. If approved, the proposal receives a final signature from chair of the Curriculum Committee and the Executive Vice President for Academic Affairs and Provost. (Note: The curriculum change becomes effective with the next catalog.) f. The proposal is forwarded to the Registrar, who forwards a copy to each of the following people: the originator, Dean of Instruction, Curriculum Chair, Director of International Programs, and Technical Editor.

Professional Development Committee 1. Consists of members appointed by the school dean for a term of one year. 2. Evaluates Professional Development Plans submitted by the faculty and makes recommendations for appropriate funding. 3. Reviews progress reports and ensures completion of work proposed by faculty in approved plans. 4. Makes recommendations to the school dean concerning the Professional Development Plan process. 5. Provides periodic, on-campus faculty development workshops. 6. Works in conjunction with the UFA Faculty Excellence Committee, the Arts and Cultural Studies Faculty Senate, the school dean, and the Dean of Instruction to promote effective teaching and the professional growth of the faculty.

Promotion Committee 1. Consists of members appointed by the school dean for a term of one year. 2. Coordinates the process of promotion in rank, including working with the Dean of Instruction in evaluating classroom performance of applicants. 3. Evaluates and recommends for promotion with appropriate rationale to the school dean. 4. Promotes standards of excellence in faculty instruction.

Council of Tenured Faculty 1. Consists of all tenured faculty members whose full-time contractual assignment is in the School of Arts and Cultural Studies, not to exceed 50% of the school’s regular full-time faculty. 2. Is charged with helping to preserve the University’s founding vision. 3. Performs the functions outlined under the section titled “Tenure” in chapter 2. 98 4. Meets at least once a year 5. Annually meets to approve tenure applications and elect Council of Tenured Faculty officers (chair, vice chair/chair-elect, and secretary)

Grievance Committee 1. Consists of the faculty cabinet and is chaired by the president of the faculty senate. 2. Performs the functions outlined in the sections titled “Faculty Grievance Procedures” and “Dismissal and Dismissal Grievance Procedures” in chapter 2.

SCHOOL POLICIES The School of Arts and Cultural Studies adheres to all University policies, as recorded in the section titled “Policies and Procedures” in chapter 2. The following policies are in addition to the University policies and apply only to the School of Arts and Cultural Studies.

Definition of Terminal Degree It is an earned doctorate or Master of Fine Arts degree from a regionally and/or professionally accredited institution in an area appropriate to the instructional assignment.

Full-Time Teaching Load The normal full-time teaching load is 24-25 load hours per academic year (fall and spring semesters). Extra compensation begins at 26 hours except when an accrediting agency imposes other requirements. Generally, advisement time, class preparation time, course coordination duties, and office hours do not earn load credit; such duties are responsibilities of all faculty members.

Office Hours Office hours for student consultation should be at least 7½ hours per week divided among at least three days. Times scheduled must be convenient for students. Faculty members need to be available in their offices for walk-in traffic or phone calls during scheduled office hours.

08-07#1 99 SCHOOL OF BUSINESS

ADMINISTRATIVE STRUCTURE

Dean In leading the School of Business, the dean performs the following functions: 1. Administers the academic undergraduate and graduate programs in the school as approved by the Board of Regents and authorized by the President and Chief Executive Officer and the Executive Vice President for Academic Affairs and Provost. 2. Coordinates the curricula of the various disciplines within the school. 3. Promotes communication among students, parents, faculty, staff, chairs, and the public. 4. Develops, implements, and assesses academic programs, activities, policies, and procedures. 5. Approves the syllabi for all scheduled courses and submits them to the Dean of Instruction prior to the beginning of each semester. 6. Oversees, with the aid of the departmental chairs, academic assessment, including ePortfolio. 7. Determines the faculty needs and, with the aid of the department chairs, recruits faculty members and recommends faculty for appointment and promotion. 8. Complete paper work for hiring and terminating school employees. 9. Is responsible for leadership in matters of conduct, spiritual growth, and professional growth of the faculty. 10. Directs strategic planning, including recommending new programs that should be adopted and current programs that should be eliminated. 11. Encourages interdisciplinary activities (cross-pollination). 12. Communicates the priorities of the School of Business to the Executive Vice President for Academic Affairs and Provost. 13. Assembles, approves, justifies, and manages the budgets of the school and its departments. 14. Reviews and approves student petitions. 15. Meets with students to address personal academic issues. 16. Approves purchase requisitions, work orders, and other requisitions. 17. Is responsible for verifying that students have completed requirements for graduation. 18. Promotes research activities among faculty. 19. Organizes and leads summer workshops for chairs. 20. Oversees faculty discipline and grievance procedures. 21. Supervises the admission process for the graduate program in business. 22. Assigns and monitors student advisement of graduate students. 23. Prepares the schedule of graduate class offerings for the fall and spring semesters. 24. Oversees the production and/or revision of the School of Business’ publications, including the school’s sections of the University catalog and the Faculty and Administration Handbook.

Chairs In leading the departments of the School of Business, the chairs perform the following functions:

Undergraduate Department 1. Assists the school dean in the selection, supervision, and classification of faculty members. 2. Recommends needed curriculum modifications within the department. 3. Proposes departmental assignments to the school dean after consultation with persons involved. 4. Receives for approval purchase requisitions, work orders, and all other requisitions made by members of the department. 5. Is responsible for ePortfolio implementation. 100

6. Submits syllabi for all scheduled courses to the school dean prior to the beginning of each semester. 7. Is responsible for advisement of departmental majors and minors. 8. Maintains an up-to-date departmental inventory. 9. Prepares the annual departmental budget. 10. Presents periodic status reports to the school dean. 11. Assists students through advisement and consultation, preparing paper work where appropriate.

Graduate Department 1. Assists the school dean in the selection, supervision, and classification of faculty members. 2. Recommends needed curriculum modifications within the department. 3. Proposes departmental assignments to the school dean after consultation with persons involved. 4. Receives for approval purchase requisitions, work orders, and all other requisitions made by members of the department. 5. Is responsible for ePortfolio implementation. 6. Submits syllabi for all scheduled courses to the school dean prior to the beginning of each semester. 7. Is responsible for advisement of departmental majors and minors. 8. Maintains an up-to-date departmental inventory. 9. Prepares the annual departmental budget. 10. Presents periodic status reports to the school dean. 11. Assists students through advisement and consultation, preparing paper work where appropriate. 12. Is responsible for performing these duties primarily for the graduate department of the School of Business. 13. If the position of associate dean is unfilled, the graduate chair assists the dean, as requested and as able, with the internal day-to-day operations and leadership of the School of Business.

COMMITTEES

School of Business Faculty Senate 1. Consists of all full-time faculty members in the School of Business. 2. Functions as chief advisory committee of the school. 3. Addresses school-wide issues and makes decisions as requested by the school dean. 4. Considers for approval recommendations made by the School of Business Faculty Senate committees. 5. Facilitates communication within the School of Business. 6. Coordinates with other faculty governance bodies.

Curriculum Committee 1. Accepts for consideration curriculum change proposals (excluding general education) that affect the School of Business and that have been endorsed by the department chair, school dean, and Executive Vice President for Academic Affairs and Provost. The Curriculum Proposal/Change Request form must be used. 2. Considers for approval curriculum change proposals (excluding general education) affecting the departments within the School of Business. Curriculum proposals are required for the following:

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a. Additions and/or deletions of courses, programs, degrees, majors, minors, cognates, and concentrations. b. Substantial changes in majors, minors, cognates, and concentrations. Substantial changes include but are not limited to the number of hours required. c. Changes in course numbers, credit hours, and/or grade mode (e.g., pass/fail to grade). d. Substantial changes in course content for existing courses. A name change that is not accompanied by course content changes or a grade mode change needs only the school dean’s approval. 3. Presents recommendations for curriculum change proposals to the faculty senate. 4. Maintains constant evaluation of the curriculum in the School of Business. 5. Forwards to the Executive Vice President for Academic Affairs and Provost all school- approved curriculum changes. 6. Approves all ad hoc courses by the same procedure as courses submitted for permanent approval except they need not be submitted to the entire senate. Ad hoc courses can be approved for only one academic year (fall, spring, and summer terms) at a time and can be approved for only two academic years (fall, spring, and summer terms) total. Ad hoc courses are not listed in the University catalog. 7. Communicates the following procedures for curriculum change with the faculty in the School of Business: a. The person initiating the change completes the Curriculum Change Proposal form and includes necessary supplemental documents (e.g., degree plan sheet, syllabus, course description). b. The proposal receives the necessary signatures (e.g., chair, school dean, Dean of Instruction, Executive Vice President for Academic Affairs and Provost) in the approval process before being submitted to the appropriate curriculum committee. c. The Curriculum Committee meets to vote on the proposed curriculum change. d. If approved, the proposal goes before the faculty senate for a vote. e. If approved, the proposal receives a final signature from chair of the Curriculum Committee and the Executive Vice President for Academic Affairs and Provost. (Note: The curriculum change becomes effective with the next catalog.) f. The proposal is forwarded to the Registrar, who forwards a copy to each of the following people: the originator, Dean of Instruction, Curriculum Chair, Director of International Programs, and Technical Editor.

Research Committee 1. Receives and evaluates all research-grant applications submitted by the faculty, whether funds are solicited from the University or form an outside funding source. 2. Makes recommendations to the faculty concerning grant applications. 3. Serves in conjunction with the Director of Sponsored Programs, the Associate Dean of Academic Administration, and the UFA Research Committee as a source of advice and information concerning application for research funds.

Computer and Information Services Committee 1. Examines the computing needs of the School of Business. 2. Encourages the development and application of computing skills throughout the business curriculum. 3. Recommends the appropriate hardware and software for the school. 4. Manages the student computer labs. 5. Interfaces with the Computer Network Committee for computer services and represents the interest of the school.

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Faculty Development and Promotion Committee 1. Facilitates the professional development of faculty within the school. 2. Promotes standards of excellence in faculty instruction. 3. Coordinates the process of promotion in rank, including working with the Dean of Instruction in evaluating classroom performance of applicants. 4. Evaluates and recommends for promotion with appropriate rationale to the school dean.

Graduate School Admissions Committee 1. Reviews applicant folders and determines admission status. 2. Determines the financial aid awards for graduate students in the School of Business.

Council of Tenured Faculty 1. Consists of all tenured faculty members whose full-time contractual assignment is in the School of Business, not to exceed 50% of the school’s regular full-time faculty. 2. Is charged with helping to preserve the University’s Founding Vision. 3. Performs the functions outlined under the section titled “Tenure” in chapter 2.

Grievance Committee 1. Consists of the faculty cabinet and is chaired by the president of the faculty senate. 2. Performs the functions outlined in the sections titled “Faculty Grievance Procedures” and “Dismissal and Dismissal Grievance Procedures” in chapter 2.

SCHOOL POLICIES The School of Business adheres to all University policies, as recorded in the section titled “Policies and Procedures” in chapter 2. The following policies are in addition to the University policies and apply only to the School of Business.

Definition of Terminal Degree A terminal degree, for the purpose of promotion, is defined to be a Ph.D. degree from a regionally accredited University (or foreign equivalent) in the fields of accounting, business, computers, economics, decision sciences, finance, international business, management, management information systems, or marketing. A faculty member is considered terminally qualified, for the purpose of accreditation, if the professional accrediting agency with which ORU is affiliated (currently ACBSP) certifies the person terminally qualified by their standards in at least 75% of the faculty member’s teaching load. For example, a faculty member with a J.D. degree and teaching courses in business law or a person with a Ph.D. in Communications who is teaching business communications, public relations, or conflict resolution would be certified to be terminally qualified in those courses.

Full-Time Teaching Load The normal full-time teaching load is 24-25 credit hours per academic year (fall and spring semesters) for undergraduate faculty; extra compensation begins at 26 hours except when an accrediting agency imposes other requirements. The normal full-time teaching load is 18 credit hours per academic year (fall and spring semesters) for graduate faculty; extra compensation begins at 20 hours. Generally, advisement time, class preparation time, course coordination duties, and office hours do not earn load credit; such duties are responsibilities of all faculty members.

08-07#1 103 Office Hours Office hours for student consultation should be at least 7½ hours per week divided among at least three days. Times scheduled must be convenient for students. Faculty members need to be available in their offices for walk-in traffic or phone calls during scheduled office hours. 104

SCHOOL OF EDUCATION

ADMINISTRATIVE STRUCTURE

Dean In leading the School of Education, the dean performs the following functions: 1. Administers the academic undergraduate and graduate programs in the School as approved by the Board of Regents and authorized by the President and Chief Executive Officer and the Executive Vice President for Academic Affairs and Provost. 2. Determines the faculty needs and, with the aid of the department chairs, recruits faculty members and recommends faculty for appointment and promotion. 3. Completes paper work for hiring and terminating department employees. 4. Is responsible for leadership in matters of conduct, spiritual growth, and professional growth of the faculty. 5. Assembles, approves, justifies, and manages the budgets of the school and its departments. 6. Approves purchase requisitions, work orders, and other requisitions. 7. Coordinates the curricula of the various disciplines within the school. 8. Promotes communication among students, parents, faculty, staff, chairs, and the public. 9. Develops, implements, and assesses academic programs, activities, policies, and procedures. 10. Approves the syllabi for all scheduled courses and submits them to the Dean of Instruction prior to the beginning of each semester. 11. Oversees the School of Education’s academic assessment system. 12. Is responsible for verifying that students have completed requirements for graduation. 13. Is responsible for achieving and maintaining accreditation of all programs and positive relationships with certifying and accrediting agencies. 14. Represents the School of Education on matters pertaining to the State Department of Education. 15. Directs strategic planning, including recommending new programs that should be adopted and current programs that should be eliminated. 16. Encourages interdisciplinary activities (cross-pollination). 17. Communicates the priorities of the School of Education to the Executive Vice President for Academic Affairs and Provost. 18. Reviews and approves student petitions. 19. Meets with students to address personal academic issues. 20. Promotes research activities among faculty. 21. Organizes and leads workshops for faculty members. 22. Oversees faculty discipline and grievance procedures. 23. Supervises the admission process for the graduate program in education. 24. Assigns and monitors student advisement of graduate students. 25. Prepares the schedule of graduate class offerings for the fall and spring semesters. 26. Oversees the production and/or revision of the School of Education’s publications, including the school’s sections of the University catalog and the Faculty and Administration Handbook.

Associate Dean In assisting the dean in leading the School of Education, the associate dean performs the following functions: 1. Assumes duties and responsibilities at the direction of the school dean. 2. Represents the dean on appropriate committees and at meetings as directed by the dean. 3. Completes paper work for hiring and terminating school employees. 4. Recommends curriculum revisions within the school. 5. Coordinates the preparation of the schedule of class offerings for graduate and undergraduate courses, in conjunction with the chairs of the graduate and undergraduate departments.

08-07#1 105 6. Oversees the production and/or revision of the School of Education’s publications, including the school’s sections of the University catalog and the Faculty and Administration Handbook. 7. Oversees the school’s academic assessment system.

Department Chairs In leading the departments in the School of Education, the chairs perform the following functions:

Undergraduate 1. Serves as the School of Education representative to the Council of Department Chairs. 2. Serves as coordinator of the Teacher Education Preparation Program. 3. Serves as coordinator of the undergraduate education faculty and as vice chair of the Undergraduate Council. 4. Reviews and submits syllabi to the school associate dean for scheduled undergraduate department courses. 5. Assists the associate dean with academic assessment, including ePortfolio. 6. Is responsible for advisement of departmental majors and minors. 7. Reviews and submits textbook orders to the school associate dean for scheduled undergraduate courses. 8. Recommends curriculum revisions within the school. 9. Presents regular status reports to the school dean. 10. Coordinates drafting and managing the undergraduate school budget in conjunction with the associate dean. 11. Coordinates records, statistics and documentation of undergraduate education programs for state, NCA, and NCATE accreditations in conjunction with the associate dean.

Graduate 1. Serves as coordinator of the graduate education faculty. 2. Serves as the hair for the School of Education Graduate Council. 3. Reviews and submits syllabi to the school dean for scheduled graduate department courses. 4. Reviews and submits textbook orders to the school dean for scheduled graduate department courses. 5. Assists the dean in completing paper work for hiring and terminating department employees. 6. Assists the associate dean with academic assessment, including ePortfolio. 7. Is responsible for advisement of departmental majors and minors. 8. Presents regular status reports to the school dean. 9. Coordinates drafting and managing the Graduate School of Education budget in conjunction with the school dean. 10. Coordinates records, statistics, and documentation for the graduate school programs for state, NCA, and NCATE accreditations in conjunction with the school dean.

Coordinators, Directors, and Officers

Coordinator of the Residency Year Program 1. Coordinates the Residency Year Program within the School of Education and with area school districts, in accordance with policies and procedures of the State Department of Education. 2. Is responsible to the school dean. 3. Prepares appropriate reports of Residency Year Program activities and submits them to the school dean for review and approval. 4. Assists the school dean in the selection of faculty to serve as Residency Year Program supervision/evaluation team members.

106 Coordinator of Student Teaching/Internship 1. Coordinates the Student Teaching/Intern Program within the School of Education and with area school districts, in accordance with policies and procedures of the Oklahoma Commission for Teacher Preparation and the School of Education. 2. Prepares appropriate reports of Student Teaching/Intern Program activities and submits them to the school dean for review and approval. 3. Assists the school dean in selection of faculty to serve as Student Teaching/Intern Program supervision/evaluation team members. 4. Reports to the appropriate chair, associate dean, or dean.

Coordinator of Field Experience and Advisement 1. Is responsible for all coordinating field experiences. 2. Assists the school dean and the chair of the undergraduate department in assignment of individual advisors within the school. 3. Coordinates activities between the Comprehensive Advisement Center and the School of Education. 4. Reports to the appropriate chair, associate dean, or dean.

Coordinator of Teaching English as Second Language (TESL) Program 1. Coordinates the TESL Program. 2. Works with the school dean in the selection, assignment, and evaluation of TESL faculty and staff. 3. Presents regular status reports to the school dean. 4. Reports to the appropriate chair, associate dean, or dean.

Coordinator of Early Childhood Education Program 1. Coordinates the Early Childhood Education Program. 2. Works with the school dean in the selection, assignment, and evaluation of faculty and staff. 3. Presents regular status reports to the school dean. 4. Reports to the appropriate chair, associate dean, or dean.

Coordinator of Christian School Education Program 1. Coordinates the Christian School Education Program. 2. Works with the school dean in the selection, assignment, and evaluation of faculty and staff. 3. Presents regular status reports to the school dean. 4. Reports to the appropriate chair, associate dean, or dean.

Coordinator of Public School Administration Program 1. Coordinates the Public School Administration Program. 2. Works with the school dean in the selection, assignment, and evaluation of faculty and staff. 3. Presents regular status reports to the school dean. 4. Reports to the appropriate chair, associate dean, or dean.

Coordinator of Graduate Admissions 1. Coordinates all aspects of recruitment and admission of graduate students in the School of Education. 2. Is responsible for the development of brochures, forms, and other literature promoting graduate education. 3. Presents regular status reports to the school dean. 4. Reports to the school dean.

08-07#1 107 Director of Teacher Education 1. Ensures that all programs leading to certification are aligned with the institutional, state, and national accreditation requirements. 2. Report to the appropriate chair, associate dean, or dean.

Director of Curriculum Media Center (CMC) and Education Technology Center (ETC) 1. Oversees the day-to-day operations of the CMC and the ETC. 2. Maintains current inventory of materials and equipment assigned to the School of Education, the CMC, and the ETC. 3. Assists the school dean in the preparation of and administration of the CMC and ETC budget. 4. Prepares purchase requisitions for CMC and ETC materials and equipment and submits them for review by the school dean. 5. Presents regular status reports to the school dean. 6. Reports to the appropriate chair, associate dean, or dean.

Records Officer 1. Maintains official school files for graduate and undergraduate students, in cooperation with student advisors. 2. Prepares all applications associated with student requests for certification/licensure and submits them to the school dean for review and approval, in accordance with policies and procedures of the State Department of Education and the Oklahoma Commission for Teacher Preparation. 3. Works with the associate dean in matters concerning certification/licensure applications, transcript reviews, and analyses of student transcripts from other universities, colleges, and schools. 4. Maintains all statistical data for the School of Education. 5. Prepares institutional, state, and national statistics reports for the School of Education. 6. Reports to the appropriate chair, associate dean, or dean.

COMMITTEES

School of Education Faculty Senate 1. Consists of all full-time faculty members in the School of Education and representatives from each area of certification. 2. Recommends program modifications and policy changes within the School of Education. 3. Provides communication among those involved in the licensure and certification processes, allowing for an exchange of ideas on issues that might affect other areas of the University and its relationships with public and private schools. 4. Reviews and assesses all functions of the Professional Education Program. 5. Considers for approval recommendations made by the School of Education committees.

Undergraduate Council 1. Is chaired by the Associate Dean of the School of Education with the undergraduate chairperson serving as vice chair to the council. 2. Is composed of all full-time undergraduate faculty members, representatives of each area of certification, the dean and associate dean of the School of Education, the chair of the Undergraduate Education Department, and the certification and records officer. 3. Reviews and recommends policy changes within the Department of Undergraduate Education. 4. Serves as the Curriculum and Academic Standards Committee.

Undergraduate Curriculum and Academic Standards Committee 1. Implements the mandate given by the Holy Spirit to build a program on God’s Word, including a strong commitment to missions. 108 2. Fulfills the mission of the School of Education and the University by developing sound curriculum and high academic standards. 3. Satisfies accreditation standards and the Oklahoma Commission for Teacher Preparation licensure and certification requirements.

Responsibilities Relating to Curriculum 1. Accepts for consideration curriculum change proposals (excluding general education) that affect the School of Education and that have been endorsed by the department chair, school dean, and Executive Vice President for Academic Affairs and Provost. The Curriculum Proposal/Change Request form must be used. 2. Considers for approval curriculum change proposals (excluding general education) affecting the departments within the School of Education. Curriculum proposals are required for the following: a. Additions and/or deletions of courses, programs, degrees, majors, minors, cognates, and concentrations. b. Substantial changes in majors, minors, cognates, and concentrations. Substantial changes include but are not limited to the number of hours required. c. Changes in course numbers, credit hours, and/or grade mode (e.g., pass/fail to grade). d. Substantial changes in course content for existing courses. A name change that is not accompanied by course content changes or a grade mode change needs only the school dean’s approval. 3. Presents recommendations for curriculum change proposals to the faculty senate. 4. Maintains constant evaluation of the curriculum in the School of Education. 5. Forwards to the Executive Vice President for Academic Affairs and Provost all school- approved curriculum changes. 6. Approves all ad hoc courses by the same procedure as courses submitted for permanent approval except they need not be submitted to the entire senate. Ad hoc courses can be approved for only one academic year (fall, spring, and summer terms) at a time and can be approved for only two academic years (fall, spring, and summer terms) total. Ad hoc courses are not listed in the University catalog. 7. Communicates the following procedures for curriculum change with the faculty in the School of Education: a. The person initiating the change completes the Curriculum Change Proposal form and includes necessary supplemental documents (e.g., degree plan sheet, syllabus, course description). b. The proposal receives the necessary signatures (e.g., chair, school dean, Dean of Instruction, Executive Vice President for Academic Affairs and Provost) in the approval process before being submitted to the appropriate curriculum committee. c. The Curriculum Committee meets to vote on the proposed curriculum change. d. If approved, the proposal goes before the faculty senate for a vote. e. If approved, the proposal receives a final signature from chair of the Curriculum Committee and the Executive Vice President for Academic Affairs and Provost. (Note: The curriculum change becomes effective with the next catalog.) f. The proposal is forwarded to the Registrar, who forwards a copy to each of the following people: the originator, Dean of Instruction, Curriculum Chair, Director of International Programs, and Technical Editor. 8. Promotes the integration of Biblical principles, including the inspiration and work of the Holy Spirit. 9. Develops the teacher as the “living curriculum,” teaching skills and modeling Christian values. 10. Assesses curriculum, scope, and sequence, as well as student learning. 11. Promotes continuous research and evaluation of new perspectives and ideas for education.

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Responsibilities Relating to Academic Standards 1. Encourages excellence in the quest for Biblical knowledge, understanding, and wisdom. 2. Works with the Admission and Retention Committee to evaluate current academic standards for incoming students, for matriculation into professional education courses, and for graduation candidates. 3. Cooperates with faculty representatives from the content areas to encourage high academic standards. 4. Encourages a discourse on grading procedures and expectations.

Undergraduate Admission and Retention in Teacher Education Committee 1. Ensures that policies and procedures to maintain admission and retention standards follow state and regional teacher licensure/certification and accreditation guidelines. 2. Monitors professional education program needs and standards. 3. Monitors state policy reforms and recommends ORU policy changes that to conform to new guidelines. 4. Disperses student-standing documentation, including that related to the Professional Education Program (PEP). 5. Informs students of acceptance into PEP. 6. Administers the school’s retention policy. 7. Administers the school’s policy for admitting graduate students for certification. 8. Oversees subcommittees that interview, evaluate, and make recommendations concerning the admission and retention of students in PEP. The subcommittee for each student is chaired by the student’s advisor and consists of one other faculty member, the student’s department chair, and a representative from the School of Education. 9. Serves as the Undergraduate Grievance Committee.

Undergraduate Grievance Committee 1. Consists of the members of the Admissions and Retention in Teacher Education Committee. 2. Performs the functions outlined in the sections titled “Faculty Grievance Procedures” and “Dismissal and Dismissal Grievance Procedure” in chapter 2.

Undergraduate Scholarships, Honors, and Awards Committee 1. Identifies and secures funding for scholarships and awards. 2. Develops and selects areas of recognition. 3. Announces scholarships and awards available to students and faculty. 4. Supervises the selection of recipients and the formal presentations of awards and scholarships to students and faculty. 5. Facilitates communication between the School of Education and other ORU schools, the University Faculty Assembly, and the administration with regard to University awards and the selection process.

Undergraduate Student Teaching Admission and Placement Committee 1. Oversees the procedures for admission to and placement in the student teaching/internship phase of the teacher education program. 2. Reviews and acts upon requests to place student teachers out of the area (“student teaching away”). 3. Oversees revisions to the student teacher handbook. 4. Oversees revisions to the student teaching evaluation forms. 5. Assists with the student teaching seminar, at the request of the Coordinator of Student Teaching/Internship.

110 Undergraduate Distance Learning Committee 1. Oversees the undergraduate Teacher Certification Distance Programs. 2. Reviews and approves applicants. 3. Makes recommendations for policy and procedures. 4. Oversees the revision of the handbook.

Graduate Council 1. Is chaired by the Graduate School of Education chair. 2. Is composed of all full-time graduate faculty members, the dean and associate dean of the School of Education, and the chair of the Graduate Education Department. 3. Reviews and recommends policy changes within the Department of Undergraduate Education. 4. Serves as the Curriculum and Academic Standards Committee.

Graduate Curriculum and Academic Standards Committee 1. Implements the mandate given by the Holy Spirit to build a program on God’s Word, including a strong commitment to missions. 2. Fulfills the mission of the School of Education and the University by developing sound curriculum and high academic standards. 3. Satisfies accreditation standards and the Oklahoma Commission for Teacher Preparation licensure and certification requirements.

Responsibilities Relating to Curriculum 1. Accepts for consideration curriculum change proposals (excluding general education) that affect the School of Education and that have been endorsed by the department chair, school dean, and Executive Vice President for Academic Affairs and Provost. The Curriculum Proposal/Change Request form must be used. 2. Considers for approval curriculum change proposals (excluding general education) affecting the departments within the School of Education. Curriculum proposals are required for the following: a. Additions and/or deletions of courses, programs, degrees, majors, minors, cognates, and concentrations. b. Substantial changes in majors, minors, cognates, and concentrations. Substantial changes include but are not limited to the number of hours required. c. Changes in course numbers, credit hours, and/or grade mode (e.g., pass/fail to grade). d. Substantial changes in course content for existing courses. A name change that is not accompanied by course content changes or a grade mode change needs only the school dean’s approval. 3. Presents recommendations for curriculum change proposals to the faculty senate. 4. Maintains constant evaluation of the curriculum in the School of Education. 5. Forwards to the Executive Vice President for Academic Affairs and Provost all school- approved curriculum changes. 6. Approves all ad hoc courses by the same procedure as courses submitted for permanent approval except they need not be submitted to the entire senate. Ad hoc courses can be approved for only one academic year (fall, spring, and summer terms) at a time and can be approved for only two academic years (fall, spring, and summer terms) total. Ad hoc courses are not listed in the University catalog. 7. Communicates the following procedures for curriculum change with the faculty in the School of Education: a. The person initiating the change completes the Curriculum Change Proposal form and includes necessary supplemental documents (e.g., degree plan sheet, syllabus, course description).

08-07#1 111 b. The proposal receives the necessary signatures (e.g., chair, school dean, Dean of Instruction, Executive Vice President for Academic Affairs and Provost) in the approval process before being submitted to the appropriate curriculum committee. c. The Curriculum Committee meets to vote on the proposed curriculum change. d. If approved, the proposal goes before the faculty senate for a vote. e. If approved, the proposal receives a final signature from chair of the Curriculum Committee and the Executive Vice President for Academic Affairs and Provost. (Note: The curriculum change becomes effective with the next catalog.) f. The proposal is forwarded to the Registrar, who forwards a copy to each of the following people: the originator, Dean of Instruction, Curriculum Chair, Director of International Programs, and Technical Editor.

Responsibilities Relating to Academic Standards 1. Encourages excellence in the quest for Biblical knowledge, understanding, and wisdom. 2. Works with the Admission and Retention Committee to evaluate current academic standards for incoming students, for matriculation into professional education courses, and for graduation candidates. 3. Cooperates with faculty representatives from the content areas to encourage high academic standards. 4. Encourages a discourse on grading procedures and expectations.

Graduate Admission and Retention Committee 1. Oversees the procedures for admission to and placement in the graduate program. 2. Oversees revisions to the graduate handbook. 3. Ensures that policies and procedures to maintain admission and retention standards follow state and regional advanced and professional licensure/certification and accreditation guidelines. 4. Administers the school’s retention policy.

Graduate Grievance Committee 1. Consists of the Graduate Council members. 2. Performs the functions outlined in the sections titled “Faculty Grievance Procedures” and “Dismissal and Dismissal Grievance Procedure” in chapter 2.

Graduate Scholarships, Honors, and Awards Committee 1. Identifies and secures funding for scholarships and awards. 2. Develops and selects areas of recognition. 3. Announces scholarships and awards available to students and faculty. 4. Supervises the selection of recipients and the formal presentations of awards and scholarships to students and faculty. 5. Facilitates communication between the School of Education and other ORU schools, the University Faculty Assembly, and the administration with regard to University awards and the selection process.

Graduate Distance Learning Committee 1. Oversees the graduate e-correspondence courses, internal modular, and online courses. 2. Reviews and approves applicants. 3. Makes recommendations for policy and procedures. 4. Oversees the revision of the handbook.

112 Faculty Professional Development Committee 1. Facilitates the professional development of faculty within the school. 2. Coordinates efforts with the Curriculum and Academic Standards Committee. 3. Maintains faculty development activity records.

Assessment and Unit Evaluation Committee 1. Composed of undergraduate and graduate faculty members and extended faculty from the subject discipline areas. 2. Conducts an annual review of the School of Education’s assessment system including the ePortfolio project and makes recommendations to the Faculty Senate for revisions, additions, and/or deletions. 3. Systematically assesses and evaluates the data from the School of Education’s assessment system and makes recommendations for program improvement.

Professional Community Review Task Force 1. Composed of representatives from partner schools; including teachers, administrators, private school representatives, parents, the business community leaders, and University faculty from outside the School of Education. 2. Serves to systematically assess and evaluate the School of Education’s performance. 3. Performs an on-site evaluation of the School of Education, at least once, between the NCATE and State continuing accreditation visit. 4. Makes recommendations to the School of Education for program improvement.

Council of Tenured Faculty 1. Consists of all tenured faculty members whose full-time contractual assignment is in the School of Education, not to exceed 50% of the school’s regular full-time faculty. 2. Is charged with helping to preserve the University’s founding vision. 3. Performs the functions outlined under the section titled “Tenure” in chapter 2. 4. Promotes standards of excellence in faculty instruction.

Promotions Committee 1. Consists of all tenured faculty members in the School of Education. 2. Promotes standards of excellence in faculty instruction. 3. Coordinates the process of promotion in rank, including working with the Dean of Instruction in evaluating classroom performance of applicants. 4. Evaluates and recommends for promotion with appropriate rationale to the school dean. 5. Identifies opportunities for continued training.

SCHOOL POLICIES The School of Education adheres to all University policies, as recorded in the section titled “Policies and Procedures” in chapter 2. The following policies are in addition to the University policies and apply only to the School of Education.

Definition of Terminal Degree For the School of Education, a terminal degree is defined as an earned doctorate from a regionally and/or professionally accredited institution in an area appropriate to the instructional assignment.

Full-Time Teaching Load The normal full-time teaching load is 24-25 credit hours per academic year (fall and spring semesters) for undergraduate faculty; extra compensation begins at 26 hours. The normal full-time teaching load is 18 credit hours per academic year (fall and spring semesters) for graduate faculty; extra compensation begins at 20 hours. Generally, advisement time, class preparation time, course

08-07#1 113 coordination duties, and office hours do not earn load credit; such duties are responsibilities of all faculty members.

Office Hours Faculty members are expected to post and maintain a schedule that provides a minimum of 7½ office hours per week distributed with at least one hour per school day for the purpose of advising and/or consulting with students. Faculty members are expected to be involved in teaching, student advisement, student visitation, and/or other related on-campus duties at least 24 hours per week during the academic year (fall and spring semesters). Each faculty member shall file a copy of his or her weekly schedule with the school dean by the end of the first week of each semester.

114 SCHOOL OF LIFELONG EDUCATION

ADMINISTRATIVE STRUCTURE

Associate Dean of Online Academic Services 1. Administers the academic program in the school, including adult education and special programs, as approved by the Board of Regents and authorized by the President and Chief Executive Officer and the Executive Vice President for Academic Affairs and Provost. 2. Maintains a smooth flow of work and activity in overseeing the following: a. External Academic Degrees (correspondence and internet). b. Residential Correspondence. c. Summer School. d. Continuing Education. e. Diploma of Theological Studies. f. Certificate of Theology. g. Home School College Program. 3. Promotes communication among students, parents, faculty, staff, and chairs. 4. Establishes and maintains mutually beneficial relationships with academic agencies, churches, denominational bodies, and educational institutions. 5. Develops, implements, and assesses academic programs, activities, policies, and procedures. 6. Coordinates with the various departments and schools within the University in offering courses. 7. Contracts for academic services to support SLLE programs from University faculty when available and otherwise from external sources. 8. Administers the use of facilities and equipment that support the school and its programs. 9. Is responsible for leadership in matters of conduct, spiritual growth, and professional growth of the faculty. 10. Directs strategic planning, including recommending new programs that should be adopted and current programs that should be eliminated. 11. Supervises the development of the curricula for instructional programs into appropriate formats and course schedules. 12. Oversees academic assessment, including ePortfolio and program review. 13. Encourages interdisciplinary activities (cross-pollination). 14. Communicates the priorities of the SLLE to the Executive Vice President for Academic Affairs and Provost. 15. Assembles, approves, and justifies the budgets of the school and its programs. 16. Reviews and approves student petitions. 17. Meets with students to address personal academic issues. 18. Approves purchase requisitions, work orders, and other requisitions made by faculty and staff members. 19. Appoints members to the SLLE Administrative Committee and the Grievance Committee. 20. Verifies that students have completed requirements for graduation. 21. Consults appropriate agencies, organizations, or publications to keep abreast of trends in the fields of adult education, such as televised distance learning. 22. Promotes research activities among faculty. 23. Oversees faculty discipline and grievance procedures.

Chair In serving as the chair of the School of LifeLong Education, the chair performs the following functions: 1. Assists the associate dean in the selection, supervision, and classification of faculty members. 2. Completes paper work for hiring and terminating department employees. 3. Recommends needed curriculum modifications.

08-07#1 115 4. Proposes departmental assignments to the vice president after consultation with persons involved. 5. Serves as cost center manager, oversees other cost center managers in the department. 6. Prepares annual budgets and ensures that expenses requested fall within allotted budgets. 7. Receives for approval purchase requisitions, work orders, and all other requisitions made by members of the department. 8. Approves syllabi for all scheduled courses prior to the beginning of each semester. 9. Assists students through advisement and consultation, preparing paper work where appropriate. 10. Promotes communication among students, parents, faculty, and staff. 11. Administers the academic program, ensuring the integrity of the school and its programs. 12. Considers petitions for policy exception. 13. Reviews, ensures the accuracy of, and approves grade reports, requests for payment, and transfer evaluation worksheets. 14. Reviews and submits textbook orders prior to the beginning of each semester. 15. Prepares the schedule of class offerings. 16. Oversees the production and/or revision of the department’s publications, including the department’s sections of the University catalog and the Faculty and Administration Handbook. 17. Oversees new program development. 18. Oversees the correspondence, Bible Institute, and certificate programs. 19. Is responsible for ePortfolio in the SLLE. 20. Reports to the Associate Dean of Online Academic Services.

Coordinator of Bible Institute Diploma/Certificate 1. Explores programming ideas for the certificate/diploma program with deans, chairs, and faculty members. 2. Coordinates the development and revision of administrative and promotional materials. 3. Coordinates course development and revision to ensure consistency and academic integrity. 4. Coordinates activity between appropriate service offices. 5. Reports to the Associate Dean of Online Academic Services.

COMMITTEES

Administrative Committee 1. Consists of the Vice Provost for Academic Advancement and other members (as appointed by the vice provost) who possess specialized training and experience in adult education and represent varied disciplines and aspects of the University. 2. Addresses operational issues and establishes non-academic policies for the school. 3. Is chaired by the Vice Provost for Academic Advancement.

Curriculum Committee 1. Consists of appropriate faculty members and appropriate school deans in the University. 2. Provides appropriate input relating to the various programs of the School of LifeLong Education. 3. Considers for approval curriculum change proposals (excluding general education) affecting the School of LifeLong Education. Curriculum proposals are required for the following: a. Additions and/or deletions of courses, programs, degrees, majors, minors, cognates, and concentrations. b. Substantial changes in majors, minors, cognates, and concentrations. Substantial changes include but are not limited to the number of hours required. c. Changes in course numbers, credit hours, and/or grade mode (e.g., pass/fail to grade). d. Substantial changes in course content for existing courses. A name change that is not accompanied by course content changes or a grade mode change needs only the approval of the Associate Dean of Online Academic Services. 4. Presents recommendations for curriculum change proposals to the Administrative Committee. 5. Maintains constant evaluation of the curriculum in the School of LifeLong Education. 116 6. Forwards to the Executive Vice President for Academic Affairs and Provost all school-approved curriculum changes. 7. Approves all ad hoc courses by the same procedure as courses submitted for permanent approval except they need not be submitted to the entire senate. Ad hoc courses can be approved for only one academic year (fall, spring, and summer terms) at a time and can be approved for only two academic years (fall, spring, and summer terms) total. Ad hoc courses are not listed in the University catalog. 8. Communicates the following procedures for curriculum change with the faculty in the School of LifeLong Education: a. The person initiating the change completes the Curriculum Change Proposal form and includes necessary supplemental documents (e.g., degree plan sheet, syllabus, course description). b. The proposal receives the necessary signatures (e.g., chair, school dean, Dean of Instruction, Executive Vice President for Academic Affairs and Provost) in the approval process before being submitted to the appropriate curriculum committee. c. The Curriculum Committee meets to vote on the proposed curriculum change. d. If approved, the proposal goes before the Administrative Committee for a vote. e. If approved, the proposal receives a final signature from chair of the Curriculum Committee and the Executive Vice President for Academic Affairs and Provost. (Note: The curriculum change becomes effective with the next catalog.) f. The proposal is forwarded to the Registrar, who forwards a copy to each of the following people: the originator, Dean of Instruction, Curriculum Chair, Director of International Programs, and Technical Editor. 9. Is chaired by the Associate Dean of Online Academic Services.

Council of Tenured Faculty 1. Consists of all tenured faculty members whose full-time contractual assignment is in the School of LifeLong Education, not to exceed 50% of the school’s regular full-time faculty. 2. Is charged with helping to preserve the University’s Founding Vision. 3. Performs the functions outlined under the section titled “Tenure” in chapter 2.

Grievance Committee 1. Consists of the faculty members appointed by the Associate Dean of Online Academic Services. 2. Performs the functions outlined in the sections titled “Faculty Grievance Procedures” and “Dismissal and Dismissal Grievance Procedures” in chapter 2.

SCHOOL POLICIES The School of LifeLong Education adheres to all University policies, as recorded in the section titled “Policies and Procedures” in chapter 2. The following policies are in addition to the University policies and apply only to the School of LifeLong Education.

Definition of Terminal Degree A terminal degree is an earned doctorate from a regionally and/or professionally accredited institution in an area appropriate to the instructional assignment.

Full-Time Teaching Load The normal full-time teaching load is 24-25 load hours per academic year (fall and spring semesters). Extra compensation begins at 26 hours except when an accrediting agency imposes other requirements. Generally, advisement time, class preparation time, course coordination duties, and office hours do not earn load credit; such duties are responsibilities of all faculty members.

08-07#1 117 Grading Faculty members grading correspondence courses are allowed 10 working days to grade assignments. Faculty compensation will be reduced, at a contractually agreed upon rate, if the 10-day limit is exceeded.

Course Schedules Faculty members must adhere to the course schedule as approved by the Associate Dean of Online Academic Services. Faculty desiring a schedule change must receive prior written approval from Associate Dean of Online Academic Services. 118 ANNA VAUGHN SCHOOL OF NURSING

ADMINISTRATIVE STRUCTURE

Dean In leading the Anna Vaughn School of Nursing, the dean performs the following functions: 1. Administers the undergraduate program in the School as approved by the Board of Regents and authorized by the President and Chief Executive Officer and the Executive Vice President for Academic Affairs and Provost. 2. Determines the faculty needs and, with the aid of the coordinators, recruits faculty members and recommends faculty for appointment and promotion. 3. Completes paper work for hiring and terminating department employees. 4. Is responsible for leadership in matters of conduct, spiritual growth, and professional growth of the faculty. 5. Assembles, approves, justifies, and manages the budgets of the school. 6. Approves purchase requisitions, work orders, and other requisitions. 7. Supervises the development of the nursing curriculum. 8. Promotes communication among students, parents, faculty, staff, chairs, and the public. 9. Develops, implements, and assesses the academic program, activities, policies, and procedures. 10. Approves the syllabi for all scheduled courses and submits them to the Dean of Instruction prior to the beginning of each semester. 11. Oversees academic assessment, including implementation of ePortfolio. 12. Is responsible for verifying that students have completed requirements for graduation. 13. Is responsible for achieving and maintaining accreditation of the nursing program and positive relationships with licensing and accrediting agencies. 14. Directs strategic planning, including recommending new programs that should be adopted and current programs that should be eliminated. 15. Encourages interdisciplinary activities (cross-pollination). 16. Communicates the priorities of the School of Nursing to the Executive Vice President for Academic Affairs and Provost. 17. Reviews and approves student petitions. 18. Meets with students to address personal academic issues. 19. Oversees faculty discipline and grievance procedures. 20. Supervises the admission process for nursing programs. 21. Prepares the schedule of course class offerings for the fall and spring semesters. 22. Administers the use of facilities and equipment within the School of Nursing. 23. Oversees the production and/or revision of the School of Nursing’s publications, including the school’s sections of the University catalog and the Faculty and Administration Handbook. 24. Promotes programs in research and patient care in the areas of individual, family, and community for the School of Nursing.

Coordinators In assisting the dean in leading the School of Nursing, the coordinators perform the following functions: 1. Have authority and responsibility for the administration of the courses as assigned. 2. Provide leadership to members of course teaching teams in the following activities: a. Developing the nursing curriculum to be consistent with the School of Nursing’s mission, philosophy, and goals. b. Revising courses in a manner consistent with assessment data and current professional nursing practices. c. Selecting clinical facilities that provide a variety of learning experiences that lead to desired outcomes. d. Selecting learning resources that promote student learning.

08-07#1 119 3. Provide leadership in the spiritual and professional growth of the faculty and students within the courses they coordinate. 4. Participate in the recommendation and approval of faculty appointments and promotion. 5. Report to the dean of the School of Nursing.

COMMITTEES

School of Nursing Faculty Senate 1. Membership of the School of Nursing Faculty Senate consists of the following: a. The dean of the School of Nursing, who serves as chair. b. Full-time faculty holding academic rank of instructor or above, who have voting rights. c. Part-time faculty members, who have a voice without voting rights. 2. Facilitates communication within the school and with other schools and departments in the ORU academic community. 3. Serves as the primary policy and advisory body on academic matters in the School of Nursing. 4. Receives reports and considers for approval recommendations made by the School of Nursing councils and committees. 5. Acts on school-wide issues brought to the senate by the school dean. 6. Makes decisions consonant with the policies and procedures of the University. 7. Provides nursing leadership within the profession and community. 8. Interprets the mission and needs of the School of Nursing and the University to the community.

Nursing Council 1. Provides direction in the development, implementation, and evaluation of the undergraduate program. 2. Functions as a policy-making body for the undergraduate nursing program. 3. Monitors recruitment efforts for undergraduate nursing students and undergraduate faculty. 4. Establishes peer review mechanisms for the undergraduate faculty. 5. Establishes standards for admission, progression, and graduation of undergraduate students. 6. Serves as an advisory body to the school dean. 7. Accepts for consideration curriculum change proposals (excluding general education) that affect the School of Nursing and that have been endorsed by the department chair, school dean, and Executive Vice President for Academic Affairs and Provost. The Curriculum Proposal/Change Request form must be used.

Curriculum Committee 1. Accepts for consideration curriculum change proposals (excluding general education) that affect the School of Nursing and that have been endorsed by the department chair, school dean, and Executive Vice President for Academic Affairs and Provost. The Curriculum Proposal/Change Request form must be used. 2. Considers for approval curriculum change proposals (excluding general education) affecting the departments within the School of Nursing. Curriculum proposals are required for the following: a. Additions and/or deletions of courses, programs, degrees, majors, minors, cognates, and concentrations. b. Substantial changes in majors, minors, cognates, and concentrations. Substantial changes include but are not limited to the number of hours required. c. Changes in course numbers, credit hours, and/or grade mode (e.g., pass/fail to grade). d. Substantial changes in course content for existing courses. A name change that is not accompanied by course content changes or a grade mode change needs only the school dean’s approval. 3. Presents recommendations for curriculum change proposals to the faculty senate. 4. Maintains constant evaluation of the curriculum in the School of Nursing. 120 5. Forwards to the Executive Vice President for Academic Affairs and Provost all school- approved curriculum changes. 6. Approves all ad hoc courses by the same procedure as courses submitted for permanent approval except they need not be submitted to the entire senate. Ad hoc courses can be approved for only one academic year (fall, spring, and summer terms) at a time and can be approved for only two academic years (fall, spring, and summer terms) total. Ad hoc courses are not listed in the University catalog. 7. Communicates the following procedures for curriculum change with the faculty in the School of Nursing: a. The person initiating the change completes the Curriculum Change Proposal form and includes necessary supplemental documents (e.g., degree plan sheet, syllabus, course description). b. The proposal receives the necessary signatures (e.g., chair, school dean, Dean of Instruction, Executive Vice President for Academic Affairs and Provost) in the approval process before being submitted to the appropriate curriculum committee. c. The Curriculum Committee meets to vote on the proposed curriculum change. d. If approved, the proposal goes before the faculty senate for a vote. e. If approved, the proposal receives a final signature from chair of the Curriculum Committee and the Executive Vice President for Academic Affairs and Provost. (Note: The curriculum change becomes effective with the next catalog.) f. The proposal is forwarded to the Registrar, who forwards a copy to each of the following people: the originator, Dean of Instruction, Curriculum Chair, Director of International Programs, and Technical Editor. 8. Maintains constant evaluation of the curriculum in the School of Nursing.

Learning Resources Committee 1. Identifies gaps in library and school holdings. 2. Recommends new library school acquisitions. 3. Recommends removal of outdated materials. 4. Works with the librarians on solving user problems. 5. Monitors acquisitions for expansion of computer resources such as videos and simulated laboratory equipment.

Faculty Enrichment Committee 1. Coordinates faculty continuing education activities. 2. Arranges faculty/student/alumni social activities. 3. Extends greetings and expressions of sympathy as appropriate. 4. Assists in new faculty orientation.

Admissions, Progression, Graduation, and Awards Committee 1. Recommends criteria for admission, progression, and graduation. 2. Monitors student GPAs. 3. Recommends students and faculty for School of Nursing honors. 4. Coordinates the development and administration of the semi-annual dosage and solution proficiency exam. 5. Advises the school dean on decisions related to student progression in the nursing program.

Council of Tenured Faculty 1. Consists of all tenured faculty members whose full-time contractual assignment is in the School of Nursing, not to exceed 50% of the school’s regular full-time faculty. 2. Is charged with helping to preserve the University’s Founding Vision. 3. Performs the functions outlined under the section titled “Tenure” in chapter 2.

08-07#1 121 Grievance Committee 1. Consists of the faculty members appointed by the school dean. 2. Performs the functions outlined in the sections titled “Faculty Grievance Procedures” and “Dismissal and Dismissal Grievance Procedures” in chapter 2.

SCHOOL POLICIES The Anna Vaughn School of Nursing adheres to all University policies, as recorded in the section titled “Policies and Procedures” in chapter 2. The following policies are in addition to the University policies and apply only to the School of Nursing.

Definition of Terminal Degree A terminal degree is an earned doctorate from a regionally and/or professionally accredited institution in an area appropriate to the instructional assignment.

Full-Time Teaching Load The normal full-time teaching load is 24-25 load hours per academic year (fall and spring semesters). Extra compensation begins at 26 hours per academic year (fall and spring semesters). Generally, advisement time, class preparation time, course coordination duties, and office hours do not earn load credit; such duties are responsibilities of all faculty members.

Office Hours Office hours for student consultation should be at least 7½ hours weekly.

122 SCHOOL OF SCIENCE AND ENGINEERING

ADMINISTRATIVE STRUCTURE

Dean In leading the School of Science and Engineering, the dean performs the following functions: 1. Administers the academic program in the school as approved by the Board of Regents and authorized by the President and Chief Executive Officer and the Executive Vice President for Academic Affairs and Provost. 2. Oversees 13 undergraduate departments and maintains a smooth flow of work and activity. 3. Promotes communication among students, parents, faculty, staff, chairs, and the public. 4. Develops, implements, and assesses academic programs, activities, policies, and procedures. 5. Coordinates the curricula of the various departments within the school. 6. Approves syllabi for all scheduled courses and submits them to the Dean of Instruction prior to the beginning of each semester. 7. Oversees academic assessment, including ePortfolio. 8. Determines the faculty needs and, with the aid of the department chairs, recruits faculty members and recommends faculty for appointment and promotion. 9. Is responsible for leadership in matters of conduct, spiritual growth, and professional growth of the faculty. 10. Directs strategic planning, including recommending new programs that should be adopted and current programs that should be eliminated. 11. Encourages interdisciplinary activities (cross-pollination). 12. Communicates the priorities of the School of Science and Engineering to the Executive Vice President for Academic Affairs and Provost. 13. Assembles, approves, justifies, and manages the budgets of the school and its departments. 14. Reviews and approves student petitions. 15. Meets with students to address personal academic issues. 16. Approves purchase requisitions, work orders, and other requisitions made by faculty and staff members. 17. Is responsible for verifying that students have completed requirements for graduation. 18. Ensures accreditation of various programs in the school. 19. Promotes research activities among faculty. 20. Organizes and leads summer workshops for chairs. 21. Oversees faculty discipline and grievance procedures. 22. Oversees the production and/or revision of the School of Science and Engineering’ publications, including the school’s sections of the University catalog and the Faculty and Administration Handbook.

Department Chairs In leading the departments in the School of Science and Engineering, the chairs perform the following functions within their departments: 1. Promote communication among students, parents, faculty, and staff at the department level. 2. Assist the school dean in the selection, supervision, and classification of faculty members. 3. Administer the academic program. 4. Are responsible for maintaining a good working environment. 5. Recommend curricula modifications. 6. Propose assignments to the dean after consultation with the persons involved. 7. Receive for approval purchase requisitions, work orders, and all other requisitions made by faculty and staff members. 8. Complete paper work for hiring and terminating department employees. 9. Are responsible for ePortfolio implementation.

08-07#1 123 10. Submit syllabi for all scheduled courses to the school dean prior to the beginning of each semester. 11. Review and submit textbook orders prior to the beginning of each semester. 12. Provide for appropriate advisement of students. 13. Maintain up-to-date inventories of supplies and equipment. 14. Prepare and manage annual budgets. 15. Present periodic status reports for the dean. 16. Prepare the schedule of class offerings for the fall and spring semesters. 17. Oversee the production and/or revision of the department’s publications, including the department’s sections of the University catalog and the Faculty and Administration Handbook.

COMMITTEES

School of Science and Engineering Faculty Senate 1. Consists of all full-time faculty members in the School of Science and Engineering and in Learning Resources. 2. Facilitates communication within the school and with other schools and departments in the ORU academic community. 3. Serves as the primary advisory body on academic matters in the School of Science and Engineering. 4. Considers for approval recommendations made by the School of Science and Engineering Curriculum Committee.

Faculty Cabinet 1. Is comprised of the faculty senate officers who are elected for terms as specified in the bylaws of the School of Science and Engineering Faculty Senate. 2. Acts as the executive committee in implementing faculty senate decisions. 3. Investigates any issue related to the school faculty and makes recommendations concerning the resolution of the issue. 4. Serves as liaison, representing the school faculty before the University Administration. 5. Appoints ad hoc committees. 6. Nominates the members of the Curriculum Committee for approval by the faculty senate. 7. Receives the reports of committees, establishes agendas, and conducts the Science and Engineering Faculty Senate meetings.

Curriculum Committee 1. Accepts for consideration curriculum change proposals (excluding general education) that affect the School of Science and Engineering and that have been endorsed by the department chair, school dean, and Executive Vice President for Academic Affairs and Provost. The Curriculum Proposal/Change Request form must be used. 2. Considers for approval curriculum change proposals (excluding general education) affecting the departments within the School of Science and Engineering. Curriculum proposals are required for the following: a. Additions and/or deletions of courses, programs, degrees, majors, minors, cognates, and concentrations. b. Substantial changes in majors, minors, cognates, and concentrations. Substantial changes include but are not limited to the number of hours required. c. Changes in course numbers, credit hours, and/or grade mode (e.g., pass/fail to grade). d. Substantial changes in course content for existing courses. A name change that is not accompanied by course content changes or a grade mode change needs only the school dean’s approval.

3. Presents recommendations for curriculum change proposals to the faculty senate. 124 4. Maintains constant evaluation of the curriculum in the School of Science and Engineering. 5. Forwards to the Executive Vice President for Academic Affairs and Provost all school- approved curriculum changes. 6. Approves all ad hoc courses by the same procedure as courses submitted for permanent approval except they need not be submitted to the entire senate. Ad hoc courses can be approved for only one academic year (fall, spring, and summer terms) at a time and can be approved for only two academic years (fall, spring, and summer terms) total. Ad hoc courses are not listed in the University catalog. 7. Communicates the following procedures for curriculum change with the faculty in the School of Science and Engineering: a. The person initiating the change completes the Curriculum Change Proposal form and includes necessary supplemental documents (e.g., degree plan sheet, syllabus, course description). b. The proposal receives the necessary signatures (e.g., chair, school dean, Dean of Instruction, Executive Vice President for Academic Affairs and Provost) in the approval process before being submitted to the appropriate curriculum committee. c. The Curriculum Committee meets to vote on the proposed curriculum change. d. If approved, the proposal goes before the faculty senate for a vote. e. If approved, the proposal receives a final signature from chair of the Curriculum Committee and the Executive Vice President for Academic Affairs and Provost. (Note: The curriculum change becomes effective with the next catalog.) f. The proposal is forwarded to the Registrar, who forwards a copy to each of the following people: the originator, Dean of Instruction, Curriculum Chair, Director of International Programs, and Technical Editor.

Professional Development Committee 1. Consists of members appointed by the school dean for a term of one year. 2. Evaluates Professional Development Plans submitted by the faculty and makes recommendations for appropriate funding. 3. Reviews progress reports and ensures completion of work proposed by faculty in approved plans. 4. Makes recommendations to the school dean concerning the Professional Development Plan process. 5. Provides periodic, on-campus faculty development workshops. 6. Works in conjunction with the UFA Faculty Excellence Committee, the Science and Engineering Faculty Senate, the school dean, and the Dean of Instruction to promote effective teaching and the professional growth of the faculty.

Promotion Committee 1. Consists of members appointed by the school dean for a term of one year. 2. Coordinates the process of promotion in rank, including working with the Dean of Instruction in evaluating classroom performance of applicants. 3. Evaluates and recommends for promotion with appropriate rationale to the school dean. 4. Promotes standards of excellence in faculty instruction.

Council of Tenured Faculty 1. Consists of all tenured faculty members whose full-time contractual assignment is in the School of Science and Engineering, not to exceed 50% of the school’s regular full-time faculty. 2. Is charged with helping to preserve the University’s founding vision. 3. Performs the functions outlined under the section titled “Tenure” in chapter 2. 4. Meets at least once a year. 5. Annually meets to approve tenure applications and elect Council of Tenured Faculty officers (chair, vice chair/chair-elect, and secretary).

08-07#1 125 Grievance Committee 1. Consists of the faculty cabinet and is chaired by the president of the faculty senate. 2. Performs the functions outlined in the sections titled “Faculty Grievance Procedures” and “Dismissal and Dismissal Grievance Procedures” in chapter 2.

SCHOOL POLICIES The School of Science and Engineering adheres to all University policies, as recorded in the section titled “Policies and Procedures” in chapter 2. The following policies are in addition to the University policies and apply only to the School of Science and Engineering.

Definition of Terminal Degree It is an earned doctorate from a regionally and/or professionally accredited institution in an area appropriate to the instructional assignment.

Full-Time Teaching Load The normal full-time teaching load is 24-25 load hours per academic year (fall and spring semesters). Extra compensation begins at 26 hours except when an accrediting agency imposes other requirements. Generally, advisement time, class preparation time, course coordination duties, and office hours do not earn load credit; such duties are responsibilities of all faculty members.

Office Hours Office hours for student consultation should be at least 7½ hours per week divided among at least three days. Times scheduled must be convenient for students. Faculty members need to be available in their offices for walk-in traffic or phone calls during scheduled office hours.

126 SCHOOL OF THEOLOGY AND MISSIONS

ADMINISTRATIVE STRUCTURE

Dean In leading the School of Theology, the dean performs the following functions: 1. Administers the School of Theology and Missions as approved by the Board of Regents and authorized by the President and Chief Executive Officer and the Executive Vice President for Academic Affairs and Provost. 2. Is responsible for achieving and maintaining accreditation of all programs and positive relationships with certifying and accrediting agencies and for operating within the framework of policies and standards established by the accreditors. 3. Seeks and maintains mutually beneficial relationships among students, faculty, staff, and administration as well as with parents, church bodies, academic associations, educational institutions, and the public. 4. Determines the faculty needs and recruits faculty members and recommends faculty for appointment and promotion. 5. Completes paper work for hiring and terminating department employees. 6. Is responsible for leadership in matters of conduct, spiritual growth, and professional growth of the faculty. 7. Directs strategic planning, including recommending new programs that should be adopted and current programs that should be eliminated. 8. Encourages interdisciplinary activities (cross-pollination). 9. Communicates the priorities of the School of Theology and Missions to the Executive Vice President for Academic Affairs and Provost. 10. Oversees academic assessment, including ePortfolio. 11. Assembles, approves, and justifies the budgets of the school and its departments. 12. Reviews and approves student petitions. 13. Meets with students to address personal academic issues. 14. Approves purchase requisitions, work orders, and other requisitions made by faculty and staff members. 15. Verifies that students have completed requirements for graduation. 16. Promotes research activities among faculty. 17. Oversees faculty discipline and grievance procedures. 18. Supervises and facilitates the School of Theology and Missions’ continuing education program. 19. Supervises the personnel, funds, facilities, and equipment in the School of Theology and Missions. 20. Is responsible for establishing the atmosphere and ethos in which quality theological education occurs. 21. Oversees the production and/or revision of the School of Theology and Missions’ publications, including the school’s sections of the University catalog and the Faculty and Administration Handbook. 22. Serves as an ex-officio member of all school committees.

Associate Dean 1. Is the chief academic administrator of the School of Theology and Missions. 2. Administers the academic program of the school at all graduate levels including class and examination scheduling, classroom assignments, academic advisement/orientation for both faculty and students, and the application and regulation of academic rules and policies. 3. Supervises (with close consultation with the school dean) the development, administration, and evaluation of the curriculum. 4. Coordinates the preparation of the schedule of class offerings. 5. Oversees academic assessment, including implementation of ePortfolio.

08-07#1 127 6. Serves as chair of the Curriculum Committee. 7. Prepares the catalog and related academic literature. 8. Approves syllabi for all scheduled courses and submits them to the Dean of Instruction prior to the beginning of each semester. 9. Oversees the production and/or revision of the School of Theology and Missions’ publications, including the school’s sections of the University catalog. 10. Reports to the dean of the School of Theology and Missions.

Assistant Dean of Doctoral Studies 1. Administers the Doctor of Ministry program. 2. Supervises the recruitment and admission of candidates for doctoral programs. 3. Coordinates with the school dean and associate dean the assignment of faculty members in the doctoral program. 4. Coordinates with the school dean and associate dean the scheduling of doctoral seminars and workshops. 5. Serves on the financial aid committee. 6. Reports to the school dean.

Undergraduate Department Chair In leading the undergraduate department, the chair perform the following functions: 1. Promotes communication among students, parents, faculty, and staff at the department level. 2. Assists the school dean in the selection, supervision, and classification of faculty members. 3. Administer the academic program. 4. Is responsible for maintaining a good working environment. 5. Recommends curricula modifications. 6. Proposes assignments to the dean after consultation with the persons involved. 7. Receives for approval purchase requisitions, work orders, and all other requisitions made by faculty and staff members. 8. Completes paper work for hiring and terminating department employees. 9. Is responsible for ePortfolio implementation. 10. Submits syllabi for all scheduled courses to the school dean prior to the beginning of each semester. 11. Reviews and submits textbook orders prior to the beginning of each semester. 12. Provides for appropriate advisement of students. 13. Maintains up-to-date inventories of supplies and equipment. 14. Presents periodic status reports for the dean. 15. Prepares the schedule of class offerings for the fall and spring semesters. 16. Oversees the production and/or revision of department publications, including the department’s sections of the University catalog and the Faculty and Administration Handbook.

Director of Student Affairs and Placement 1. Monitors student lifestyle and advises students concerning personal issues. 2. Assigns a faculty advisor to each new student. 3. Monitors chapel attendance. 4. Serves as faculty advisor to the school’s student advisory council and supervises activities presented by the council, such as banquets and retreats. 5. Plans the annual Career Day Seminar. 6. Provides career counseling for students, helping them discover ministry gifts, giving vocational direction, assisting in writing resumes, and teaching interview skills. 7. Hosts potential employers who visit the campus. 8. Provides assistance to alumni who are seeking positions. 9. Publishes current information concerning employment opportunities, especially those dealing with church, parachurch, missions, and counseling positions. 128 10. Reports to the school dean.

Director of Field Education 1. Supervises field education program for students in residential and modular programs. 2. Cultivates and develops appropriate sites for church and community field education. 3. Oversees, trains, and supports on-site and faculty supervisors. 4. Serves as an ePortfoliologist. 5. Reports to the school dean.

Director of Assessment 1. Supervises the assessment process for all degree programs. 2. Manages all aspects of the ePortfolio. 3. Reports to the school dean.

Director of the Modular Program 1. Provides administrative oversight to the modular program. 2. Coordinates with the dean and associate dean to assign faculty members to modular classes and to schedule courses. 3. Reports to the school dean.

COMMITTEES

School of Theology and Missions Faculty Senate 1. Consists of all full-time faculty members in the School of Theology and Missions. 2. Facilitates communication within the school and with other schools and departments in the ORU academic community. 3. Serves as the primary advisory body on academic matters in the School of Theology and Missions. 4. Considers for approval recommendations made by the Academic Policy Committee and Curriculum Committee.

Academic Policy Committee 1. Consists of the Associate Dean of Academic Affairs and others appointed by the dean. 2. Recommends to the faculty senate policies and procedures concerning academic matters, such as guidelines for directed studies.

Curriculum Committee 1. Accepts for consideration curriculum change proposals (excluding general education) that affect the School of Theology and Missions and that have been endorsed by the department chair, school dean, and Executive Vice President for Academic Affairs and Provost. The Curriculum Proposal/Change Request form must be used. 2. Considers for approval curriculum change proposals (excluding general education) affecting the School of Theology and Missions. Curriculum proposals are required for the following: a. New courses and programs. b. Additions to or deletions from existing programs (e.g., majors, minors). c. Deletions of courses and programs. d. Changes in course credit hours and/or grade mode (e.g., pass/fail to grade). e. Changes in course numbers for existing courses. f. Substantial changes in course content for existing courses. A name change that is not accompanied by course content changes or a grade mode change needs only the school dean’s approval. 3. Presents recommendations for curriculum change proposals to the faculty senate. 4. Maintains constant evaluation of the curriculum in the School of Theology and Missions.

08-07#1 129 5. Forwards to the Executive Vice President for Academic Affairs and Provost all school- approved curriculum changes. 6. Approves all ad hoc courses by the same procedure as courses submitted for permanent approval except they need not be submitted to the entire senate. Ad hoc courses can be approved for only one academic year (fall and spring semesters) at a time and can be approved for only two academic years (fall and spring semesters) total. Ad hoc courses are not listed in the University catalog. 7. Communicates the following procedures for curriculum change with the faculty in the School of Theology and Missions: a. The person initiating the change completes the Curriculum Change Proposal form and includes necessary supplemental documents (e.g., degree plan sheet, syllabus, course description). b. The proposal receives the necessary signatures (e.g., chair, school dean, Dean of Instruction, Executive Vice President for Academic Affairs and Provost) in the approval process before being submitted to the appropriate curriculum committee. c. The Curriculum Committee meets to vote on the proposed curriculum change. d. If approved, the proposal receives a final signature from chair of the Curriculum Committee and the Executive Vice President for Academic Affairs and Provost. (Note: The curriculum change becomes effective with the next catalog.) e. The proposal is forwarded to the Registrar, who forwards a copy to each of the following people: the originator, Dean of Instruction, Curriculum Chair, Director of International Programs, and Technical Editor.

Assessment Committee 1. Consists of the Director of Assessment and others appointed by the school dean. 2. Assists the Director of Assessment on matters relating to the assessment of students.

Administrative Committee 1. Consists of the school dean, associate dean, assistant dean, Director of Student Affairs and Placement, Director of Field Education, Director of Assessment, and others appointed by the dean. 2. Is chaired by the school dean. 3. Evaluates and makes recommendations regarding school operation.

Admissions Committee 1. Consists of the school dean, associate dean, assistant dean, the school’s Director of Admissions, and the Director of the Modular Program. 2. Develops and reviews admission policies and procedures for the school. 3. Is responsible for the acceptance or non-acceptance of candidates for admission in all graduate programs of the school. 4. Conducts interviews with prospective students when necessary. 5. Establishes deadlines for application and notification of students regarding acceptance.

Committee on the Library/Holy Spirit Research Center 1. Consists of the theology librarian, Director of the Holy Spirit Research Center, and others appointed by the school dean, including a student representative. 2. Advises the theology librarian and the Director of the Holy Spirit Research Center regarding the acquisition and arrangement of materials, the utilization of the facilities by theology students, and the general operation of the theological library facilities. 3. Analyzes areas of need, interprets policies to students and faculty, and serves as liaison between the library and the learning community—as pertaining to theology holdings and services.

130 Doctor of Ministry Committee 1. Consists of the assistant dean and others appointed by the dean. 2. Advises the assistant dean on matters relating to the doctor of ministry program.

Financial Aid Committee 1. Consists of the school dean, associate dean, assistant dean, the financial aid advisor, and others appointed by the school dean. 2. Recommends financial aid budget requests. 3. Apportions financial aid among students in the school.

Council of Tenured Faculty 1. Consists of all tenured faculty members whose full-time contractual assignment is in the School of Theology and Missions, not to exceed 50% of the school’s regular full-time faculty. 2. Is charged with helping to preserve the University’s Founding Vision. 3. Performs the functions outlined under the section titled “Tenure” in chapter 2.

Grievance Committee 1. Consists of members selected by the faculty. 2. Performs the functions outlined in the sections titled “Faculty Grievance Procedures” and “Dismissal and Dismissal Grievance Procedures” in chapter 2.

SCHOOL POLICIES The School of Theology and Missions adheres to all University policies, as recorded in the section titled “Policies and Procedures” in chapter 2. The following policies are in addition to the University policies and apply only to the School of Theology and Missions.

Definition of Terminal Degree A terminal degree is an earned doctorate from a regionally and/or professionally accredited institution in a theological discipline or in an area appropriate to the instructional assignment.

Full-Time Teaching Load The normal full-time teaching load is 18 credit hours per academic year (fall and spring semesters). Extra compensation begins at 20 hours. Generally, advisement time, class preparation time, course coordination duties, and office hours do not earn load credit; such duties are responsibilities of all faculty members.

Office Hours Office hours should be at least 7½ hours per week. Times scheduled must be convenient for students. These hours are to be posted on the professor’s door and adhered to strictly. Faculty members are expected to be available to students at other times by appointment. Beyond class time and office hours posted for advisement, full-time faculty members are expected to be on duty at the University, being involved in mentoring, committee work, chapel services, and other on-campus duties.

08-07#1 131 LEARNING RESOURCES Learning Resources provides a centralized instructional support area—comprised of the University Library, the Center for Instructional Services, Educational Television, the Multimedia Institute, and the University Archives.

ADMINISTRATIVE STRUCTURE

Dean In leading the University Learning Resources, the dean performs the following functions: 1. Administers the University Library and Learning Resources as approved by the Board of Regents and authorized by the President and Chief Executive Officer and the Executive Vice President for Academic Affairs and Provost. 2. Determines University faculty and resource needs in consultation with the Learning Resources administrators and the school deans. 3. Determines the faculty personnel needs, recruiting faculty members, and recommending faculty for appointment and promotion. 4. Assembles, approves, and justifies the budget. 5. Oversees the University Library, Center for Instructional Services (CIS), University Archives, Educational Television (ETV), and the Multimedia Institute (MMI). 6. Seeks and maintains mutually beneficial relationships on campus among students, faculty, staff, and administration. 7. Is responsible for leadership in matters of conduct, spiritual growth, and professional growth of the faculty. 8. Directs strategic planning, including recommending new programs that should be adopted and current programs that should be eliminated. 9. Encourages interdisciplinary activities (cross-pollination). 10. Communicates Learning Resources priorities to the Executive Vice President for Academic Affairs and Provost. 11. Approves purchase requisitions, work orders, and other requisitions made by faculty and staff members. 12. Promotes research activities among faculty. 13. Oversees faculty discipline and grievance procedures. 14. Supervises the personnel, funds, facilities, and equipment. 15. Is responsible for establishing the atmosphere and ethos in which quality education occurs. 16. Plans and coordinates commencement exercises. 17. Oversees the University’s affiliate programs.

Assistant Library Directors 1. Assist the dean in preparing the budget. 2. Determine staff needs for area of supervision. 3. Cooperate with and support all other learning resource directors, heads, and supervisors. 4. Submit regular status reports to the dean. 5. Protect confidentiality by appropriately handling sensitive materials. 6. Assist the dean in project growth needs. 7. Oversee and coordinate library functions and services in respective areas.

Director for the Center of Instructional Services 1. Works with the faculty and administration to produce educational television programs and special projects for the University. 2. Determines staff needs for areas of supervision. 3. Oversees curriculum and its effective implementation within the MultiMedia Institute. 4. Offers a variety of training, services, and products to students, faculty, and outside clients. 5. Provides project oversight and budgetary approval for MMI and ETV. 132 6. Cooperates with and supports all other learning resource directors and supervisors, in particular those in the distance education programs. 7. Conducts regular staff/faculty meetings. 8. Provides regular status reports to appropriate deans. 9. Assists the dean in project growth needs.

POLICIES Learning Resources adheres to all University policies, as recorded in the section titled “Policies and Procedures” in chapter 2. The following policy is in addition to the University policies and applies only to Learning Resources.

Definition of Terminal Degree In Learning Resources, the terminal professional degree is a master’s degree or its equivalent in the appropriate area (e.g., library, educational media). The terminal degree for the Multimedia Institute is a Ph.D. or Ed.D. in an area appropriate to the instructional assignment.

FACULTY Learning Resources faculty members have dual responsibilities of providing professional knowledge and possessing subject competency. Professional knowledge is competency in library operational procedures. Subject competency is knowledge in an academic discipline and is obtained through continuing education toward a second master’s degree, a doctoral degree, or their equivalents. Although not actively engaged in daily classroom instruction, Learning Resources faculty members actively support the teaching faculty and work directly with students doing research.

Ranks The potential ranks and the minimum requirements for newly appointed faculty members are the following:

Instructor 1. Appropriate master’s degree from an accredited institution. 2. Experience desired but not required. 3. Potential for a promising career in learning resources. 4. All other available data evaluated.

Assistant Professor 1. Appropriate master’s degree from an accredited institution. 2. Continuing education and/or graduate work toward a second master’s degree and/or doctorate (usually 18 or more semester hours). 3. A minimum of three years of active quality service in an academic learning-resource area. 4. Fulfillment of three criteria from designated list titled “Criteria for Appointment or Promotion” later in this chapter. 5. Satisfactory performance in present or most recent professional position. 6. All other available data evaluated.

Associate Professor 1. Appropriate master’s degree from an accredited institution. 2. A second master’s degree or its equivalent. 3. Appropriate length (four years) and quality of service as an assistant professor. 4. Fulfillment of six criteria from the designated list titled “Criteria for Appointment or Promotion” later in this chapter. 5. Satisfactory performance in present or most recent professional position. 6. All other available data evaluated.

08-07#1 133 Professor 1. Appropriate master’s degree from an accredited institution. 2. A doctorate in an approved area, or on rare occasions, exceptional academic credentials and experience in lieu of the doctoral degree. 3. Appropriate length (four years) and quality of service as an associate professor. 4. Major achievements worthy of national recognition in (1) job performance, (2) public and/or institutional service, or (3) professional activity or creative endeavor (e.g., publishing and/or production). 5. All other available data evaluated.

Promotion in Rank Learning Resources adheres to the University policy on promotion (as recorded in the section titled “Standard Promotion in Rank” in chapter 2) with two amendments. 1. In the section titled “Evaluation,” the third criterion (Instruction and Advisement) should be replaced by the criterion “effective fulfillment of duties listed in the job description.” 2. The second amendment is to use the following as minimal requirements for applying for promotion to the ranks above instructor:

Assistant Professor 1. Complete a doctoral degree from an accredited institution in an approved area, or without a doctorate, the faculty member may do the following: 2. Exhibit progress in continuing education or graduate work on a second master’s degree or doctorate (usually 18 hours or more semester hours). 3. Complete a recommended four years of active quality service at the rank of instructor on the learning resources faculty at ORU. 4. Fulfill three criteria from designated list titled “Criteria for Appointment or Promotion” later in this chapter. 5. Exhibit satisfactory performance in present professional position. 6. Submit to the dean an intention to apply for promotion during the spring of the third year as instructor.

Associate Professor 1. Complete a doctoral degree or second master’s degree (or its equivalent) in an approved area. 2. Fulfill six criteria from the designated list titled “Criteria for Appointment or Promotion” later in this chapter. 3. Exhibit satisfactory performance in present professional position. 4. Submit to the dean an intention to apply for promotion during the spring of the third year as assistant professor. (Assistant professors who have previously served seven years as full-time instructors at ORU may submit a letter of intent during the spring of the second year as assistant professor and submit the application for promotion during the third year.) 5. Adhere to the published guidelines and deadlines.

If awarded, the promotion becomes effective the fall semester of the academic year following the year of application.

Professor 1. Possess a doctoral degree in an approved area or, on rare occasions, exceptional academic credentials and experience in lieu of the doctoral degree. 2. Achieve national recognition in field through (1) job performance, (2) public and/or institutional service, and (3) professional activity or creative endeavor (e.g., publishing and/or production). 134 3. Prepare and submit application during the fall of the fourth year as associate professor. 4. Adhere to the published guidelines and deadlines.

If awarded, the promotion becomes effective the fall semester of the academic year following the year of application.

Advancement to a higher rank requires development and demonstrated ability. Holding a position of responsibility is not the key to advancement. Advancement is not automatic, but is based upon a regular and continuing review and appraisal of performance. The primary consideration for promotion to all levels is the list of evaluation criteria in the section titled “Evaluation” in chapter 2, with satisfactory job performance of duties replacing instruction and advisement. Effective job performance includes communication with students and faculty, a professional attitude, technical skills, accuracy, memory, thoroughness, punctuality, work organization, ability to give and follow instructions, quantity and quality of work, judgment, initiative, innovation, and readiness to assume responsibility.

Criteria for Appointment and Promotion The following are criteria for appointment and promotion to assistant professor and associate professor. They are weighed in favor of professional competency. Exceptions to these criteria must be recommended by the Dean of Learning Resources and learning resources faculty who hold a rank equal to or above the rank being considered. 1. Fulfillment of each additional graduate degree beyond the first master’s degree. (This criterion may be credited multiple times.) 2. Some combination of supervisor-approved study or research related to learning resources needs (e.g., course work for credit or audit, workshops, or travel). 3. Professional competence demonstrated by excellent performance in carrying out high-level responsibilities (e.g., administer a program). 4. Consistent production of high-quality work. 5. Research and publication of professional or scholarly works. 6. Service in elected or appointed positions in professional or scholarly societies or distinguished participation in committee work. 7. Creativity and imagination that is applied to the solution of learning resources problems. 8. Exceptional language ability. 9. Evidence of exceptional ability in relating learning resources to the total educational process within the University setting.

The following are possible criteria for appointment and promotion to assistant professor and associate professor: 1. Experience in fields other than learning resources (e.g., teaching, business) may be considered. 2. Service to the non-University community-at-large.

Tenure Learning Resources adheres to the University policy concerning tenure (as recorded in the section titled “Tenure” in chapter 2) with the following two amendments: 1. In the section titled “Eligibility,” the phrase “with a terminal degree appropriate to the teaching assignment” should be replaced by the phrase “a second master’s degree (or its equivalent) or a doctorate.” 2. In the section titled “Evaluation,” the third criterion (Instruction and Advisement) should be replaced by the criterion “effective fulfillment of duties listed in the job description.”

08-07#1 135 INSTRUCTION

ADMINISTRATIVE STRUCTURE

Dean In leading the Department of Instruction, the dean performs the following functions: 1. Administers the Department of Instruction as approved by the Board of Regents and authorized by the President and Chief Executive Officer and the Executive Vice President for Academic Affairs and Provost. 2. Ensures agreement among syllabi, catalog, registrar records, and degree plan sheets. 3. Is responsible for training in syllabi and catalog revisions. 4. Oversees revision of the faculty handbook, the University catalog, and all syllabi. 5. Observes faculty members applying for promotion or tenure and makes recommendations to the school deans. 6. Oversees the updating of the Faculty Resource Pages. 7. Coordinates technology training of ORU faculty members through the Tulsa County Professional Development Consortium (The Eighth Floor). 8. Oversees the Writing Across the Curriculum Committee. 9. Oversees the University’s Honors Program. 10. Advises the online journal Scholarship of Teaching and Learning for Christians in Higher Education. 11. Works with the Audio/Visual Department in meeting faculty members’ audio/visual needs. 12. Plans and implements an orientation program for new faculty members, including the faculty mentoring program. 13. Assists the Faculty Enrichment Committee in administering the Alumni program for Faculty Recognition (Professionalism in the Classroom). 14. Coordinates preparation of faculty load and faculty sharing reports. 15. Prepares an annual faculty salary study. 16. Prepares annual faculty contracts. 17. Represents the University at the Council of Christian Colleges and Universities’ faculty development activities. 18. Assembles, approves, and justifies the budgets of the Department of Instruction. 19. Participates in University strategic planning. 20. Coordinates University participation in the Oklahoma Board of Regents’ Course Equivalency Project.

Director of the Honors Program 1. Administers the Honors Program, a program for ORU Honors Fellows and Associate Fellows. 2. Chairs the Honors Program Committee. 3. Revises Honors Program application forms. 4. Works with the Admissions Office to contact and recruit prospective Honors Program students. 5. Participates in the selection of Honors Program students. 6. Oversees the Honors Program curriculum. 7. Plans and directs the extracurricular Honors Program activities. 8. Notifies students who fall below Honors Program requirements. 9. Follows up on students who drop the program. 10. Encourages and facilitates alumni contact with Honors Program students. 11. Notifies students at ORU who are eligible to enter the Honors Program after their freshman year. 12. Maintains communication with program participants. 13. Oversees maintenance of Honors Program Web page. 14. Prepares and administers the annual budget for the Honors Program. 15. Prepares the annual report for the Honors Program. 136 16. Submits and updates the Honors Program description and honors seminars course descriptions for the ORU catalog and syllabi. 17. Schedules Honors Program seminars. 18. Represents the Honors Program at College WeekEnds. 19. Oversees the selection of student representatives of the Honors Program Student Council. 20. Oversees activities of the honors Program Student Council. 21. Attends the Council of Department Chairs meetings. 22. In this capacity, the director reports to the Dean of Instruction.

Associate Director of the Honors Program 1. Maintains the Honors Program Office where all Honors Program records are housed. 2. Participates in the selection of Honors Program students. 3. Monitors the progress honors students within the program. 4. Organizes and oversees faculty mentoring of Honors Program students. 5. Maintains communication with program participants. 6. Represents the Honors Program at College WeekEnds. 7. Oversees the production and distribution of the Honors Program newsletter and other publications. 8. Participates in the selection of Honors Program students. 9. Helps direct the extracurricular Honors Program activities. 10. Helps prepare and administer the annual budget for the Honors Program. 11. Helps prepare the annual report for the Honors Program. 12. Helps oversee activities of the Honors Program Student Council. 13. Attends the Council of Department Chairs meetings when the director is unable to attend. 14. Supervises the Honors Program Fellows faculty. 15. In this capacity, the associate director reports to the Dean of Instruction.

Director of the Writing Across the Curriculum Program 1. Serves as chair of the Writing Across the Curriculum (WAC) Committee. 2. Appoints faculty members, subject to the Dean of Instruction’s approval, to the WAC Committee. 3. Oversees the publication of the WAC Newsletter once each semester. 4. Represents WAC on selected faculty-led committees relevant to writing in the disciplines. 5. Works with the Tutoring Center to continue to enhance its tutoring services in writing. 6. Plans and implements at least one WAC faculty development workshop annually. 7. Works with individual departments at the University to help them meet their writing needs and integrate writing into their courses. 8. Oversees the use of MyCompLab.com and MyDropBox.com at ORU. 9. Manages the WAC restricted account. 10. Maintains the WAC Web site. 11. Writes the annual WAC report. 12. Attends at least one WAC conference annually. 13. Oversees the selection and training of faculty members teaching writing intensive (WI) courses. 14. Oversees and participates in WI faculty learning communities. 15. Helps faculty members teaching WI courses to identify and participate in related scholarly endeavors such as publications, conferences, professional presentation, ORU faculty development workshops. 16. Oversees all aspects of WI courses’ roles in the ongoing development of ORU’s academic mission. 17. Works with Alumni Affairs to develop and maintain WAC funding initiatives. 18. In this capacity, the director reports to the Dean of Instruction.

Faculty Records Administrator 1. Maintains the faculty information data base.

08-07#1 137 2. Each spring provides the Executive Vice President for Academic Affairs and Provost and school deans with the names of faculty members eligible for tenure. 3. Maintains the University's faculty load software program. 4. Each semester provide summary reports for the University and each school. 5. Reports to the Dean of Instruction.

Coordinator of Technology Classrooms 1. Aids faculty members in the use and maintenance of the equipment in various technology classrooms. 2. Assists faculty members with special technology needs arising in their teaching. 3. Coordinates and oversees the “faculty hosts” for the technology classrooms. 4. Serves as liaison between the Information Technology Department and faculty members concerning technology issues in the classrooms. 5. In this capacity, the coordinator reports to the Dean of Instruction.

University Technical Editor 1. Revises, edits, and proofreads University documents, including the catalog, handbooks, self- studies, capital campaign proposals, and other various academic publications. 2. Assists the dean in ensuring agreement among syllabi, catalog, registrar records, and degree plan sheets. 3. Assists the dean in training for syllabi and catalog revisions. 4. Proofreads documents submitted to the Dean of Instruction. 5. Advises University departments and offices concerning their publications and revises, edits, and proofreads when needed. 6. Revises and publishes the revised syllabi guidelines when needed. 7. Prepares and updates the University style sheet guidelines. 8. Prepares audio/visual aids for University presentations, including faculty awards presentations. 9. Creates and updates the Faculty Resource Pages. 10. Works with Information Technology to post the University catalog and Faculty and Administration Handbook on the Internet. 11. Performs other duties usually associated with the position of technical editor. 12. In this capacity, the editor reports to the Dean of Instruction.

Editor, Journal of the Scholarship of Teaching and Learning for Christians in Higher Education 1. Appoints and supervises the editorial board for the journal. 2. Oversees the maintenance of the journal website. 3. Coordinates the submission, reviewing, and publication process for the journal. 4. Serves as liaison with University Risk Management to ensure the protection of journal copyrights. 5. Assesses journal policies and procedures to ensure the project’s success. 6. Manages the journal’s restricted account. 7. Actively seeks to promote the journal among CCCU schools. 8. In this capacity, the editor reports to the Dean of Instruction.

COMMITTEES

Honors Program Committee 1. Consists of the Director of the Honors Program, Associate Director of the Honors Program, Associate Dean of the School of Arts, Dean of Instruction, Director of Institutional Research, Director of Communications, and faculty members in the Honors Program. 2. Advises the Honors Program and oversees the director and associate director. 3. Approves changes in all Honors Program forms, publications, and Web pages. 4. Participates in extracurricular activities of the Honors Program. 138 5. Assists the director and associate director in overseeing the faculty mentors of Honors Program students. 6. Helps process applications and recommends students for the Honors Program. 7. Recruits faculty members to teach Honors Program courses. 8. Considers and proposes changes in the Honors Program. 9. Is chaired by the Director of the Honors Program.

Writing Across the Curriculum Committee 1. Consists of the Director of the Writing Across the Curriculum Program, the Dean of Instruction, the Associate Dean of Arts and Sciences, the Director of Institutional Research, three representatives from the School of Arts and Sciences (one from the sciences, one from the arts, and one from the social sciences); and one representative each from the Schools of Business, Education, and Nursing. Additional board members may be appointed by the Director of the Writing Across the Curriculum with the Dean of Instruction’s approval. 2. Is responsible for identifying needs and concerns and suggesting solutions regarding student writing. 3. Is chaired by the Director of the Writing Across the Curriculum Program. 4. Is responsible for assisting the director in the selection and training of faculty members teaching writing intensive courses. 5. Is responsible for selecting an annual recipient of the Writing Across the Curriculum Excellence award. 6. Is responsible for assisting the director in overseeing the development and expansion of writing intensive faculty learning communities.

08-07#1 139 Chapter 4—ADMINISTRATION

PERSONNEL

BOARD OF REGENTS Oral Roberts University was chartered with a Certificate of Incorporation issued by the Secretary of State of Oklahoma, November 9, 1963, and consists of not fewer than 15 or more than 41 persons. The Board of Regents performs the following duties: 1. Upholds the University’s Founding Vision. 2. Annually elects the President and Chief Executive Officer of the University. 3. Approves the President’s slate of officers. 4. Confers academic degrees, honorary degrees, and distinguished service awards. 5. Makes policy statements regarding national, state, local, community, and University affairs. 6. Adopts University policies (e.g., AIDS, copyright, patent). 7. Approves faculty appointments. 8. Approves promotion in rank. 9. Confers, terminates, and reinstates tenure status. 10. Grants faculty sabbatical leaves. 11. Serves as final board of appeals for faculty grievances. 12. Confers authority to the University Faculty Assembly (UFA). 13. Approves the UFA constitution and by-laws.

PRESIDENT AND CHIEF EXECUTIVE OFFICER The President and Chief Executive Officer is the chief administrative officer and is responsible to the governing board for the effective operation of all phases of the University. Under the directives of the Board, the President and Chief Executive Officer is charged with administering the policies of the University and with ensuring that institutional objectives are realized. The duties include, but are not limited to, the following: 1. Serves as the leader in pursuing the mission of the University and shaping its role in higher education while effectively maintaining the founding core values of the University. 2. Provides leadership and direction in both academic and extracurricular programs to enhance student accomplishments, student life, and student activities. 3. Safeguards the spiritual and moral atmosphere of the University and its ideals of scholarship by reserving the right to dismiss a faculty member or to require the withdrawal of a student at any time. 4. Makes policy statements regarding national, state, local, community, and University affairs. 5. Approves faculty reappointments. 6. Recommends actions to the Board of Regents regarding faculty appointments. 7. Recommends actions to the Board of Regents regarding promotion in rank. 8. Recommends actions to the Board of Regents regarding conferment, termination, or reinstatement of tenure status. 9. Recommends actions to the Board of Regents regarding faculty sabbatical leaves. 10. Provides hearings regarding faculty members’ and administrators’ grievances and recommends actions to the Board of Regents. 11. Provides leadership in developing the primary goals and objectives of all parts of the University.

EXECUTIVE VICE PRESIDENT FOR ACADEMIC AFFAIRS AND PROVOST The Executive Vice President for Academic Affairs and Provost is the chief academic officer, serves on the President’s Council and the Vice Presidents Council, reports to the President, and is responsible for the following areas: 1. Academic affairs. 2. Curriculum. 3. Instructional budgets. 4. Faculty appointments. 5. Strategic planning. 140 6. Accreditation. 7. Distance education. 8. Student development. 9. Enrollment management. 10. Student services. 11. Grievances and policy exceptions. 12. Career Services.

School Deans The following deans report to the Executive Vice President for Academic Affairs and Provost. Their job descriptions appear in chapter 3, titled “Schools, Learning Resources, and Instruction.” 1. Dean of the School of Arts and Cultural Studies. 2. Dean of the School of Business. 3. Dean of the School of Education 4. Dean of the Anna Vaughn School of Nursing. 5. Dean of the School of Science and Engineering. 6. Dean of the School of Theology and Missions.

Director of Career Services 1. Provides all new undergraduate students with an assessment of their individual strengths as a part of the ePortfolio process. 2. Provides students and alumni with significant opportunities to network with potential employers. 3. Is responsible for providing students and alumni with essential skills required to translate educational experience into career objectives. 4. Is responsible for providing students and alumni with the resources to develop professionally. 5. Reports to the Executive Vice President for Academic Affairs and Provost.

VICE PROVOST FOR ACADEMIC ADVANCEMENT The Vice Provost for Academic Advancement serves on the President’s Council and the Vice Presidents Council, reports to the Executive Vice President for Academic Affairs and Provost, and oversees the following areas: 1. Student Development. 2. Student Resources. 3. Outreach. 4. School of LifeLong Education 5. Distance Education.

Dean of Student Development/Campus Ministry 1. At the direction of the President, ministers to the University community at chapel, Sunday evening worship services, and other special events. 2. Provides leadership for the Student Development staff in the areas of worldview, spiritual formation, spiritual nurture, spiritual warfare, discipleship, and evangelism. The Student Development staff encompasses the offices of the Dean of Men, Dean of Women, Counseling, Housing, Intramurals, Activities, Outreach Ministries, and Student Chaplains. 3. Coordinates with the Dean of Student Development/Student Life to oversee the student body's conduct and growth, assisting students to take responsibility for their actions, as well as their moral and spiritual development. 4. Reports to the Vice Provost for Academic Advancement.

Dean of Student Development/Student Life 1. Directs the day-to-day operations of the Student Development Department. 2. Provides leadership for the Student Development staff in the planning and execution of the programs of Student Development. The Student Development staff encompasses the offices of

08-07#1 141 the Dean of Men, Dean of Women, Counseling, Housing, Intramurals, Activities, Outreach Ministries, and Student Chaplains. 3. Coordinates with the Dean of Campus Ministry to oversee the student body’s conduct and growth, assisting students to take responsibility for their actions, as well as their moral and spiritual development. 4. Reports to the Vice Provost for Academic Advancement.

Director of Outreach Ministries 1. Is responsible for the daily administration and operation of the Outreach Department. 2. As requested by the President, assists in the execution of chapel services, worship services, and other special events. 3. Oversees the Missions Program Coordinator, Community Outreach Coordinator, Chaplains Program Coordinator, and the department secretary. 4. Reports to the Student Development Deans.

Associate Dean of Online Academic Services 1. Coordinates online curriculum development and maintenance. 2. Oversees hiring and performance of online faculty. 3. Evaluates the effectiveness of online programs. 4. Creates training materials and learning workshops for online faculty. 5. Assists faculty in instructional design and course management strategies. 6. Provides consultation to faculty and administrators for configuring personal computers to support distance learning and instruction. 7. In cooperation with the IT Department, administers the Desire2Learn learning management system for the University. 8. Serves as the liaison between the distance program faculty and students and the Information Technology Department. 9. Makes recommendations as appropriate for new technologies to support distance learning. 10. Enhances on-campus courses with online technologies and instructional enhancements. 11. Coordinates the online marketing budget with the School of Lifelong Education. 12. Coordinates with the School of Lifelong Education in student applications, registration, financial aid services, and other student services as appropriate and necessary. 13. Reports to the Vice Provost for Academic Advancement.

VICE PROVOST FOR STUDENT SERVICES The Vice Provost for Student Services serves on the President’s Council and the Vice Presidents Council, reports to the Executive Vice President for Academic Affairs and Provost, and oversees the following areas: 1. Undergraduate Admissions. 2. Financial Aid. 3. Registrar. 4. Customer service. 5. Adult Learning Services. 6. Student Publications. 7. Intramurals 8. Special Events, certain campus conferences and events. 9. Worship Arts.

Director of Undergraduate Admissions 1. Is responsible for recruiting potential undergraduate students. 2. Is responsible for recruiting potential fellows and associate fellows for the Honors Program. 3. Provides telecounseling. 4. Administers College Weekends and arranges other campus visitations, such as Eagle Days visits. 142 5. Processes admissions. 6. Reports to the Vice Provost for Student Services.

Director of Financial Aid 1. Administers both intramural and extramural financial aid monies for students from all schools of the University. 2. Prepares necessary reports on the expenditure of these funds. 3. Is responsible for operating various programs according to established guidelines. 4. Informs students regarding the financial aid process. 5. Assists students in completing the financial aid application process in a timely manner. 6. Provides customer service to students and their families. 7. Reports to the Vice Provost for Student Services.

Registrar 1. Is responsible for maintaining complete academic records for all schools of the University. 2. Is responsible for keeping up-to-date academic records for all students. 3. Oversees registration procedures. 4. Oversees the reporting of grades to students and parents. 5. Prepares the University’s academic calendar and schedules final examinations. 6. Prepares the list of students on academic probation and/or subject to suspension. 7. Prepares all necessary transcripts. 8. Certifies students for academic eligibility to participate in various University activities. 9. Certifies eligibility of students for graduation, awards, and honors. 10. Reports to the Vice Provost for Student Services.

Director of Special Events 1. Is responsible for the logistical aspects of selected special events and for the planning and execution of those events. The events include the following: a. International Charismatic Bible Ministries Conference b. Oral Roberts University Educational Fellowship National Finals Competition c. Employee Appreciation Day d. ORU Family Christmas Benefit Concert 2. Ensures the following tasks are complete with regard to the selected special events: a. Coordinates catering. b. Serves as contact person. c. Works with databases to coordinate documentation and reporting. d. Handles and sets up equipment and materials. e. Reserves facilities. f. Provides on site coordination. g. Hires event personnel. h. Coordinates updating, printing and distribution of publications and publicity materials. 3. Reports to the Vice Provost for Student Services.

Director of Worship Arts 1. Oversees and integrates the worship arts major and minor students in the classroom setting. 2. Provides worship leadership opportunities through the ORU Worship Department, Music Department ensembles, album projects, and other outreach music tour experiences. 3. Facilitates connections between students, alumni, and church ministries looking for talented, anointed worship leaders around the country. 4. Supervises staff responsible for auditioning, training, organizing and facilitating bi-weekly chapel services, utilizing a 120-voice choir, creative arts front line leadership team, and several rotating bands.

08-07#1 143 5. Supervises staff who train and send out worship tour teams that minister though music across the United States and overseas. 6. Supervises staff responsible for recruiting and organizing student worship leaders and musicians to help lead Sunday night campus services. 7. Reports to the Vice Provost for Student Services.

VICE PRESIDENT FOR ACADEMIC ADMINISTRATION The Vice President for Academic Administration serves on the President’s Council and the Vice Presidents Council, reports to the Executive Vice President for Academic Affairs and Provost, and oversees the following areas: 1. Long Range Planning. 2. Instruction. 3. Institutional Research. 4. Library and Learning Resources. 5. Accreditation. 6. Grants for academic schools and departments.

Academic Deans The following deans report to the Vice President for Academic Administration. Their job descriptions appear in chapter 3, titled “Schools, Learning Resources, and Instruction.” 1. Dean of Learning Resources. 2. Dean of Instruction. 3. Associate Dean for Academic Administration.

Director of Institutional Research The director assists decision makers by providing accurate and reliable analyses in response to internal and external requests. Tasks include the following: 1. Constructs and maintains institutional databases necessary to respond to surveys, studies, and compliance forms from governmental and accrediting agencies. 2. Plans and produces accurate reports and publications of interest and importance to the institution, including the University fact book. 3. Coordinates state, federal (IPEDS), and other external reporting. 4. Participates in the institution's strategic planning process. 5. Designs, conducts, and analyzes assessment survey results. 6. Assists in the assessment of outcomes and institutional effectiveness and directs the ePortfolio program. 7. Provides information, counsel, and technical assistance to internal constituent groups to assist with planning and research projects. 8. Participates in budget preparation and analysis. 9. Chairs the Institutional Improvement and Student Learning Committee. 10. Works with the department chairs and deans to ensure that the integrity of the faculty hiring process is maintained. 11. Serves on committees as assigned and performs other duties and special assignments as directed. 12. Reports to the Vice President for Academic Administration.

EXECUTIVE VICE PRESIDENT FOR FINANCE AND OPERATIONS AND CHIEF FINANCIAL OFFICER The Executive Vice President for Finance and Operations is the chief financial officer, serves on the President’s Council and the Vice Presidents Council, reports to the President, and is responsible for the following: 1. Treasury. 2. Controller. 3. Internal audit. 4. Student accounts. 144 5. Student loan servicing center. 6. Auxiliary services. 7. Buildings and grounds. 8. Safety and security. 9. Human resources. 10. The Mabee Center. 11. Special projects. 12. Camps and conferences.

Treasury 1. Deposits various funds for the Ministry. 2. Monitors bank accounts. 3. Releases checks and wire payments. 4. Oversees stock and real estate values and transactions. 5. Establishes payment schedules with vendors. 6. Reports to the Executive Vice President for Finance and Operations.

Controller 1. Coordinates all financial programs of the University with the Executive Vice President for Finance and Operations. 2. Is responsible for general accounting, restricted accounting, deferred gifts accounting, and tax and financial accounting. 3. Oversees payroll. 4. Oversees purchasing, including shipping and receiving. 5. Oversees the budget and accounts payable. 6. Reports to the Executive Vice President for Finance and Operations.

Internal Auditor 1. Monitors policies and procedures to safeguard the assets of the Ministry. 2. Assists the Executive Vice President for Finance and Operations in various projects. 3. Reports to the Executive Vice President for Finance and Operations.

Director of Student Accounts 1. Is responsible for the overall activity of students’ accounts receivables. 2. Ensures the correct assessment of student fees. 3. Is responsible for collections and the receipting of University funds. 4. Reports to the Executive Vice President for Finance and Operations.

Manager of Student Loan Servicing Center 1. Is responsible for the signing and explanation of Perkins and ERSAF/SELF loans with currently enrolled students. 2. Maintains and collects loans after students leave the University. 3. Is responsible for collecting overdue balances on students’ accounts. 4. Reports to the Executive Vice President for Finance and Operations.

Director of Buildings and Grounds 1. Is responsible for asset inventory, storage, and control. 2. Oversees maintenance, which includes painters, carpenters, grounds personnel, and upholsterers. 3. Oversees plant operations, which includes plumbing, mechanical, electrical, and engineering personnel. 4. Supervises University housekeeping. 5. Oversees the handling of repair and work order requests. 6. Reports to the Executive Vice President for Finance and Operations.

08-07#1 145 Director of Public Safety and Security 1. Is responsible for ensuring the University’s security and safety. 2. Is responsible for establishing and enforcing safety and security guidelines. 3. Oversees the assets and operations of the Transportation Department and motor pool. 4. Reports to the Executive Vice President for Finance and Operations.

Director of Facility Services 1. Schedules all campus activities and projects on the University calendar. 2. Coordinates facility needs for both academic and non-academic areas on campus. 3. Negotiates contracts for weddings, summer camps, and conferences. 4. Oversees the summer camps/conferences program. 5. Processes requests for non-traditional housing. 6. Works closely with the Buildings and Grounds Department. 7. Reports to the Executive Vice President for Finance and Operations.

Director of Human Resources 1. Ensures that all company policies, procedures, and activities comply with applicable laws and regulations. 2. Oversees the recruitment and hiring of all staff. 3. Reports to the Executive Vice President for Finance and Operations.

Construction/Projects Coordinator 1. Serves as liaison between departments, contractors, and the University’s architect. 2. Maintains and updates CAD blueprints of facilities. 3. Maintains a library of all University blueprints. 4. Draws plans for internal changes as needed. 5. Keeps a running log of all facility changes. 6. Reports to the Executive Vice President for Finance and Operations.

Building Manager for the Mabee Center 1. Oversees the daily operations of the Mabee Center and ticket office. 2. Markets the Mabee Center to local, national, and international promoters and organizations. 3. Reports to the Executive Vice President for Finance and Operations.

VICE PRESIDENT FOR INFORMATION TECHNOLOGY AND COMMUNICATION SYSTEMS The Vice President for Information Technology and Communication Systems serves on the President’s Council and the Vice Presidents Council, reports to the Executive Vice President for Finance and Operations, and is responsible for the following areas: 1. Information Technology and Telecommunications. 2. Electronic Maintenance. 3. GEB, TRACO, and KGEB. 4. TV production/TV syndication. 5. Legal. 6. Corporate Risk Management. 7. CityPlex/Tower Realty Groups, Inc. 8. Activities and functions in relation to the Board of Regents. 9. Partner Communications, domestic evangelistic crusades, various international crusades, aviation, and additional functions related to OREA. 10. Information Systems 11. Telecommunications

146 Chief Information Officer 1. Provides strategic leadership of technology throughout campus to meet University goals. 2. Ensures academic technology needs and environments are provided by maintaining contact and communication with all academic deans. 3. Oversees system analysis, programming, computer operations, networks, and University computers. 4. Maintains continuous control of all reporting areas through management reports and direct supervision. 5. Confers with and advises subordinates regarding administrative policies and procedures, technical direction, and priorities. 6. Is responsible for all personnel, administrative, and information technology-related problems. 7. Is responsible for overall effectiveness and completion of goals for Information Technology activities. 8. Is responsible for budget development and administration and for development and implementation of Information Technology policies, objectives, and long-range strategies. 9. Reports on long-range plans, projects, and performance. 10. Reports to the Vice President for Information Technology and Communication Systems.

Chief Electronic Engineer/Electronic Maintenance 1. Is responsible for the proper planning and designing of all electronic and electro-mechanical equipment and systems for the University. 2. Oversees the installation and maintenance of all electronic and electro-mechanical equipment and systems for the University. 3. Reports to the Vice President for Information Technology and Communication Systems.

General Manager of Golden Eagle Broadcasting (GEB) and KGEB Television 1. Oversees and directs the marketing of television programs produced by the Ministry and University. 2. Oversees and directs the distribution of television programs produced by the Ministry and University. 3. Reports to the Vice President for Information Technology and Communication Systems.

Director of Engineering/Television 1. Supervises the engineering staff for TV production, Golden Eagle Broadcasting (GEB), and KGEB. 2. Prepares budgets. 3. Purchases equipment. 4. Oversees assigned staff. 5. Oversees the design, installation, and maintenance of broadcast equipment and facilities. 6. Ensures compliance with all FCC regulations related to broadcast television stations, earth stations, and all other areas of broadcast operations. 7. Reports to the Vice President for Information Technology and Communication Systems.

Manager of Television Production 1. Manages operations and personnel associated within the Television Production Department. 2. Directs various programs and events for airing. 3. Maintains quality control for all programming that originates from Oral Roberts Ministries. 4. Reports to the Vice President for Information Technology and Communication Systems.

Corporate Risk Manager 1. Is responsible for the functions of the Risk Management Department. 2. Coordinates insurance on Ministry property, including filing of claims.

08-07#1 147 3. Coordinates liability and filing of claims for workers’ compensation, athletic injuries, and summer camp programs, as well as domestic and foreign travel. 4. Is responsible for the Benefits Office, which handles employee health, dental, life, short-term disability, and long-term disability insurance enrollment and claims processing. 5. Oversees the retirement program for the Ministry. 6. Reports to the Vice President for Information Technology and Communication Systems.

General Manager for Tower Realty Group, Inc. 1. Oversees Tower Realty Group, Inc., the leasing management for CityPlex Towers. 2. Oversees personnel and day-to-day operations of CityPlex Towers. 3. Reports to the Vice President for Information Technology and Communication Systems.

VICE PRESIDENT FOR UNIVERSITY RELATIONS AND DEVELOPMENT The Vice President for University Relations and Development serves on the President’s Council and the Vice Presidents Council, reports to the Executive Vice President for Finance and Operations, and is responsible for the following areas: 1. Communications. 2. Ministerial Relations. 3. Public Relations. 4. Sponsored Programs. 5. Alumni Relations. 6. Development. 7. Development Services. 8. OREA International Offices.

Director of Communications 1. Manages and directs the development and production of periodic and time-sensitive publications, Web page content, and other forms of communication that lead to the vital growth of revenue and enhance the reputation, outreach, and recognition of the University. 2. Works with the Vice President for University Relations and Development to produce and implement communications strategies for University Relations. 3. Works with the Associate Vice President for Alumni and Development to produce and implement communications strategies for alumni relations and development 4. Reports to the Vice President for University Relations and Development.

Director of Ministerial Relations 1. Serves as a liaison between churches, ministries, and Christian leaders and University departments and service providers. 2. Promotes prayer support, financial support, and student recruitment with churches, ministries, and Christian leaders and University departments and service providers. 3. Identifies and markets existing programs and services available to churches, ministries, and Christian leaders. 4. Identifies the needs of pastors, churches, and ministries and, when possible, responds to them through the development of new programs and services at the University. 5. Provides ongoing communication regarding the University’s campus activities, updates, and events that are applicable to churches, pastors, and Christian leaders. 6. Reports to the Vice President for University Relations and Development.

Director of Public Relations 1. Is responsible for—on local, national, and international levels—increasing awareness of the University’s history, record of accomplishments, and vision for the future. 2. Works to enhance the University’s image in the media, in the community, and among various University constituents. 148 3. Facilitates a positive presence on the Internet through design, content, and functionality via www.oru.edu. 4. Oversees the operations at the Prayer Tower Visitors’ Center. 5. Facilitates a positive brand presence both internally and externally through graphic design. 6. Handles request for internal signage throughout the University. 7. Reports to the Vice President for University Relations and Development.

Director of Sponsored Programs 1. Gathers and disseminates information on grant/contract opportunities and activities. 2. Provides advisement and training regarding grant proposals. 3. Assists with project planning and proposal preparation. 4. Serves as a University liaison for grant or contract activities. 5. Administers activities related to ORU’s Faculty Research Seed Fund. 6. Reports to the Vice President for University Relations and Development.

Associate Vice President for Alumni Relations and Development 1. Is responsible for the management of operations for Alumni Relations. 2. Is responsible for the management of operations for Development. 3. Is responsible for the management of operations for Development Services. 4. Reports to the Vice President for University Relations and Development.

Director of Alumni Relations 1. Is responsible for communicating with alumni. 2. Plans and implements programs and events involving alumni. 3. Directs fundraising efforts among alumni. 4. Serves as a liaison between alumni and the University. 5. Assists with the operations of the ORU Alumni Foundation. 6. Coordinates activities of the boards of directors Alumni Association and Alumni Foundation. 7. Reports to the Associate Vice President for Alumni Relations and Development.

Director of Development 1. Is responsible for creating and cultivating relationships with constituents including friends, partners, corporations, and foundations. 2. Coordinates a comprehensive development program to raise financial support through annual gifts for general operations, capital campaigns, special projects/programs, major donor/prospect initiatives, corporate and foundation support/sponsorships, and deferred gifts resulting from estate planning. 3. Reports to the Associate Vice President for Alumni Relations and Development.

Director of Development Services 1. Manages accounting, information systems, and donor research for the ORU Alumni Foundation. 2. Ensures the accuracy, efficiency, and timely interface of donor information with other development requirements for the Development Office. 3. Provides donor information to all related parties, including on-site staff, regional directors, and appropriate executive management. 4. Reports to the Associate Vice President for Alumni Relations and Development.

VICE PRESIDENT FOR AUXILIARY SERVICES AND CONTRACT ADMINISTRATION The Vice President for Auxiliary Services and Contract Administration serves on the President’s Council and the Vice Presidents Council, reports to the Executive Vice President for Finance and Operations, and is responsible for the following areas: 1. Campus dining services. (ORU and CityPlex).

08-07#1 149 2. Vending services. (ORU and CityPlex). 3. Contracts and agreements. 4. Auxiliary services (Follett Campus Bookstore, Campus Printing Services, Copy Center, Word Processing, Campus Post Office, Campus Phone Center, Student Health Services, Eagle Card Center).

Director of Auxiliary Services 1. Manages and directs the businesses of Auxiliary Services. 2. Oversees day-to-day operations including staff development, training, retention, succession planning, market plan development and implementation, revenue growth, customer satisfaction, and budget development and attainment. 3. Reports to the Vice President for Auxiliary Services and Contract Administration.

Marketing and Special Projects Manager 1. Assists the Vice President for Auxiliary Services and Contract Administration. 2. Oversees market plan development for all auxiliary businesses, day-to-day vending operations, auxiliary businesses revenue tracking, and day-to-day operations of Campus Health Services. 3. Reports to the Vice President for Auxiliary Services and Contract Administration.

ATHLETIC DIRECTOR The Athletic Director serves on the President’s Council and the Vice Presidents Council, reports to the Executive Vice President for Finance and Operations, oversees the coaching staff, and is responsible for the operation of the Intercollegiate Athletic Program including the following areas: 1. Business administration and travel. 2. Marketing, fundraising, and radio and television broadcasts. 3. NCAA and conference rules compliance. 4. Media relations and sports information. 5. Sports medicine. 6. Strength and conditioning. 7. Academics and life skills. 8. Coaching of the 16 NCAA Division I sports. 9. Golden Eagle Club.

Associate Athletic Director/Business Administration and Senior Women’s Administrator 1. Is responsible for management of the financial, operational, and personnel affairs of the Athletic Department. 2. Ensures representation of women’s interests at campus, conference, and national levels. 3. Reports to the Athletic Director.

Associate Athletic Director/Marketing 1. Serves as the director of marketing. 2. Oversees the sports licensing program. 3. Is responsible for the development and implementation of marketing, promotions, and donor programs for the Athletic Department. 4. Serves as the Executive Director of the golden Eagle Club. 5. Reports to the Athletic Director.

Director of Marketing/Athletic Events 1. Is responsible for all promotional operations at all ORU athletic events. 2. Assists in sponsorship sales. 3. Is responsible for coordination of special athletic events such as tournaments and auctions. 4. Reports to the Associate Athletic Director/Marketing.

150 Director of Marketing/Ticket Sales 1. Is responsible for ticket sales to ORU athletic events. 2. Is responsible for season ticket campaign and individual and group sales tickets. 3. Assists in production of print advertising. 4. Reports to the Associate Athletic Director/Marketing.

Associate Athletic Director/Academics 1. Is responsible for the administration of academic support, including tutors and study hall. 2. Monitors the academic progress and performance of athletes. 3. Directs the NCAA CHAMPS Life Skills Program. 4. Reports to the Athletic Director.

Director of Athletic Academics-Minority/Diversity Coordinator 1. Administers academic support between faculty and student athletes. 2. Provides cultural and social support for all minority and international student athletes. 3. Provides oversight of academic, eligibility, and advisory needs for assigned sport programs 4. Reports to the Associate Athletic Director/Academics

Assistant Athletic Director/Compliance 1. Ensures compliance with NCAA rules and regulations and communicates new legislation to coaches. 2. Oversees event management and operations. 3. Reports to the Athletic Director.

Assistant Athletic Director/Director of Media Relations 1. Is responsible for public relations and press box operations. 2. Is responsible for media guides and publications. 3. Maintains statistics for all sports. 4. Reports to the Athletic Director.

Director of Sports Medicine 1. Oversees the health care program for ORU student athletes. 2. Manages the rehabilitation of athletic injuries. 3. Reports to the Athletic Director.

Director of Strength and Conditioning 1. Develops, for each sport, a strength and conditioning program. 2. Implements strength and conditioning programs to meet specific goals. 3. Reports to the Athletic Director.

Head Coaches The following sports have head coaches: men’s and women’s basketball, baseball, volleyball, men’s and women’s tennis, men’s and women’s golf, men’s and women’s soccer, men’s and women’s cross country, men’s and women’s indoor track, men’s and women’s outdoor track. 1. Manage and administer all phases of the assigned varsity intercollegiate sports program. 2. Actively coach players and supervise assistant coaches. 3. Report to the Athletic Director.

POLICIES For the purposes of the policies in this section, “administrator” is defined to be any member of the Vice Presidents’ Council; associate vice presidents; any academic dean, including associate and assistant deans; and the Director of Institutional Research.

08-07#1 151 All policies that appear in the policy section of chapter 2 titled “Faculty” apply to administrators unless superceded by a policy in this chapter. When faculty policies call for approval by or reporting to chairs or deans, deans should substitute the words “Executive Vice President for Academic Affairs and Provost” and for vice presidents the “President and Chief Executive Officer.” It is understood that administrators do not work under contract; therefore, references to contracts in the faculty chapter should be disregarded when applied to administrators. Administrators are encouraged to look at the sections titled “Useful Information” (except “Pay Scale”) and “Services” that appear in the section titled “Personnel” in chapter 2.

MOVE FROM A FACULTY POSITION TO ADMINISTRATIVE POSITION When a person vacates a faculty position to accept a full-time administrative position, the following apply: 1. The person’s rank is preserved as is his or her right to apply for promotion in rank. 2. The person's tenure status or any time accrued toward change in tenure status is held in abeyance, but not impaired, until such time as the person may return to a regular faculty position. 3. The person’s time accrued toward sabbatical leave is held in abeyance until such time as the person may return to a full-time faculty position.

ADVANCEMENT IN FACULTY RANK FOR ACADEMIC DEANS Advancement in rank is the means by which the academic community recognizes and rewards achievement in several or all categories of academic endeavor. A measure of the academic quality of a school may be obtained by comparing the ranks and academic attainments of its faculty and administration members with their peers in other institutions. Thus, promotions must be regarded seriously, approached with care and attention to detail, and made in recognition of academic development and accomplishments. Academic deans are eligible to apply for rank or advancement in rank. Either the dean or the Executive Vice President for Academic Affairs and Provost may initiate the application.

Minimal Degree and Time-in-Rank Requirements For academic deans, the minimal degree and time requirements for applying for promotion to the ranks above instructor follow:

Assistant Professor: Doctoral degree from an accredited institution.

Associate Professor: Doctoral degree from an accredited institution plus three years at ORU as a dean or as an assistant professor. The three years may be obtained by combining time as a dean with time as an assistant professor.

Professor: Doctoral or terminal degree from an accredited institution plus three years at ORU as a dean or as an associate professor. The three years may be obtained by combining time as a dean with time as an associate professor.

Timelines For academic deans, the timelines for promotion are as follows:

Assistant Professor: The rank of assistant professor is automatic on completion of the doctoral degree.

Associate Professor: The application process is as follows: 1. The applicant submits to the Dean of Instruction* an intention to apply for promotion during the spring semester (third year of time-in-rank) prior to the academic year (fall and spring) in which the application is to be submitted. 152 2. At the beginning of the following fall semester (no earlier than the fourth year as assistant professor at ORU), the applicant prepares and submits an application packet to the Dean of Instruction that follows the guidelines in the section titled “Guidelines for Promotion Application,” found in chapter 2. The application should show evidence of meeting the items listed in the section titled “Promotion Criteria,” found in chapter 2. 3. The Dean of Instruction obtains three peer rating forms: one filled out by the department chair of the applicant’s teaching field, one by another faculty member from that department, and one from an academic dean. 4. The applicant requests that a letter of recommendation from the chair of an ORU committee (ad hoc or permanent) on which the applicant has served be forwarded to the Dean of Instruction. 5. Five independent reviewers (the department chair of the applicant’s teaching area, two additional faculty members from that department, and two academic deans) comprise the promotion committee. They each observe the applicant in the classroom and forward evaluations to the Dean of Instruction. 6. The Dean of Instruction assembles all promotion application materials (application packet, peer rating forms, and classroom evaluations) and makes them available to the promotion committee. 7. The promotion committee members review the applicant’s promotion application materials, and each sends a recommendation to the Dean of Instruction. 8. The Dean of Instruction summarizes the results and sends the summary and promotion application materials to the Executive Vice President for Academic Affairs and Provost. 9. After reviewing the summary and promotion application materials, the Executive Vice President for Academic Affairs and Provost makes a recommendation to the President and the Board of Regents, who act upon it during their fall semester board meeting. 10. If awarded, the promotion becomes effective the fall semester of the academic year following the year of application. Professor: The application process is as follows: 1. The applicant submits to the Dean of Instruction* an intention to apply for promotion during the spring semester (third year of time-in-rank) prior to the academic year in which the application is to be submitted. 2. At the beginning of the following fall semester (no earlier than the fourth year as associate professor at ORU), the applicant prepares and submits a promotion application to the Dean of Instruction that follows the guidelines in the section titled “Guidelines for Promotion Application,” found in chapter 2. The application should show evidence of meeting the items listed in the section titled “Promotion Criteria,” found in chapter 2. 3. The Dean of Instruction obtains three peer rating forms: one filled out by the department chair of the applicant’s teaching field, one by another faculty member from that department, and one from an academic dean. 4. The applicant requests that a letter of recommendation from the chair of an ORU committee (ad hoc or permanent) on which the applicant has served be forwarded to the Dean of Instruction. 5. Five independent reviewers (the department chair of the applicant’s teaching area, two additional faculty members from that department, and two academic deans) comprise the promotion committee. They each observe the applicant in the classroom and forward evaluations to the Dean of Instruction. 6. The Dean of Instruction assembles all promotion application materials (such as peer rating forms and classroom evaluations) and makes them available to the promotion committee.

08-07#1 153 7. The promotion committee members review the applicant’s promotion materials, and each sends a recommendation to the Dean of Instruction. 8. The Dean of Instruction summarizes the results and sends the summary and promotion application materials to the Executive Vice President for Academic Affairs and Provost. 9. After reviewing the summary and promotion application materials, the Executive Vice President for Academic Affairs and Provost makes a recommendation to the President and the Board of Regents, who act upon it during their fall semester board meeting. 10. If awarded, the promotion becomes effective the fall semester of the academic year following the year of application.

*Should promotion be sought by the Dean of Instruction, the Dean of the School of Arts and Sciences takes on the role outlined for the Dean of Instruction.

WORKLOAD Academic deans have the opportunity to participate in externally funded projects/research and to teach one modular, weekend, summer, correspondence, or overload course per year for additional pay. The Executive Vice President for Academic Affairs and Provost must be consulted concerning the additional assignment. Deans are paid via the Request for Additional Compensation.

EXTRA EMPLOYMENT AND OBLIGATIONS Administrators shall not engage in activities that may prevent them from fulfilling their full professional responsibilities to the University or that in any way represent a conflict of interest with the goals of the University. Specifically excluded are the occasional consulting, speaking engagements, or church-related activities typical of Oral Roberts University administrators.

FACULTY HIRING GUIDELINES Oral Roberts University seeks to hire highly qualified faculty members who uphold the mission statement and tenets of the University and ministry. Among the most important factors in recruiting is presenting Oral Roberts University as a good place to work. Advertising multiple positions portrays a picture of an institution that is an attractive setting for future growth. Candidates need to know that the University’s success will be in part reflected by their success as faculty members and that Oral Roberts University provides multiple opportunities for professional development.

Commitment to Diversity Oral Roberts University hires on the basis of merit while seeking to increase the number of women and minorities in its pool of prospective faculty candidates. To fulfill the University’s educational mission as well as to ensure meeting the educational needs of its constituencies, ORU must persist in its efforts to diversify its community and its curriculum. Oral Roberts University does not seek to achieve quotas, but every faculty search should seek ways in which to find highly qualified candidates among a variety of applicants. Although a priority for Oral Roberts University is to enhance the diversity of the community, ORU does not hire faculty members based solely on their demographic characteristics but because they are highly qualified for their positions. Broadening the base of qualified candidates will, over time, increase diversity among the faculty. The most important place to increase diversity is in tenure-track positions, since this is where the University can make long-term changes. Also, administrators are often chosen from these ranks. A national search needs to be done to fill most tenure-track positions from outside the University.

Summary of Faculty Hiring Guidelines Complete guidelines for hiring faculty can be found on the ORU Intranet. The following checklist summarizes the hiring procedures.

154 Procedure Responsible Entity Form, Document, or Action 1. Identify position opening. Chair/Dean None 2. Prepare position description and Chair/Dean Description of available qualifications. academic position 3. Determine whether to conduct a Chair/Dean and If no search, use alternate search. Director of Institutional procedure Research 4. Prepare search plan. Chair/Dean and Description of available academic Director of Institutional position Research 5. Determine application deadline. Chair/Dean Description of available academic position 6. Appoint search committee. Dean Description of available academic position 7. Advertise position. Chair/Dean and Description of available academic Director of Institutional position Research 8. Acknowledge receipt of each Chair of Search Committee Letter of Receipt of Application application. 9. Evaluate pool. Search Committee Search Committee Rating Form 10. Begin selection process. Search Committee Search Committee Rating Form 11. Conduct interviews, select finalists, Search Committee Search Committee Rating Form and forward recommendations. 12. Review search committee Chair/Dean, Director of Search Committee Rating Form recommendations. Institutional Research, and and Summary of Equal Executive Vice President for Employment Opportunity in Academic Affairs and Academic Appointment Provost 13. Obtain salary schedule figure from Chair/Dean None Dean of Instruction. 14. Recommend appointment. Dean Letter to Executive Vice President for Academic Affairs and Provost 15. Obtain approval of Board of Executive Vice President for Signed contract Regents. Academic Affairs and Provost 16. Make offer. Chair/Dean Letter of offer of academic employment 17. Notify other candidates that position Chair/Dean Letter of non-selection has been filled. 18. Make arrangements with Human Chair/Dean Appropriate forms or memos Resources, Payroll, and Benefits, etc. 19. Apprise of new faculty orientation. Dean of Instruction Invitation to New Faculty Orientation 20. Archive all search materials. Chair/Dean Copies of all materials

TENURE A full-time administrator is not eligible for tenure. If he or she has received tenure prior to taking a full-time administrative position, tenured status in the department awarding tenure shall be held in abeyance, but not impaired. Upon surrender of the administrative position and resumption of full- time faculty status, tenure shall be reinstated. Upon reinstatement, the person’s salary shall be consistent with the University scale.

08-07#1 155 RESIGNATION It is customary for any administrator intending to terminate employment at the University or change status within the University to notify in writing his or her direct superior at least two weeks in advance. However, because of the nature of academic employment, professionalism dictates that all administrators—especially those directly involved in the instructional process—time resignations to coincide with the academic semester.

RESPONSIBILITIES An administrator has many responsibilities to the University, students, faculty, and administration. Responsibilities include the following:

Spiritual and Ethical 1. All administrators attend chapels. 2. All academic deans attend faculty chapels. They also attend selected faculty or University-wide meetings, including the annual State-of-the-University address where the President and Chief Executive Officer discusses the philosophy, goals, and mission of the University. 3. Each year all administrators sign and support the Honor Code Pledge. 4. Administrators shall not use professional relationships with students or faculty members or use institutional facilities or privileges to further personal private gain. They shall accept no gratuities, gifts, or favors that might impair professional judgment. 5. Administrators shall not use, directly or indirectly, the prestige and/or influence of the University in their personal affairs. For an administrator to act for or on behalf of the University without prior approval is prohibited. The use of the University’s name, letterhead, or influence on behalf of any private individual member of the University community is strictly prohibited. 6. Administrators must adhere to all laws addressing the ethical use of others’ materials, whether it is in the form of print, video, multimedia, or computer software.

Professional 1. Administrators shall attend University, school, and departmental meetings associated with their jobs. 2. Administrators shall participate in commencement exercises. 3. Administrators should hold membership and participate in professional organizations and attend professional conferences associated with their positions. 4. Administrators shall remain current in their areas. 5. Administrators shall complete and submit paper work in a timely fashion. 6. Administrators need to show courtesy to colleagues by promptly responding to phone calls, emails, and memos. 7. Administrators should encourage correct use of the English language, and they should be exemplary in their use of the English language. 8. Administrators who are unable to fulfill their responsibilities must notify their immediate supervisors in advance, if possible.

Miscellaneous 1. Administrators should engage in a healthy lifestyle that includes an aerobics exercise program. 2. Administrators should be familiar with University documents relating to their assignments, including the catalog and this handbook. 3. Administrators shall be collegial (e.g., supporting colleagues and University functions).

PROFESSIONAL DEVELOPMENT

Tulsa County Professional Development (The Eighth Floor) All academic deans are eligible to attend training and classes at the Eighth Floor. In addition, special classes for administrators are offered from time to time. 156 Tuition Assistance, Reimbursement, and Waiver The information for full-time faculty members that appears in the sections titled “Tuition Assistance” and “Reimbursement and Waiver” applies to administrators.

Faculty Retreat Administrators participate in the annual faculty retreat at the beginning of each academic year. The vice presidents present a report to the faculty at the event.

ABSENCES

Sabbatical Leave Administrators are not eligible for sabbatical leave.

Vacations and Holidays Vacation time for administrators does not generally correspond to the academic calendar. In recognition of the demands on their time, administrators are allowed 20 working days of leave during each calendar year in addition to official University holidays. Vacation is available to use after completion of six months of continuous employment. Vacation time does not accumulate, but administrators are compensated for unused vacation time when they leave the University’s employ.

Sick Leave Sick leave is available for personal illness or injury to use upon completion of 90 calendar days. Sick leave accrues at five days of sick leave per year with a maximum of 20 days.

GRIEVANCE PROCEDURES The intent of the following grievance procedure is to provide administrators with a means of presenting grievances to appropriate administrative levels. 1. An administrator should first discuss any employment difficulty or grievance with his or her immediate superior. If such administrator feels unable to discuss employment problems with the immediate superior, he or she may request a representative to speak to the superior. 2. If a satisfactory understanding cannot be reached between the officer and superior, the administrator shall state the problem in writing and present such statement to the next higher administrator. 3. If a satisfactory settlement does not result, the administrator personally—or by representative— may present a signed statement of the grievance and related facts in writing to the President and Chief Executive Officer of the University or his representative. 4. The President and Chief Executive Officer or his representative shall give a written answer to the administrator no later than five working days after receipt of the statement of grievance.

Nothing in the provisions of this section shall deprive officers of their rights otherwise prescribed in this handbook nor the President and Chief Executive Officer or the Board of Regents of their duties and obligations as otherwise prescribed in this handbook.

PERSONNEL FILES Personnel files for academic deans are housed in the Executive Vice President for Academic Affairs and Provost Office. Personnel files for other administrators are housed in the Human Resources Department unless the administrator has held faculty status, in which case, the personnel file is maintained in the Executive Vice President for Academic Affairs and Provost Office.

FOOD AND BEVERAGE SERVICES Sodexho has the exclusive contract to provide all food services, and Pepsi Cola has the exclusive contract to provide all vending services on campus. These policies apply to all official University

08-07#1 157 events at the department, school, and university levels, as well as to student, faculty, staff, and administration events.

COMMITTEES

PRESIDENT’S COUNCIL 1. Consists of the President and Chief Executive Officer, the Executive Vice President for Academic Affairs and Provost, Executive Vice President for Finance and Operations, Vice Provosts, Vice Presidents, Athletic Director, Associate Vice Presidents, Deans of Student Development, University Faculty Assembly President, Student Association President, and a faculty representative. 2. Serves as a group ombudsman for the University community by addressing issues that affect the University as a whole. 3. Provides an avenue of communication between higher administration and other members of the University community through their representatives on the council. 4. Disseminates information to various University constituencies. 5. Is chaired by the President and Chief Executive Officer.

VICE PRESIDENTS COUNCIL 1. Consists of the Executive Vice President for Academic Affairs and Provost, Executive Vice President for Finance and Operations, Vice Provost for Student Services, Vice President for Academic Advancement, Vice President for Academic Administration, Vice President for Information and Communication Systems, Vice President for University Relations and Development, Vice President for Auxiliary Services and Contract Administration, and the Athletic Director. 2. Considers—at the direction of the President and Chief Executive Officer—matters that cross administrative lines and/or that affect the University as a whole. 3. Makes recommendations to the President and Chief Executive Officer on all assigned matters. 4. Reviews all major expenditures, budgets, and personnel requests. 5. Coordinates University policy development and implementation and oversees long-range planning. 6. Is chaired by the Executive Vice President for Academic Affairs and Provost.

DEANS COUNCIL 1. Consists of the Executive Vice President for Academic Affairs and Provost, the academic deans, the Dean of Student Affairs, associate deans, and the Director of Institutional Research. 2. Initiates academic policy. 3. Makes recommendations to the Vice Presidents’ Council on all assigned matters. 4. Disseminates information to the Council of Department Chairs. 5. Coordinates academic matters among the University’s schools. 6. Receives reports from various University departments and offices. 7. Is chaired by the Executive Vice President for Academic Affairs and Provost.

CHAIRS COUNCIL 1. Consists of the chairs of the various academic departments and representatives from other areas of the University. 2. Meets on a regular basis to consider interschool matters. 3. Acts upon items referred to it by the Deans Council. 4. Is chaired by the Vice President of Academic Administration.

158 STRATEGIC PLANNING COMMITTEE 1. Consists of six to nine appointed members without preference to department or program, and based upon established proficiencies for research, strategic perspective, systematic analysis, visionary perception, and communication skills. 2. Reports directly to the Executive Vice President for Academic Affairs and Provost and the Executive Vice President for Finance and Operations and operates on a University-wide corporate level. 3. Assesses the University’s operational/competitive condition based upon global/industry inputs and the goals and priorities established by executive leadership. 4. Recommends a University strategic plan, based on research and formalized assessment that seeks to create and sustain the University’s competitive advantage while advancing the mission/vision of the University. 5. Facilitates the identification of mission/vision-driven University-wide priorities and planning recommendations. 6. Provides inputs (based on regularly reviewed industry and competitive standards) to assist the Executive Vice President for Finance and Operations in reconciling and allocating selected priorities within the University’s fiscal operations. 7. Is chaired by the Vice President for Academic Administration.

INSTITUTIONAL IMPROVEMENT AND STUDENT LEARNING COMMITTEE 1. Consists of the Director of Institutional Research, a representative from the General Education Committee, a student representative, the Director of Compliance from the athletic program, the Executive Vice President for Academic Affairs and Provost, the Vice President for Student Services, the Dean of Instruction, and deans or faculty members from each of the six schools. 2. Oversees University assessment and improvement. 3. Assists schools and departments in measuring student learning. 4. Assists both academic and nonacademic departments in program assessment and evaluation activities, including the compilation of an assessment catalog. 5. Studies ways to ensure that program improvements result in improved student learning. 6. Ensures that recommended changes result in measurable improvements that are consistent with institutional goals and objectives articulated through long-range planning (feedback loop). 7. Informs the University community of the progress in the assessment program and the effectiveness of assessment efforts. 8. Is chaired by the Director of Institutional Research.

DISCRIMINATION COMPLIANCE COMMITTEE 1. Consists of representatives from various schools and/or departments. 2. Consists of members who are appointed by the Executive Vice President for Academic Affairs and Provost. 3. Reviews discrimination complaints brought before it by the Compliance Officer. 4. Recommends appropriate action to the Executive Vice President for Academic Affairs and Provost regarding complaints dealing with discrimination. 5. Is chaired by the Compliance Officer.

COMPUTER NETWORK COMMITTEE 1. Consists of approximately 25 faculty, staff, and administrators from the following areas: academic departments, Admissions, Information Technology, the library, Partner Communications, Human Resources, Student Services and Student Affairs, Public Relations, and Alumni Relations. 2. Consists of members who work with or have an interest in computers and websites and are recommended by the administration, the committee chair, or fellow members. 3. Reviews and discusses the ORU homepage and website. 4. Reviews Internet and Intranet service providers and filters.

08-07#1 159 5. Reviews and makes recommendations regarding departmental web pages. 6. Evaluates network issues such as speed and reliability. 7. Addresses student and faculty access issues. 8. Encourages and assists the University community in Internet development and usage. 9. Is chaired by the Director of Public Relations.

RADIATION SAFETY COMMITTEE 1. Consists of no fewer than five members appointed by the Executive Vice President for Academic Affairs and Provost. The committee must include a institutional financial officer and at least two former or currently certified radioactive isotope handlers or users. 2. Is mandated by Oklahoma and federal laws and regulations. 3. Is familiar with all pertinent Oklahoma Department of Environmental Quality and federal regulations and all University policies and procedures as contained in the "Guidelines to the Use of Radioisotopes and Radionuclides" (the latest edition). 4. Is responsible for assuring the safety of human subjects involved in receiving, handling, using, storing, or transporting any and all radioisotopes and/or radionuclides. 5. Is chaired by a member of the committee who has been approved by the U.S. Nuclear Regulatory Commission and/or the Oklahoma Department of Environmental Quality Land Protection Division/Radiation Management Section and subsequently appointed by the Executive Vice President for Academic Affairs and Provost.

UNIVERSITY SAFETY COMMITTEE 1. Consists of members of the University at large as appointed by the Executive Vice President for Academic Affairs and Provost. 2. Is responsible for ensuring a safe and hazard free workplace for students and employees of the University. 3. Is chaired by the Director of Public Safety and Security.

INSTITUTIONAL REVIEW BOARD 1. Consists of no fewer than five members appointed by the Executive Vice President for Academic Affairs and Provost. 2. Is mandated by federal law. 3. Is familiar with all pertinent federal regulations and all University policies and procedures as contained in the "Guidelines to the Use of Human Subjects in Research" (the latest edition). 4. Is responsible for assuring that the rights of human subjects involved in research are protected. 5. Is chaired by a member appointed by the Executive Vice President for Academic Affairs and Provost.

COPYRIGHT AND PATENT COMMITTEE 1. Consists of eight members: four appointed from the administration (two by the Executive Vice President for Academic Affairs and Provost and two by the Executive Vice President for Finance and Operations), and four appointed by the Deans’ Council (two from the graduate/professional schools of the University and two from the undergraduate schools). a. The committee shall designate one of its members as secretary. b. Vacancies occurring on the committee shall be filled by the same process and with persons from the same employment status as the former member. 2. Considers and makes recommendations to the Executive Vice President for Academic Affairs and Provost concerning the following matters: a. Changes and improvements in University policies and procedures affecting creative work of authors and methods of publishing, licensing, and distributing creative work owned by the University. b. The filing of applications to register copyrights on creative work with the Library of Congress. 160 c. Whether a creative work that would otherwise be the property of the University under this policy should be released to the author or to the sponsor of the creative work. d. The division of compensation to be paid to co-authors when they have not contributed equally to the production of the creative work. e. The process of conducting hearings to resolve any issues raised by this policy, such as proper distribution of rights or compensation between an author and the University or a sponsor. f. Changes and improvements in the University policies and procedures affecting research, inventions, and patents. g. Whether or not an application for a patent should be made on any particular invention. h. Whether an invention should be released to the sponsor or to the inventor or inventors. i. The division of rights in inventions and the compensation to be paid the inventor or inventors. j. The conduct of hearings to resolve any issue raised by this policy; such as the proper distribution of rights or compensations between an inventor and the University or a sponsor.

HONORS COUNCIL 1. Consists of the Director of the Honors Program, the Executive Vice President for Academic Affairs and Provost, and the school deans. 2. Oversees OSLEP, Rhodes, Goldwater, Fulbright, Truman, and other similar scholarship programs. 3. Oversees Gamma Beta Phi. 4. Plans and implements annual events honoring graduating students who have excelled academically. 5. Maintains contact with advisors of department honor societies. 6. Is chaired by the Director of the Honors Program.

08-07#1 161 Chapter 5—SUPPORTING STUDENTS

This chapter is designed to help faculty members assist students. The Student Handbook provides more information on many topics covered in this chapter. Copies of the Student Handbook can be obtained from the Student Affairs Office.

LEARNING AND ASSESSING

STUDENT LEARNING EMPHASIS

The University has a comprehensive institutional improvement plan that reflects a shift away from a focus on teaching toward a focus on student learning. Class attendance is not sufficient. Each course syllabus lists the student learning outcomes for that particular course, and all class activities are designed to lead to those outcomes. The University is proactive in its adoption of best practices to ensure that the design and delivery of student learning options are preparing students to live in a diverse world and that the options accommodate a variety of student learning styles. The University’s learning outcomes are derived from its mission. Even though the student learning model is output-based, faculty members greatly influence those outcomes by their contributions to the learning process. They must continually ask themselves several questions: • Whom am I teaching? This is the most important question because the student is the focus of the learning process. Understanding students and their cultures is a crucial success factor. • What am I teaching? ORU hires faculty members whose credentials guarantee competency and expertise in their subject areas. It is their responsibility to remain current in their fields and share their knowledge with students. • What are my gifts? Faculty members need to understand their own strengths and limitations and then build upon the strengths and seek ways to overcome limitations. ORU endeavors to place professional educators in positions that match their callings. • What are my resources? Faculty members can enhance their strengths by taking advantage of the various professional development opportunities described in chapter 2 of this handbook. They also need to make good use of the physical resources at their disposal, such as technology, laboratories, and other campus facilities. • How am I teaching? Pedagogy/andragogy is constantly evolving, and effective teachers remain abreast of research, innovations, and methods. Service learning, the world as the classroom, and writing across the disciplines are just a few of the recent additions available to the modern teacher. • How well am I teaching? Assessment is at the heart of outcome-based learning and enables students to demonstrate competency and growth. The results from assessment provide data to make informed decisions about every step in the learning process. As faculty members in the process, the entire learning cycle starts again in the quest for continual improvement.

The two primary goals of assessment at ORU are to determine (1) how well students demonstrate expected learning outcomes of their educational experiences and (2) how well programs are designed to facilitate that end. Numerous assessment instruments are utilized, and the results of each are shared with appropriate entities. Improvements are then proposed, approved, implemented, and reported.

Assessment of Student Learning Outcomes ORU assesses students’ skills, competencies, and/or attitudes as they enter the University, while they are studying at ORU, and after they have left the University. Assessment occurs at the university, school, department, and course levels. 162 ORU’s student learning expectations, practices, and assessment objectives align with the University’s mission, vision, and philosophy of education. ORU’s Mission Statement constitutes the foundation for all desired outcomes, which are designed to prepare “graduates to be professionally competent servant-leaders who are spiritually alive, intellectually alert, physically disciplined, and socially adept.” The goal is to “enable students to go into every person’s world with God’s message of salvation and healing for the totality of human need.” ORU has adopted the following learning outcomes, which are summarized in every syllabus; the proficiencies/capacities that accompany them serve as evidence that students have attained these outcomes.

Spiritually Alive Students will grow in their relationship with Jesus Christ and their sensitivity to the Holy Spirit, expand their Biblical knowledge, and develop the ability to approach life from a Christian worldview so that they can act ethically in any situation and evangelize their world of influence.

Proficiencies/Capacities 1. Biblical knowledge—The ability to interpret the Scriptures accurately in order to arrive at principles that serve as guidelines for living a Spirit-filled life. 2. Sensitivity to the Holy Spirit—A maturing process of growing in wisdom to do the right things in accordance to God’s will and to expect the Spirit’s direct leading in response to one’s asking and receiving. 3. Evangelistic capability—The ability to share the Gospel of Jesus Christ intentionally as led by the Holy Spirit. 4. Ethical behavior—The ability to recognize potential ethical dilemmas and make morally correct choices based on knowledge of professional codes of ethics, the ethical dimensions of professional practice, and the Word of God.

Intellectually Alert Students will expand their capacity to gather, retain, and apply knowledge and truth, using analytical problem-solving, critical thinking, and decision-making skills that they can utilize in their professional and personal lives. They will also develop global perspectives, including an appreciation for artistic expression in various historical and cultural settings.

Proficiencies/Capacities 1. Critical thinking—The ability to integrate knowledge in order to identify and weigh possible responses to different situations and to process information—both analytically and critically—so as to determine the validity of different, competing claims. 2. Information literacy—The ability to access, evaluate, and use information, as well as to determine which sources to consult. 3. Global and historical perspectives—The capacity to adapt to an international understanding in an increasingly interdependent global community and to understand how current situations relate to events of the past. 4. Aesthetic appreciation—The ability to understand and appreciate various forms of artistic expression. 5. Intellectual creativity—The ability to develop flexible thinking patterns and to process information analytically in a manner that results in the creation of new forms and structures

Physically Disciplined Students will develop an active awareness of the importance of living a balanced, healthy, and physically disciplined lifestyle.

08-07#1 163 Proficiencies/Capacities 1. Healthy lifestyle—An intentional way of living that promotes the positive development of the mind, spirit, and body through the practice of physical exercise and proper nutritional habits required for healthy growth. 2. Physically disciplined lifestyle—A planned active lifestyle that includes a variety of physical activities designed to enhance physical fitness and decrease the risk of developing degenerative diseases by following the principles of conditioning.

Socially Adept Students will develop the skills to communicate effectively in both spoken and written language and to interact within diverse cultures, professions, and social settings. They will gain an understanding of their obligations as service-oriented leaders who can make a positive impact on society—locally, nationally, and internationally.

Proficiencies/Capacities 1. Communication skills—The ability to communicate effectively in both written and spoken forms at appropriate cultural, educational, economic, social, and maturity levels. 2. Interpersonal skills—The ability to create unique shared meaning with others by engaging in voluntary, ongoing, interdependent interactions that involve meaningful interpretations of verbal and nonverbal behaviors. 3. Appreciation of cultural and linguistic differences—Awareness, sensitivity, and respect for the beliefs, social forms, language, and traits of different ethnic, religious, or social groups. 4. Responsible citizenship—Adopting a lifestyle of servant leadership that demonstrates God’s love to one’s world of influence through such actions as engaging in service to church and community, caring for the environment, and promoting family values, social justice, and economic empowerment. 5. Leadership capacity—The ability to effect change within various group settings by influencing and motivating others to accomplish a vision through communicating and carrying out key decisions.

Professionally Competent These outcomes and their related proficiencies/capacities are discipline-specific. Each academic major program identifies appropriate outcomes with associated proficiencies/capacities. The assessment tools related to outcomes within the various disciplines can be viewed at the following webpage: http://portal1.oru.edu:7777/pls/portal/dynmgr.doc_get.doc?p_id=580.

Program Review Students learn best in programs specifically designed with student learning in mind. Every ORU academic program is reviewed once during every ten-year period. The Program Review Panel, convened by the Director of Institutional Research, reviews all ORU academic programs. The purpose is threefold: (1) to encourage program improvement and innovation; (2) to document accountability for the academic programs; and (3) to provide information to assist in making University-level decisions about program revisions, program deletions, and resource allocation. In the first year of a program review, the academic responsible for the program conducts a self- study. In the second year, members of the Program Review Panel conduct a site visit, and a third party from a similar program at another university analyzes the self-study. In the third year, program heads respond to the suggestions of the site-visit team and third-party reviewer by submitting an action plan.

Possible responses of the review process include the following: 1. Phase out—The program should be eliminated. 2. Review—Some pressing issues or concerns raised by the panel’s review of the program need immediate investigation by appropriate administrators and faculty. 164 3. Maintain but review—The program should be continued, but its review raised questions or concerns about specific aspects of the program that should be further investigated and addressed by appropriate administrators and faculty. 4. Maintain—The program should be continued. This recommendation should not be misconstrued to mean that the program has sufficient resources to maintain quality or that they should be maintained “as is.” An appeal may be made for specific types of additional support, usually staffing and/or equipment. 5. Enhance—The program should be provided significant additional resources. ePORTFOLIO One of the primary assessment tools while students are enrolled at ORU is ePortfolio (electronic portfolio). Every student constructs two assessment ePortfolios: one for general education and one for the major. The general education portfolio is designed specifically to address the proficiencies/capacities of the learning outcomes described in the previous section. The ePortfolio in the major assesses the extent to which students achieve learning objectives defined by individual academic departments. In addition to providing evidence of student growth, the ePortfolio process provides feedback for student reflection for self-improvement as well as valuable information for university program improvement. Both assessment ePortfolios contain pieces of evidence (called “artifacts”) that document student growth. The ePortfolio artifacts include items such as supporting documents, evaluations, recommendations, samples of written work (e.g., term papers, research projects, reflection papers, essays), video clips of presentations, test scores, and evidence of creativity, performance, and extra curricular activities. The course ePortfolio: Journey to a Transformed Life (GEN 099) introduces students to ORU learning outcomes, the University’s philosophy of assessment, skills and strengths assessment relating to career planning, and the technology skills needed for the ePortfolio. Students upload artifacts into their electronic portfolios and go through a simple but secure process of submitting their portfolios electronically to a faculty member for assessment. Once notified through e-mail that work needs to be assessed, the faculty member logs on to a secure web location to simultaneously access the student's artifact and the rubric created to assess the particular artifact. Faculty members evaluate artifacts submitted by students using electronic-based rubrics that automatically (using RubricMarker™) enter the results into an assessment database. The database interacts with the students' demographic information profile, analyzes individual student performance, gathers summative data for all of the students, and allows for the disaggregating of data by subgroups such as gender, ethnicity, and other classifications and categories. All rubrics are contained in either the general education handbook or individual department/school handbooks, which are found by following the links on the ORU Website to Academics and ePortfolio. Complete information regarding the ORU ePortfolio system can be found on the ORU Website.

PLACEMENT/PROFICIENCY TESTS To help enroll students in the proper levels of courses, each new student takes placement tests in English, foreign language, mathematics, and chemistry. Students having English as a second language also take the TESOL test, and students in the School of Education needing to show foreign language proficiency for the State of Oklahoma’s teacher certification take a proficiency test in the chosen language.

TECHNOLOGY EXPECTATIONS ORU professors expect that students own their own computers. Both hardware and software specifications can be obtained from the following webpage: http://compspecs.oru.edu. All student computers should have either the Windows XP or Mac OS-X operating system as well as Microsoft Office Suite. All other software can be purchased at the ORU Bookstore when students arrive on campus. The bookstore often offers software at prices that have educational discounts. Students are encouraged to consult with either their professors or contact persons (listed on the compspecs site and in the University catalog) before purchasing software.

08-07#1 165 A student may purchase a computer from any source or bring it from home if it meets the minimum requirements for the major. Any student who brings or purchases a computer is also encouraged to bring or purchase a printer. ORU has agreements with both Dell and Apple to provide computers that meet or exceed the minimum specifications set by the academic departments, and both offer education discounts. Financial aid may be available to assist a student in financing a computer. A student can use financial aid for a computer purchase once every four years. Any interested student needs to notify his or her financial aid specialist at ORU for more information. A student needs to wait until financial aid is disbursed and to apply for a refund. Then the student can use the refund toward the computer purchase.

GUIDING, ADVISING, AND ASSISTING STUDENTS

ACADEMIC ADVISEMENT Academic advisement is very important to students, but a common complaint that students nationwide have is the lack of good advisement—primarily in the areas of accessibility, knowledge about programs and opportunities, and advisor attitudes. Although some students may not take responsibility for their own educations or may have unreasonable advisement expectations, advisors need to make sure they are competent and friendly. The following pointers should help faculty members become good advisors: 1. Advisors are guides and good listeners, not dictators nor someone who signs anything the students want. Advisors are mentors, advocates, and confidantes; they should do far more than hand out RAC codes or see advisees only during preregistration. 2. Advisors should be familiar with the ORU catalog and be able to find information with relative ease. 3. Advisors should be thoroughly knowledgeable about the programs they work with and familiar with the professions the programs lead to. 4. Advisors should keep adequate records of each advisee’s progress, including a file folder for each advisee that contains the student’s contact information, updated degree plan sheet, notes from previous advisement sessions, and copies of any signed forms pertaining to the student’s academic needs, such as the CGAP and candidacy forms. This information is vital to the advisee, advisor, department chair, and anyone who might advise the student in the future. 5. Advisors need to have at least 7 ½ office hours per week, have the office hours posted, and be available for those office hours. 6. Freshmen, especially first semester freshmen, need special attention during advisement. They are often frustrated because they don’t know University policies and procedures, and they often don’t even know which questions to ask. The advisement a freshman receives can greatly affect his or her success at the university level. 7. Juniors and seniors need special attention during advisement to ensure that they have met require- ments for the chosen majors and minors as well as for general education. Advisors need to make sure that advisees are able to schedule remaining course work by the expected graduation date.

ACADEMIC PEER ADVISORS The Academic Peer Advisor (APA) program provides academic support to students by encouraging group study in the residence halls, fostering better study habits, and providing peer tutoring services to students. Each dorm wing or floor has a peer advisor who assists students with academic matters such as studying, writing papers, finding tutors, and scheduling classes. APAs are well-trained and able to help students get the assistance they need. APAs announce all registration deadlines and explain administrative processes at regularly scheduled hall meetings. Students apply for the position of APA during the spring semester prior to the upcoming academic year (fall and spring). The Director of the APA Program, housed in the CAC, reviews applications, interviews applicants, and selects the new APAs.

166 CAREER SERVICES Career Services assists underclassmen with degree or career choices and assists upperclassmen, graduates, and alumni with developing employment portfolios. It is also charged with providing students and alumni with the occupational resources, job postings, networking opportunities (e.g., on- campus interviewing and recruitment), and individualized career counseling required to prepare for successful career transitions.

CHAPLAINS Each dormitory wing or floor has a chaplain to help promote Christian growth and unity among the wing students. They are responsible for wing and coed devotions (called “devos”), weekly Bible studies, prayer, and spiritual support.

CHECK CASHING Students with a valid IE card may cash a personal check in the Student Accounts Office (GC 2 ½ west) and at the Student Association bank in the Hamill Student Center (lower level). A $1 fee is charged to cash a personal check in Student Accounts, and the amount of the personal check may not exceed $50. Work-study checks up to $150 can also be cashed in Student Accounts. An ATM is also available in the LRC (third floor). A nominal fee is charged for those using debit cards from banks other than those operating the machine.

COMPREHENSIVE ADVISEMENT CENTER The Comprehensive Advisement Center (CAC), located on the fifth floor of the library, assists all new students in the transition to ORU. The staff advises students in selecting courses for their first semester at ORU, helps students become acquainted with the campus and services available on campus, creates and distributes files for new students, and introduces new students to the departments of their chosen majors where they receive academic guidance for the remainder of their academic pursuits. The CAC advises students in the Bridge Program throughout both semesters of their freshman year. The CAC also distributes RAC codes to the departments who then distribute them to the students during group advisement.

CORRESPONDENCE AND SUMMER SCHOOL Correspondence courses during the spring and fall semesters are available for students in distance education programs; correspondence courses during the summer are available for all students. Assignments for all summer correspondence courses are due at the end of May, June, and July, and finals are taken on campus immediately before the fall semester begins. Students can take up to nine credit hours of correspondence courses per summer. Residential summer school courses operate in three-week sessions, and there are four sessions per summer. Students may take four hours of credit per residential summer school session. During the summer, students may combine correspondence and residential summer school classes but may not exceed a total of 16 credit hours.

COUNSELING CENTER The professionally trained counselors in the Counseling Center provide a wide range of services free of charge to ORU students and their families. These services include personal counseling and premarital and marriage counseling. The counseling staff is committed to the emotional, psychological, social, academic, and spiritual wellness of the ORU student community. Individual and group counseling and seminars are provided to help students with personal growth, development difficulties, and crisis situations. Typical areas include stress, self-esteem, and dating and roommate conflicts. Referrals to local counselors—as well as premarital and individual screening—are also provided.

08-07#1 167 FINANCIAL AID Many students are on financial aid to help pay for tuition and other school-related expenses, such as for books and computers. Students may need to contact the Financial Aid Office if their funding does not adequately cover their expenses.

GRIEVANCE PROCEDURES The grievance procedure is designed to supplement the informal departmental means of resolving student problems or complaints in regard to discrimination based on race, color, national or ethnic origin, sex, age, disability, or status as a veteran. If a student has a grievance in any of these areas, he or she should follow the steps outlined in the Student Handbook, the first step being meeting with the Dean of Men, Dean of Women, or dean of the appropriate graduate school. Academic issues are best handled within the academic departments. Students should first approach the classroom teacher with concerns and issues. If resolution is not possible, the matter should be referred to the department chair. In rare instances, the department chair may involve the school dean.

HEALTH SERVICES Student Health Services is located in the lower level of the Student Activity Center, and all ORU students are eligible for these services. Hours are Monday through Friday from 8:00 a.m. to 5:00 p.m. during which time a nurse is available. A physician is available during special clinic hours. The Student Health Services phone is (918) 495-6341.

RESIDENT ADVISORS Along with chaplains and Academic Peer Advisors, resident advisors (RAs) serve the students on a dormitory wing or floor. As an extension of the Student Development area, they lead their fellow students, enforce administrative policies, and work to challenge their fellow students to excellence.

STUDENT RESOURCES The Student Resources Office, in compliance with Section 504 of the Rehabilitation Act of 1973 and the Americans with Disabilities Act, assures that no qualified individual with a disability will be denied reasonable accommodations in modification of policies, practices, and procedures. The Student Resources Office offers reasonable accommodations to clients based upon their individual needs. Accommodations offered to clients as services through this office include the following: • Alternative testing. • Textbooks on tape. • Adaptive HPER. • Interpretation for the deaf. • Note-taking and transcriptions. • Text enlargements. • Counseling on disability issues. • Parking and access services. • Academic adjustments. • Additional accommodations (deemed reasonable). These accommodations are based on need, not desire. Students who meet one or more of the following criteria and provide appropriate documentation qualify for services: (1) has a physical or mental impairment that substantially limits a major life activity, (2) has a record or history of such impairment, or (3) is regarded as having such impairment. All services are intended to allow clients full access to the programs and campus and are not intended to give the client an unfair advantage over other students. Students who wish to access services should contact Student Resources. Provision of services includes an intake process during which the existence of a qualified disability is verified and appropriate, reasonable accommodations are identified. Assistance may be obtained by calling (918) 495-7018. 168

TUTORING CENTER The Tutoring Center provides peer tutoring for writing and mathematics to undergraduate and graduate students. The Tutoring Center is located on the fifth floor of the library (LRC) and is open approximately from 8:50 a.m. to 4:30 p.m. Monday through Friday. Peer tutors are available to help students with all levels of mathematics and with any papers or other writing assignments. It is preferable for the student to call for an appointment (ext. 7367) although walk-ins are accepted if tutors are available. In addition to tutorial help, a full range of self-paced instructional programs are available to improve writing skills, including the following topics: commas, common writing errors, documentation, grammar agreement, library orientation, the paragraph, parts of speech, practical writing tips, punctuation, sentence combining, and sentence structure.

POLICIES AFFECTING STUDENTS

POLICIES APPEARING ON ALL SYLLABI The following University policies are deemed important enough to be stated on every syllabus: 1. Attendance at each class or laboratory is mandatory at Oral Roberts University. Excessive absences can reduce a student’s grade or deny credit for the course. 2. Double cuts are assessed for absences immediately preceding or following holidays. 3. Students taking a late exam because of an unauthorized absence are charged a late exam fee. 4. Students and faculty at Oral Roberts University must adhere to all laws addressing the ethical use of others’ materials, whether it is in the form of print, video, multimedia, or computer software. By submitting an assignment in any form, the student gives permission for the assignment to be checked for plagiarism, either by submitting the work for electronic verification or by other means. 5. Final exams cannot be given before their scheduled times. Students need to check the final exam schedule before planning return flights or other events at the end of the semester. 6. Students are to be in compliance with University, school, and departmental policies regarding ePortfolio requirements. Students should consult the ePortfolio handbooks for requirements regarding general education and the students’ majors. a. The penalty for not submitting electronically or for incorrectly submitting an ePortfolio artifact is a zero for that assignment. b. By submitting an assignment, the student gives permission for the assignment to be assessed electronically.

ACCOMPANYING STUDENTS OFF CAMPUS All faculty members accompanying students on trips must comply with University policies. Students traveling are required to purchase insurance through the University in order to be a part of such a group. It is the responsibility of each travel participant and group sponsor to comply with all guidelines, policies, and procedures set forth by the University as it pertains to travel. Complete guidelines, policies, and procedures for both domestic and foreign travel by student groups with faculty sponsors can be found on the ORU Intranet. Although the University may endorse or sponsor travel groups, this travel policy does not imply a responsibility on the part of the University to fund or subsidize such travel.

Local Field Trips ORU faculty members sponsoring class-, club-, or department-related field trips should take every precaution for ensuring the safety of participating students. Under no circumstances should students be asked, instructed, or directed to use their own vehicles for these trips. University transportation is available through the ORU Motorpool. Faculty members are responsible for completing all paperwork requesting administrative excuses for students missing classes. More information is available in the section titled “Administrative Excuses” in chapter 2. This policy does not apply to students participating in off-campus internships, practicums, student teaching, or

08-07#1 169 off-campus class sites (e.g., bowling, equestrian). Students need to arrange their own transportation for these activities.

Domestic and Foreign Travel Any faculty member acting as coordinator or group sponsor and organizing an event endorsed or sponsored by Oral Roberts University that requires travel at least 50 miles outside the city limits of Tulsa must complete an ORU Trip Authorization Form. The purpose of this form is to authorize travel and initiate the process of obtaining accidental death and dismemberment and/or medical insurance for students during the travel period. Students traveling are required to purchase insurance through the University in order to be a part of such a group. Although the University may endorse or sponsor travel groups, this travel policy does not imply a responsibility on the part of the University to fund or subsidize such travel. It is the responsibility of each travel participant and group sponsor to comply with all guidelines, policies, and procedures set forth by the University as it pertains to travel. The University Travel Office works closely with group sponsors and travel participants to ensure all paper work is accurate and complete and all policies and procedures are followed concerning domestic and foreign travel. Faculty and staff members responsible for student travel must follow the travel policy guidelines and familiarize each student with all policies and procedures prior to trip departure. Complete guidelines, policies, and procedures for both domestic and foreign travel by student groups with faculty sponsors can be found on the ORU Intranet.

ADMINISTRATIVE EXCUSES Some courses and University activities require students to miss classes, and such absences may be deemed administratively excused. Faculty members who oversee such classes and activities need to follow procedures to allow students to receive administrative excuses. Faculty members having students with administrative excuses need to be familiar with the policies allowing students to make up missed work. These policies and procedures are set forth in the section titled “Administrative Excuses” in chapter 2 of this handbook.

AIDS/HIV Guidelines concerning the handling of confidential information about students with any form of HIV infection shall follow the general standards set forth in the current edition of the American College Health Association’s Recommended Standards and Practices for a College Health Program and any update or revision thereof. The current (fourth) edition thereof recommends that no specific or detailed information concerning complaints or diagnoses be provided to faculty, administrators, or even parents without the written consent of the patient in each case. This position with respect to health records is supported by the Family Educational Rights and Privacy Act of 1974. The guidelines, which include not inquiring of students as to the existence of any form of HIV infection, appear in the section titled “AIDS Policy” in chapter 2 of this handbook.

APPLICATION PHOTOS In compliance with Federal Statutes on Discrimination, requiring photographs on applications is not acceptable. This prohibition applies to all ORU education, employment, and membership applications. It does not apply to any government agency or organization outside the ORU community and does not negate the requirement of photo identification after acceptance into the ORU community.

CELL PHONES Cell phones, calculators, computers, and other electronic media devices are not to be used in the classroom unless authorized by the professor. Cell phones should be stored away and silenced unless the student receives permission to leave the cell phone on. Calculators, computers, and other electronic devices are to be used only as they relate to the class and never during examinations unless 170 specifically allowed by the professor. If a student fails to comply with this policy, the professor may dismiss the student from the class or exam, marking the dismissal as an unexcused absence.

CHILDREN IN CLASS Students with children should make arrangements for their children’s care while the students are on campus. Students should not bring children to class with them or leave children elsewhere on campus while they attend classes.

DISRUPTIVE BEHAVIOR Disruptive behavior describes behavior that persistently interferes with academic and administrative activities on campus and that makes inordinate and inappropriate demands from students for the time and attention of faculty and staff.

Strategies to Prevent and Respond to Disruptive Behavior (adapted from ASJA Law and Policy Report by Gary Pavela) 1. Faculty members need to clarify standards for the conduct of the class. 2. Faculty members need to serve as role models for the conduct they expect from their students. 3. Faculty members need to recognize the difference between disruption and academic freedom. 4. If a faculty member believes inappropriate behavior is occurring, he or she should consider a general word of caution, rather than warning a particular student. 5. If the behavior is irritating, but not disruptive, the faculty member should try speaking with the student after class. Most students are unaware of distracting habits or mannerisms and have no intent to be offensive or disruptive. 6. There may be rare circumstances when it is necessary to speak to a student during class about his or her behavior. The faculty member should do so in a firm and friendly manner, indicating that further discussion can occur after class. 7. A student who persists in disrupting a class may be directed by the faculty member to leave the classroom for the remainder of the class period. 8. The student should be told the reason(s) for such action and given an opportunity to discuss the matter with the faculty member as soon as practicable. Also prompt consultation should be undertaken with the department chair and the Deans of Students. 8. If a student comes to a faculty member at any time with information that leads the faculty member to believe that the student is a threat to anyone, including him or herself, the faculty member needs to contact Student Counseling Services, Student Affairs, or Security immediately. 9. If a disruption is serious and other reasonable measures have failed, the class should be adjourned and Campus Security summoned.

DRESS CODE A student’s sense of fashion should be guided by good taste, modesty, and good grooming. Mature discretion should be exercised in the selection of a wardrobe. ORU has on-campus dress code regulations that vary by location, activity, and time. Regular attire regulations are in effect from 7:00 am to 4:30 pm Monday through Friday in the Graduate Center (GC), Learning Resource Center (LRC), Christ’s Chapel, and any class. In addition, regular attire is required during registration. In all other situations, including in the cafeteria, casual attire regulations are in effect. Winters in Tulsa are often cold, windy, and damp. Each student is advised to bring a warm winter coat, boots for cold and wet weather, gloves, and scarves.

Men Regular Attire Men wear collared shirts (including knit shirts and turtlenecks) tucked into dress, corduroy, neat jeans, or khaki pants. Shirts designed to be worn un-tucked are acceptable. Sweaters and sweatshirts may be worn and need to reflect the lifestyle of the University. Clothing must not have any inappropriate writing on it. Suits, blazers, vests, and sport coats are also appropriate. Men may not

08-07#1 171 wear t-shirts or sleeveless shirts, even over collared shirts. Dress and casual shoes are acceptable, including boots, loafers, sandals, flip-flops, and athletic shoes. Fatigues, sweat pants, shorts, jogging pants, hats, and other headwear are not acceptable for male students when in regular attire. Men are expected to be clean-shaven. Hair should be kept clean, well-groomed, and neat. Exotic hair cuts and unnatural colors are not permitted. Haircuts should allow for half the ear to be showing on the sides. Hair should not touch the back collar. The only permissible facial hair allowed are neatly trimmed mustaches and sideburns, which should be at least a full razor's width from the side of the mouth and must end above the mouth line . Students who are enrolled in only modular and weekend courses are permitted to have neatly trimmed facial hair, including beards.

Casual Attire Casual dress is less restricted than regular attire; however, it is still modest. T-shirts, sweatpants, and hats are acceptable in situations permitting casual attire; however, shirts must be worn at all times in public on campus, including in the student lounges and Aerobics Center, unless the student is sunbathing or engaged in an outdoor sports activity. Sunbathing must be done in the designated areas: the hill to the north of the Quad Towers, between Braxton and Gabrielle Christian Salem Halls, and the ball field (except during ball games). Shorts or swim trunks are acceptable for sunbathing. Hats are acceptable except inside the GC, LRC, cafeteria, and Christ’s Chapel.

Not Permissible The following items are not permissible: •Torn jeans or any excessively torn or tattered clothing. •Shorts in class or inside GC, LRC, Christ’s Chapel, and the cafeteria. •Pajamas (except dorm rooms and halls). •Going shirtless around campus. •Exotic haircuts or hair colors. •Ponytails or hair ornaments on or off campus. •Beards of any type (e.g., goatees, hair under lip). •Makeup (e.g., fingernail polish, eye shadow, lipstick). •Earrings and body piercings (e.g., magnetic, hole openers) on or off campus.

Any questionable attire may be called to the attention of the wearer and referred to the Dean of Men or his staff for evaluation. If found out of compliance, the wearer is expected to change his attire immediately. Failure to comply will result in a disciplinary action.

Women Regular Attire Women may wear dresses, skirts, slacks, (including khakis and corduroy), capris, and neat jeans. All pants should be mid-calf or longer. Collared shirts, blouses, sleeveless shirts, knit shirts, non- athletic t-shirts, and dresses (with straps at least one inch wide), suits, blazers/jackets, sweaters, and turtlenecks are acceptable. Blouses must be modest (long enough to cover midriff) and in good taste, not revealing or sheer. The hems of skirts and dresses must not be shorter than four inches above the middle of the knee. The top of a slit of any skirt and dress must be no more than four inches above the middle of the knee. Shorts, skorts, sweatpants, jogging suits (e.g., velour), and wind pants are not permitted in regular attire. Dress and casual shoes are acceptable, including boots, loafers, sandals, flip-flops, and athletic shoes. Ethnic headwraps are acceptable; however, hats and bandannas are not. The guidelines for university-related functions calling for formal attire include full-length formal gowns with or without straps. Semi-formal gowns (mid calf) should not be strapless. None of the gowns can be low cut in either the front or back.

172 Casual Attire Casual dress is less restricted than regular attire; however, it is still modest (not sheer, tight, or revealing). T-shirts, sweatpants, and hats are acceptable in situations permitting casual attire; however, casual attire does not include items in the not permissible category that follows. Sunbathing must be done in the designated areas: the hill to the north of the Quad Towers, between Braxton and Gabrielle Christian Salem Halls, and the ball field (except during ball games). Bathing suits, sports bras, body suits, etc. are not acceptable for sunbathing.

Not Permissible The following items are not permissible: •Two-piece bathing suits. •Bare midriffs. •Halter tops (blouses and dresses). •Spaghetti straps. •Low-cut necklines. •Strapless or off-the-shoulder attire. •Shorts in class or inside GC, LRC, Christ’s Chapel, and the Cafeteria. •Pajamas (except dorm rooms and halls). •Exotic haircuts or hair colors. •Body piercings (except pierced ears). •Spandex leggings (except under dresses or skirts).

Any questionable attire may be called to the attention of the wearer and referred to the Dean of Women or her staff for approval. If confronted for improper dress code, the wearer will be expected to change her attire immediately. Failure to comply will result in a disciplinary action.

EMAIL In order to provide appropriate and beneficial email service, the following policy is in effect: 1. Each student at ORU is given an email account and email address, which is the address the University uses to correspond with the student. Faculty members may require students to use assigned email addresses for correspondence concerning course work, campus organizations, and other university-related activities. 2. Email attachments that may be needed for future use should be saved in an ifolder, on the student’s computer, or on some other storage device. 3. Students should delete all unnecessary emails and attachments as soon as possible and clean out other folders (especially the “sent” folder) frequently. The “trash” folder is automatically emptied after seven days. 4. Whenever possible, information should be put in the body of the message instead of included as an attachment. Attachments cannot exceed 10 MB. 5. Students leaving ORU in good standing will have their email accounts left enabled for an indefinite period, and they may continue to use the accounts anywhere in the world. ORU has the right to terminate University email accounts for previous students at anytime, with reasonable notice to the email address on record.

FOOD AND DRINK IN BUILDINGS Food and drinks are not allowed in the library. Food and drinks are allowed in the classrooms at the discretion of the teacher. It is the responsibility of the instructor to ensure that all trash is deposited in the receptacles supplied.

NETWORK AND COMPUTER POLICY AND SOFTWARE MANAGEMENT POLICY The ORU Network policy governs the use of the network by the entire ORU community. Faculty members are encouraged to help students understand the importance of the parts addressing ethics and user responsibilities. While the Code of Honor Pledge is the overall guide for a Biblical lifestyle for the ORU

08-07#1 173 community, these policies assist students in applying Biblical standards in a technological world. These policies can be found in the “Policies and Procedures” section in chapter 2 of this handbook.

POLITICAL CAMPAIGN-RELATED ACTIVITIES Oral Roberts University supports the political process and supports the involvement of its faculty and students in exercising their right, as individuals, to participate in this same process. However, care must be exercised on the part of those participants so that the University does not entangle itself in political campaigns because penalties for improper involvement can be significant. Following are several statements directly related to political campaign-related activities of ORU students and faculty or advisors. • Oral Roberts University, as an institution, cannot endorse, sponsor, or oppose a candidate for office. • Members of the Oral Roberts University faculty and administration and other employees of the University are entitled to participate during nonworking hours, as they desire, in the election process as long as (1) they are not acting or speaking in the name of the University, (2) they are not acting at the direction of a University official, and (3) it is clearly expressed that their opinions are not those of the institution • Individual students and student groups of ORU are entitled to participate, as they desire, in the election process as long as (1) they are not acting or speaking in the name of the University, (2) they are not acting at the direction of a University official, and (3) it is clearly expressed that their opinions are not those of the institution. Administrators and faculty should take special care in relation to such proposed activities [by students] to avoid the appearance of institutional endorsement. • It is a common academic practice for students to be engaged in activities that utilize processes learned in the classroom. In specialty fields such as government, student groups are sometimes involved in political campaigns, issue debates, and/or field work related to the political process. The purpose of these activities is to apply the principles learned in the classroom. • ORU resources (office space, supplies, telephones, etc.) cannot be used for the support of a candidate for office.

This is not an exhaustive list of rules concerning political involvement for Oral Roberts University faculty, staff, and students, and violation of this policy may result in disciplinary action. Faculty members or advisors with questions should contact the Vice President for University Relations for further information.

PRIVACY ACT (FERPA) By law, students are entitled to privacy regarding their records. The Family Educational Rights and Privacy Act (FERPA) of 1974, as amended, sets forth requirements designed to protect the privacy of student education records. The law governs access to records maintained by educational institutions and the release of information from those records. All employees of Oral Roberts University (or Oral Roberts Evangelistic Association or any of its affiliates), which include administrative, academic, staff, and student workers, are required to abide by the policies governing review and release of student education records. Each employee holds a position of trust and must recognize the responsibility entrusted to him or her in preserving the security and confidentiality of student information. To help maintain student privacy, ORU issues Z-numbers for I.D. instead of using Social Security numbers. Specific guidelines are listed in the section titled “Privacy and Release of Student Information” in chapter 2 of this handbook.

PROBATION AND SUSPENSION

Academic Students are expected to make satisfactory progress toward a degree certificate or other approved objective to be eligible to continue enrolling in the University. A probation list, based on student academic achievement for the previous 12 months, is compiled once each year prior to the fall semester. Students placed on probation fall into one of the following categories: 174 1. full-time students enrolled for the last two regular semesters but having earned fewer than 24 hours in the last 12 months; 2. full-time students enrolled for one regular semester but having earned fewer than 12 hours in the last 12 months; 3. part-time students not earning two-thirds of the hours they attempt; or 4. students whose grade-point averages fall below the minimums required for total quality hours that can earn grade points attempted in ORU undergraduate programs:

Total Quality Hours Attempted Minimum GPA Required 1-32 1.5 33-64 1.75 More than 64 2.0

Students are removed from probation when they submit additional academic work sufficient to raise them to the minimum requirements. Normally, students who are not removed from the probation list after one full year are suspended. Students on probation are generally not eligible for financial aid. Students accepted into the University on probationary status are subject to the same policies as students placed on probation. Graduate students should consult the graduate academic standing policies in the appropriate graduate school sections. Upon recommendation of the dean of the school and approval of the Executive Vice President for Academic Affairs and Provost, a student may be placed on probation or may be suspended at any time for severely inadequate academic work. Such suspension may either be temporary or permanent.

Health and Physical Education Standards Every student is required to make satisfactory progress toward physical fitness. ORU wants its graduates to be mentally alert, spiritually alive, physically disciplined, and socially adept. For this reason, all undergraduate students taking a minimum of 12 hours, exclusive of correspondence courses, are required to enroll in and pass an HPER activity course each semester. Study Abroad students are not required to participate in an HPER activity course during their study abroad semester(s). Students may enroll in any one HPER activity course only twice for credit. An incomplete grade does not satisfy the HPER requirements. Graduate students, students in the School of LifeLong Education, and students 45 years of age or older are not required to take the swimming proficiency test. Student progress is evaluated each semester. Students not fulfilling ORU’s physical fitness requirements during the previous semester are placed on HPER probation. A student may be placed on HPER probation for failing to successfully complete an HPER activity course or for failing to enroll in an activity class or classes. Students who are not removed from the probation list after one semester are suspended. Students on HPER probation or suspension are not eligible to graduate from the University.

Behavior and Honor Code Students are expected to follow the Honor Code and all ORU rules and regulations relating to proper behavior concurring with the University lifestyle. Any violation of the Honor Code in its written form, its principles, or its spirit is dealt with accordingly. Reports of conduct that is offensive, unacceptable, destructive, or in violation of University regulations are made to the office of the appropriate dean, who reviews the complaint and is responsible for handling it on a person-to-person basis. Procedures for behavior and Honor Code violations are enumerated in the Student Handbook. Penalties for violation of University regulations may include one or more of the following: a reprimand, specified restriction, penalty (including monetary), probation, withdrawal from classes, suspension, and/or expulsion. When students are placed on probation, their records are put on disciplinary hold, the probation is recorded in their permanent files, and parents of dependent students are notified. Students may also be removed from positions held on campus.

08-07#1 175 Disciplinary holds are removed when students make amends and are no longer on probation. Students suspended from the University may apply for readmission after one year; students expelled are not allowed readmission.

POLICY EXCEPTIONS Policy Exception forms are needed for students seeking to be excused from specific University policies, such as adding or dropping a course after the deadline. They are also needed to accompany the Change of Grade form if the grade change is anything other than changing an incomplete (I) to a letter grade. Policy Exception forms need the signatures of the academic department chair and the school dean before being sent to the Registrar’s Office where the decisions are made. Students are notified when their forms have been approved or not.

SEVERE WEATHER The University has a plan for notifying students (including off-campus students) if classes are to be canceled. More information is available on “Policies and Procedures” section of chapter 2 in this handbook.

SPONSORING CLUBS AND ORGANIZATIONS

STUDENT-FACULTY CO-CURRICULAR RELATIONS The University works toward creating an atmosphere of mutual understanding and appreciation between faculty and students, both in and out of the class-room. Faculty members are encouraged to attend social functions and sports events, to act as chaperons, and to serve as advisers to clubs and other organizations. The Student Senate, with the concurrence of the Administration, determines the eligibility of group organizations and passes on petitions from the groups to decide whether they may be recognized by the student government. Such an organization may have had a sponsor prior to petitioning the Senate for recognition, in which case the sponsor may become the adviser if approved by the Administration. The adviser's role is to attend all meetings, help students clarify the goals of their organization, motivate the improvement of leadership and democratic processes, interpret applicable University policies and procedures, and direct students toward purposeful endeavors. All approved social events must be attended by at least one faculty sponsor or chaperon. Faculty members are expected to accept their fair share of chaperoning duties.

SPONSORING ACTIVITIES Faculty members may sponsor University-related student activities but must take care to avoid high risk activities that might endanger students and inappropriate activities that are inconsistent with the ORU lifestyle. Clubs and organization are required to complete Activity Request forms, which are available from the Student Affairs Office. Sponsors must be approved prior to the event.

STUDENT CLUBS ORU has numerous clubs on campus, designed to meet student interests. There are clubs related to academic departments (e.g., Spanish, music, pre-law, marketing, chemistry), athletic activities (e.g., Blue Crew, Mabee Maniacs), leadership and politics (e.g., Model United Nations, Knesset), and student needs (e.g., single parents, international students). The Student Handbook has a more complete listing of clubs.

HONOR SOCIETIES ORU has several honor societies, many of which are regionally or nationally affiliated. Membership guidelines vary. • Accounting Honor Society—emphasizes service as the basis of the accounting profession. • Alpha Epsilon Delta—a premed honor society that emphasizes scholastic achievement. • Alpha Lambda Delta—an academic honor association for freshmen. 176 • Alpha Psi Omega—promotes dramatic arts activities on campus. • American Chemical Society—an honors chemical society. • Gamma Beta Phi—an academic honor society that serves the Tulsa community by volunteering. • Kappa Delta Phi—an education honor society. • Kappa Mu Epsilon—a society for mathematics students who complete two semesters of calculus. • Pi Delta Phi—a French honor society. • Sigma Delta Pi—a Spanish Honor society. • Sigma Tau Delta—an honor society for English majors. • Sigma Theta tau—a nursing honor society • Tri-Beta—an honor society for biology students.

LEADERSHIP ACADEMY The Leadership Academy helps create an environment to foster student growth in knowledge, skill, wisdom, character, and spirit. The Leadership Academy operates with the following premises: (1) all students are potential leaders, (2) leadership development occurs within community, (3) leadership fosters change and healing in people and organizations, and (4) leadership must come from Biblical values. Leadership Academy activities include classes, extra-curricular activities, leadership opportunities, a student-led conference called “Ignite,” various seminars and workshops, and mentoring relationships.

OUTREACH MINISTRIES Because Oral Roberts Univesity is part of a Christian ministry, students are encouraged to go on mission trips to help carry out ORU’s vision “to go into every person’s world,” and annually 325-350 students go on missions. Besides providing ORU students with leadership training, team-building skills, and cross-cultural experiences, teams share the love of Christ through various focuses, such as traditional healing and evangelism, medicine, disaster relief, music, and athletics. Mission trips range from one week to two months and may take place during school breaks (fall, Christmas, and spring) or during summers. Destinations may be within the United States (such as a rural area or inner city) or worldwide (including Mexico, Japan, Africa, Iceland, Brazil, and Australia). Students wanting to go on missions need to sign up early, such as after the annual missions chapel or at “Rush Night” early in the fall. Students prepare for the trips by studying the culture, preparing spiritually, fundraising, and building teams relationships through activities such as ropes courses. Local outreach is available through the Community Outreach Program and other specific campus groups, such as the Honors Program (which works with underprivileged children), the School of Nursing (which works with medical care in rural areas), and the School of Education (which has adopted an “at risk” school). Community Outreach has 35 student-led teams and offers hundreds of opportunities for students to minister to local neighborhoods in such ways as evangelism, tutoring, painting homes, and distributing food. Community Outreach chapel and Rush Night provide opportunities for students to learn about the different outreaches. Students are able to sign up and join a team anytime during the year. More information is available on the ORU Website under the “Diversity Information” heading in the “About ORU” section.

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APPENDIX A

ORGANIZATIONAL CHART

A reference in this document to employee, student, inventor, party, or sponsor is considered to include male or female, singular or plural, in agreement with the text of this document.

Revised August 2007 178

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APPENDIX B

COPYRIGHT POLICY

A reference in this document to employee, student, inventor, party, or sponsor is considered to include male or female, singular or plural, in agreement with the text of this document.

Revised July 2005

182

08-07#1 183 COPYRIGHT POLICY

GENERAL PRINCIPLES Oral Roberts University recognizes that a part of its educational mission is to encourage the production of creative works of literature, art, instructional material, etc., on the part of its faculty and other employees. Creative works may result entirely from the volition and personal time of a faculty member, may be entirely the result of an employee’s performance of his duties for the University, or may be a combination of these two. This copyright policy sets fort the terms and conditions under which copyrights of creative works are owned and licensed for the mutual benefit of the University and its employees. This policy is promulgated by, and is to be interpreted under, the provision of and in conformity with the copyright laws of the United States, specifically Title 17 USC, paragraphs 101 through 810.

DEFINITIONS 1. “Creative work” as used herein means any original work of authorship fixed in any tangible medium of expression, including literature, music, drama, pantomimes, choreography, pictorial, graphic and sculptural works, motion pictures and audiovisual works, and sound recordings. “Creative work,” as used herein, does not include ideas, procedures, processes, systems, methods of operation, concepts, principles, or discoveries, regardless of the form in which they are described, explained, or illustrated. “Creative works” are also referred to as “work” herein. 2. The originator of any “creative work,” regardless of the form, is termed the “author.” If a “creative work” is the effort of more than one person, the coordinators shall be collectively referred to as the “author.” 3. A “work made for hire” is (1) a creative work prepared by employees of Oral Roberts University within the scope of their employment; or (2) a creative work specially ordered or commissioned by Oral Roberts University for use as a contribution to a collective work, part of a motion picture or other audiovisual work, translation, supplementary work, compilation, instructional text, test, answer material for a test, or atlas if the author and Oral Roberts University expressly agree in writing signed by them that the work shall be considered a “work made for hire.” 4. “University” means Oral Roberts University, Tulsa, Oklahoma. 5. “Employee” means any staff member, administrator, teacher, professor, student teacher, and any and all other employees receiving a salary or other compensation from the University, whether full time or part time. Anyone on a leave of absence or sabbatical who is not drawing compensation during such time is not an employee for purposes of this policy during such leave of absence or sabbatical. A consultant, or other person under contract to perform a designated service for the University, shall be deemed an “employee” for the purposes of this policy during the performance of such designated service as to any creative work arising out of the performance of such designated service, unless his contract for services provides otherwise. 6. “Student” means any person enrolled in any course of study at Oral Roberts University at the time any research, discovery or invention occurs in part or in whole as a result of such student involvement. 7. “University facilities” means its laboratories, laboratory equipment, supplies, testing equipment and other physical facilities; audiovisual recording, reproduction, and play-back facilities; computer equipment, whether owned or leased, including computer software; and University employee time, including clerical or secretarial time. “University facilities” as used herein does not include the University’s libraries or books, reports, or other written materials that are available to the public or the use of an employee’s office and office equipment during nonworking hours. If an employee utilizes the University’s equipment for reproducing printed matter, of a type such as manufactured by Xerox or other similar equipment, such shall not be considered University facilities if the University is reimbursed for the actual expense of the copies produced.

184 RIGHTS OF THE UNIVERSITY AND ITS EMPLOYEES It is a policy of Oral Roberts University to recognize the interests of its employees, sponsors, and other cooperating or participating agencies and to recognize that creative work may arise as the result of effort of its employees, and that rights to such creative work may be vested in the employees, in the University, in sponsors and other cooperating or participating agencies, or jointly in any of these entities. It is the policy of the University to equitably protect the rights of the University, its employees, sponsors, or other cooperating or participating agencies as set forth below:

Creative Work by Authors at Their Own Volition The copyright of creative work produced by employees shall be owned by the employees, if produced under any of the following conditions: 1. Work produced exercising their own volition and their own time outside of their assigned University duties. 2. Work produced in furtherance of their profession or in furtherance of the science, knowledge, or art of their professional discipline even though done in part on University time or at nominal expense of the University if the work is not produced at the written request of employee’s superior, the work is not done specifically for the University, or the production of the work does not involve substantial expense to the University.

Work Created for the University or at the University’s Expense When any creative work is produced under any of the following conditions, the work shall be considered a work for hire, and copyright therein, shall be the property of the University: 1. The creative work is produced by authors as a result of the direct written assignment of their superior or as part of their responsibility as an employee of the University, whether the work is accomplished with or without using University facilities. 2. The creative work is produced by authors on their own volition, and not in response to a direct assignment by their superior, but wherein the work has been accomplished at substantial expense to the University.

Questions of whether the production of a work has been made with substantial expense or only at nominal expense to the University shall be resolved by the Copyright and Patent Committee.

Work Financed by a Sponsor or Other Agency Where creative work is undertaken by an author in response to a contractual arrangement between the University and a sponsor or other cooperating or participating agency, the copyright ownership of the creative work shall be governed by the terms of the contract between the University and the sponsor.

COMPENSATION OF AUTHORS In those cases where the University has full ownership of the rights in a creative work, the University may be privileged to utilize such creative work, including reproductions thereof, without obtaining the permission of, or without paying royalties to the author, such use to be limited on campus to any of the following: 1. Educational, public, or private presentation pursuant to University business. 2. Instructional or curricular use. 3. Use related to student activities.

In all other cases where the creative work is used by the University, singly or in conjunction with other media, in an off-campus presentation, distribution, seminar, or similar use, and where the University derives income from such presentation, distribution, seminar, or similar use, the employee who created the work shall be entitled to a reasonable sum, to be determined by the Copyright and Patent Committee.

08-07#1 185 In those cases where the employee has full ownership of the rights in a creative work, the University may use the creative work only if the University and the employee agree to such use by a separate agreement. Such agreement shall contain, among other things, the nature of the proposed use, and compensation to the employee for use. In those cases where the Copyright and Patent Committee has determined that the University has the right to hold full ownership of the creative work, the University shall pay all expense in connection with filing the copyright, licensing and marketing the work. The University shall be entitled to full reimbursement of expenses incurred in obtaining the copyright or in licensure and/or marketing of any work, from the initial proceeds of the work. Such reimbursement shall take place prior to compensation of the author. In cases where the University owns a creative work and where the University receives royalties or other income from selling or licensing the use of such creative work, the author shall be entitled to share in such royalties and other income as follows: 1. From the initial proceeds of the license of the creative work, the author shall receive 25% and the University 75% until the proceeds received by the University fully compensate the University for funds invested in the project which resulted in the creative work. The Copyright and Patent Committee shall determine the amount necessary to fully compensate the University for funds invested in the production of a creative work. 2. After the University has been fully compensated for its investment in the project that resulted in the creative work, the proceeds received by the University from the license or sale of such creative work shall be divided 50% to the author and 50% to the University.

In an effort to stimulate entrepreneurial activity among the faculty, 50% of receipts going to the University as a result of copyrights and patents will be allocated in the following manner: 15% to the University, and 35% to the Faculty Research Seed Fund. The amount owed to an author hereunder shall not be affected by any termination of the author’s employment with the University. If more than one author contributes to the creative work so licensed or sold, the co-contributors shall be treated as co-authors and share equally in the proceeds provided herein, unless an agreement between the co-authors provides otherwise. The Copyright and Patent Committee shall settle any disagreement as to who is an author or co-author of a creative work, or as to the division of royalties and payments between co-authors. In cases where a work is created jointly by an employee of the University and one or more co- authors who are not employees and where the work is classed as a work for hire as provided herein as to the employee of the University, and wherein a share of the royalties or other income from the work is received by the University, then such share of the royalties or other income received by the University shall be divided with the employee in the manner provided herein.

REGISTRATION OF COPYRIGHT When an employee of the University, in the course of activities that constitute a portion of work performed specifically for and at the request of the University or that was made using University facilities, as heretofore defined, produces a creative work, a disclosure of the work shall be submitted to the Copyright and Patent Committee via a department head or school dean. The Executive Vice President for Academic Affairs and Provost, upon recommendation of the Copyright and Patent Committee, shall determine whether the University desires to register the copyright in the work, taking into consideration the right of any governmental agencies or the right of any individuals or companies that might have sponsored the work. Upon first review the committee may decide (after consultation with appropriate deans, directors, and department heads) that the University is not interested in pursuing copyright protection of the work, and if such is the decision of the committee, the committee shall promptly request the Executive Vice President for Academic Affairs and Provost, or designated representative, to sign a release as agent for the University releasing to the author any right, title, and interest the University may have in the work. The author may then pursue whatever policy he or she desires regarding the work. If the committee is of the opinion that worthwhile copyright prospects exist in which the University would be interested, the committee shall 186 recommend that the Executive Vice President for Academic Affairs and Provost forward the work for registration of the copyright, or take other such action as required to protect the University’s and author’s rights in the work.

CONTRACTS If any organization, company, corporation, governmental agency, or individual contracts with the University to produce a creative work, or other scholarly endeavor, the handling of all results of such activity, including the copyright in the creative work, shall be determined by the provisions of the contract existing between the institution and the contracting entity under which such activity is performed. If contract performance is under an agreement that makes no provisions for copyright protection of creative work, it will be understood that no agreement was intended regarding the copyright or copyrights and that the same will be the property of the University. Creative work made thereunder shall be handled in accordance with the provisions of this Copyright Policy.

GRANTS When organizations, companies, corporations, governmental agencies, or individuals make grants to the University, the rights to copyright in creative works arising from such grants will remain with the University and be subject to the other provisions of this policy unless the agreement by which the grants are made, or applicable governmental laws or regulations, specifically provide for the transfer of such copyrights.

LICENSING PROCEDURE It is the intention of the University to issue licenses under its copyrighted creative works in an expeditious manner except in those creative works that the University desires to retain in a proprietary category. This procedure shall consist in aggressive efforts to contract business organizations for the purpose of interesting them in publishing agreements. This shall be accomplished by contacting publishers directly or any other method deemed feasible by the Copyright and Patent Committee.

Types of Licenses Granted The Executive Vice President for Academic Affairs and Provost may, on behalf of the University and upon recommendation of the Copyright and Patent Committee, grant to proposed publishers one of the following categories of licenses: 1. Exclusive, irrevocable licenses to publish, perform, or display for a specified period of time including duration of the copyright with or without a royalty fee. 2. Nonexclusive, irrevocable right to publish, perform, or display for a specified period of time including duration of the copyright with or without a royalty fee. 3. Nonexclusive, revocable right to publish, perform, or display for a specified period of time, with or without royalty fee.

All licensing will be issued in the name of the University. The Executive Vice President for Academic Affairs and Provost shall, upon request or as otherwise appropriate, make or cause to be made to the Board of Regents of the University reports concerning creative works owned by the University, including the copyright protection thereof, licensing of such works, and relationships with authors.

COPYRIGHTED WORKS ARISING FROM U.S. GOVERNMENT AGENCY With respect to copyrights arising out of creative works originated under a program sponsored in whole or in part by U.S. Government funds, the University, in the absence of specific provisions in the research contract, will do the following: 1. Grant to the U.S. Government an irrevocable, nonexclusive, nontransferable, royalty-free license under each such copyright.

08-07#1 187 2. On request, furnish the U.S. Government Agency duly-executed instruments fully confirmatory of each said copyright license.

ACCEPTANCE OF POLICY BY EMPLOYEES AND STUDENTS All employees and students of the University, by their acceptance of employment, their continuance in the employment of the University, or their student status, shall be deemed to have accepted and agreed to this statement of Copyright Policy and the procedures to be promulgated pursuant hereto.

RIGHT OF APPEAL Any party affected by the recommendations or decisions made by the Executive Vice President for Academic Affairs and Provost, Copyright and Patent Committee, or representatives thereof, has the right to appeal such decision or recommendation to the committee. The party has the privilege of being represented by legal counsel at such hearing.

EXCEPTIONS TO POLICY Exceptions to the policies herein provided may be authorized only by the Board of Regents, upon the recommendation of the Copyright and Patent Committee and the Executive Vice President for Academic Affairs and Provost.

AMENDMENTS This policy may be changed, altered, amended, annulled, or revoked at any time by the Board of Regents of the University, provided, however, no such action shall affect or change any rights of any person theretofore vested hereunder. 188

08-07#1 189

APPENDIX C

PATENT POLICY

A reference in this document to employee, student, inventor, party, or sponsor is considered to include male or female, singular or plural, in agreement with the text of this document.

Revised January 2002

190

08-07#1 191 PATENT POLICY

GENERAL PRINCIPLES Technical information, discoveries, inventions, and patents resulting from investigation or research conducted by employees of the University (1) that are financed in whole or in part from funds administered by the University, or (2) are a direct result of an employee’s duties with the University, or (3) are made by the utilization of University resources or facilities, are the property of the University and shall, on request, be assigned to the University or its representative, unless the University relinquishes its rights therein to the inventor.

DEFINITIONS 1. “University” means Oral Roberts University, Tulsa, Oklahoma. 2. “Employee” means any staff member, administrator, teacher, professor, student teacher, and any and all other employees receiving a salary or other compensation from the University, whether full time or part time. Anyone on a leave of absence or sabbatical who is not drawing compensation during such time, is not an employee for purposes of this policy during such leave of absence or sabbatical. A consultant, or other person under contract to perform a designated service for the University, shall be deemed an employee for the purposes of this policy during the performance of such designated service as to any invention or patent arising out of the performance of such designated service, unless his contract for services provides otherwise. 3. “Student” means any person enrolled in any course of study at Oral Roberts University at the time any research, discovery or invention occurs in part or in whole as a result of such student involvement. 4. “University facilities” means its laboratories, laboratory equipment, supplies, testing equipment and other physical facilities; audiovisual recording, reproduction, and playback facilities; computer equipment, whether owned or leased, including computer software; and University employee time, including clerical or secretarial time. University facilities as used herein, does not include the University’s libraries or books, reports, or other written material that are available to the public or the use of an employee’s office and office equipment during nonworking hours. If an employee utilizes the University’s equipment for reproducing printed matter, of a type such as manufactured by Xerox or other similar equipment, such shall not be considered University facilities if the University is reimbursed for the actual expense of the copies produced.

RIGHTS OF THE UNIVERSITY AND ITS EMPLOYEES It is the policy of the University to recognize the interests of its employees, sponsors, and other cooperating or participating agencies and to recognize that inventions and patents may arise from investigation and research undertaken which affect the equities of the participating parties. Equity rights may be vested in one of the following ways, as determined by the Executive Vice President for Academic Affairs and Provost upon the recommendation of the Copyright and Patent Committee: (1) full ownership rights held by the University alone; (2) full ownership rights held by the inventor(s) alone; or (3) shared ownership rights held between the University and inventor(s). These are set forth below.

Research Financed by the University Any invention made as a result of research financed wholly by the University, utilizing funds the University is free to expend without accountability, shall belong to the University, and any patent issued on such invention shall belong to the University. However, the inventor or inventors may be rewarded for the invention as provided for in the section below entitled “Compensation of Inventors.”

Sponsored Research The investigation or research shall be prosecuted under a written agreement between the University and the Sponsor setting forth the rights and ownership of inventions or patents that result

192 therefrom. Normally, such agreement will provide, among other things, that ownership will be vested in the University as provided in the paragraph above entitled “General Principles,” and that the sponsor will be granted a nonexclusive license to make, use, and vend, but not to sublicense the invention. Exceptions and variances to the form of agreement to be entered into between the University and the sponsor may be approved by the Executive Vice President for Academic Affairs and Provost, pursuant to recommendations of the Copyright and Patent Committee. The inventor or inventors may be the recipient(s) of compensation for the discovery or invention as provided for in the written agreement or as provided for in the section below entitled “Compensation of Inventors.”

Research Performed by Employees in Part on Their Own Time and at Their Own Expense Discoveries or inventions made at the substantial expense of both the University and the individual, and/or with significant use of university research facilities shall be reported to the Copyright and Patent Committee, which may reach a decision finding a division of ownership rights existing in the discovery or invention. Upon making this funding, the committee shall recommend to the Executive Vice President for Academic Affairs and Provost that the finding of the committee be approved and that compensation be awarded to the inventor(s) as provided in the section below entitled “Compensation of Inventors.” All decisions and recommendations of the committee are to be made to the Executive Vice President for Academic Affairs and Provost at the earliest possible opportunity.

Investigations or Research Performed by Employees Wholly on Their Own Time and at Their Own Expense When a discovery or invention is made substantially at the expense of the individual, without significant use of University research facilities, as determined by the Executive Vice President for Academic Affairs and Provost upon recommendation of the Copyright and Patent Committee, the results will be the private property of the individual. Pursuit or prosecuting the patent and securing subsequent licensure and marketing will be the sole responsibility of the employee.

COMPENSATION OF INVENTORS Ownership rights to an invention, discovery or other patentable product as discussed above, shall determine the method of compensation to be awarded the inventor(s). When the Executive Vice President for Academic Affairs and Provost, upon recommendation of the Copyright and Patent Committee, desires to procure a patent on that invention, discovery, or other patentable product, the University shall pay all expenses in connection therewith. The University shall be entitled to full reimbursement of expenses incurred in obtaining the patent or in licensure and/or marketing of any invention, discovery or other patentable product, from the initial proceeds of the invention, discovery or patentable product. Such reimbursement shall take place prior to compensation of the inventor(s). In those cases where the University has full ownership rights in the invention or where the University receives royalty or other income from an invention made by an employee, the inventor’s compensation shall be determined as follows: 1. From the initial proceeds of an invention after the University’s patent, licensure, and/or marketing expenses have been satisfied, the inventor shall receive 25% and the University 75% until the University is fully compensated for the funds invested in the research project which resulted in the invention. 2. After the University has been fully compensated for its investment in the research project that produces an invention, the proceeds shall be divided 50% to the inventor and 50% to the individual. 3. In an effort to stimulate entrepreneurial activity among the faculty, 50% of receipts going to the University as a result of copyrights and patents will be allocated in the following manner: 15% to the University and 35% to the Faculty Research Seed Fund.

08-07#1 193 Where the University and the inventor share ownership rights, the inventor is to be compensated by an award commensurate with his/her percentage ownership as determined by the Copyright and Patent Committee. The amount owed to an inventor hereunder shall not be affected by any termination of the inventor’s employment with the University. If more than one inventor contributes to an invention, the co-inventors shall share equally the proceeds provided herein, unless an agreement between the co- inventors provides otherwise.

PATENT-SPECIFIC COMMITTEE FUNCTIONS The University Copyright and Patent Committee, in addition to the functions heretofore described in the Copyright Policy, considers and makes recommendations to the Executive Vice President for Academic Affairs and Provost concerning the following matters: 1. Changes and improvements in the University policies and procedures affecting research, inventions, and patents. 2. Whether or not an application for a patent should be made on any particular invention. 3. Whether an invention should be released to the sponsor or to the inventor or inventors. 4. The division of rights in inventions and the compensation to be paid the inventor or inventors. 5. The conduct of hearings to resolve any issue raised by this policy; such as the proper distribution of rights or compensations between an inventor and the University or a sponsor.

Patent-Specific Committee Procedure

Invention Disclosures Arising from University Staff Work When a member or members of the staff of the University, in the course of activities that constitute a portion of work performed for and on behalf of the University, or that was made using University research facilities, creates an invention, a full disclosure of the invention shall be submitted to the Copyright and Patent Committee via a department or school head. The committee, acting for the Executive Vice President for Academic Affairs and Provost, shall determine whether the University desires to investigate the patentable prospects of the invention, taking into consideration the right of any governmental agencies or the right of any individuals or companies which might have sponsored the work resulting in the invention. Upon first review, the committee may decide (after consultation with appropriate deans, directors, and department heads) that the University is not interested in pursuing the patentability of the disclosure, and if such is the decision of the committee, the committee shall promptly request the Executive Vice President for Academic Affairs and Provost, or designated representative, to sign a release as agent for the University releasing to the inventor(s) any right, title, and interest the University may have in the disclosure. The inventor(s) may then choose the policy to pursue regarding the invention. If the committee is of the opinion that worthwhile patentable prospects exist in which the University would be interested, the committee shall forward the invention for a preliminary patentability opinion. Upon receiving the preliminary patentability opinion, the committee may again consider the prospects of the invention and determine whether the University desires to pursue the patenting of the invention. If the committee decides that it shall not pursue the invention further, it will, forthrightly, recommend to the Executive Vice President for Academic Affairs and Provost that all rights to the invention be released, as stated above; however, the committee shall recommend that a stop right to the invention be retained, if appropriate.

CONTRACTS If an organization, company, corporation, governmental agency, or individual, contracts with the University to perform research work, or other scholarly endeavor, the handling of all results of such activity, including the patentable inventions, shall be determined by the provisions of the contract existing between the institution and the contracting entity under which such activity is performed. If contract performance is under an agreement that makes no provisions for patentable discoveries and inventions, it will be understood that no agreement was intended regarding these discoveries.

194 Discoveries made thereunder shall be handled in accordance with the provisions of this patent policy and the University shall retain the complete right, title, and ownership of the patent rights.

GRANTS It is understood when organizations, companies, corporations, governmental agencies, or individuals made grants to the University, that rights to patentable discoveries and inventions arising from such grants will remain with the University and be subject to the other provisions of this policy unless the agreement by which the grants are made or applicable governmental laws or regulations specifically provide for the transfer of such inventions.

LICENSING PROCEDURE It is the intention of the University to issue licenses under its inventions and discoveries in an expeditious manner. This procedure shall consist in aggressive efforts to contract business or governmental organizations for the purpose of interesting these entities in the acceptance and utilization of a patent license. This shall be accomplished by contacting business directly, advertising in leading trade journals, or any other method deemed feasible by the Copyright and Patent Committee.

Types of Licenses Granted The Executive Vice President for Academic Affairs and Provost may, on behalf of the University, and upon recommendation of the Copyright and Patent Committee, grant to proposed licensees one of the following categories of licenses: 1. Exclusive, irrevocable licenses to use for a specified time, including duration of the patent, with a royalty fee. 2. Nonexclusive, irrevocable right to use for a specified time, including duration of the patent with a royalty fee. 3. Nonexclusive, revocable right to use for a specified period of time, with or without royalty fee, for test marketing a product.

All licensing will be issued in the name of the University. The Executive Vice President for Academic Affairs and Provost shall, upon request or as otherwise appropriate, make or cause to be made to the Board of Regents of the University reports concerning patent searches, patent applications, and/or patent licenses.

PATENT RIGHT ISSUED U.S. GOVERNMENT AGENCIES With respect to patents arising out of inventions made under a program sponsored in whole or in part by U.S. Government funds in which the invention is first reduced to practice or a patent application filed thereon during the performance of the research contract, the University will, in the absence of specific provisions in the research contract: 1. Grant to the U.S. Government an irrevocable, nonexclusive, nontransferable, royalty-free license to practice or have practiced for its benefit only, each invention (whether or not patentable) throughout the world; 2. Advise the U.S. Government Agency of the filing of each patent application in any country and furnish a copy thereof to the U.S. Government Agency; 3. Give the U.S. Government Agency the right to file patent application(s) for any invention on which the University does not intend to file, as to which inventions the Government is to be granted sole and exclusive title; and 4. On request, furnish the U.S. Government Agency duly executed instruments fully confirmatory of said license and/or title rights.

ACCEPTANCE OF POLICY BY EMPLOYEES AND STUDENTS All employees and students of the University, by their acceptance of employment, their continuance in the employment of the University, or their student status, shall be deemed to have

08-07#1 195 accepted and agreed to this statement of Patient Policy and the procedures to be promulgated pursuant hereto.

RIGHT OF APPEAL Any party affected by the recommendations or decisions made by The Executive Vice President for Academic Affairs and Provost, Copyright and Patent Committee, or representatives thereof has the right to appeal such decision or recommendation to the committee. The party has the privilege of being represented by legal counsel at such hearing.

EXCEPTIONS TO POLICY Exceptions to the policies herein provided may be authorized only by the President and Chief Executive Officer or Executive Vice President for Academic Affairs and Provost of the University.

AMENDMENTS This policy may be changed, altered, amended, annulled, or revoked at any time by the Board of Regents of the University, provided, however, no such action shall affect or change any rights of any person heretofore vested hereunder.

196

08-07#1 197

APPENDIX D

UFA CONSTITUTION AND BYLAWS

UNIVERSITY FACULTY ASSEMBLY ORAL ROBERTS UNIVERSITY

Originally Approved April 8, 1991 Revised October 9, 2000

198

08-07#1 199 UFA CONSTITUTION AND BYLAWS

ARTICLE I Name

The name of this body shall be the “University Faculty Assembly” of Oral Roberts University.

ARTICLE II Mission Statement Section 1 The mission of Oral Roberts University—in its commitment to the Christian faith—is to educate the whole person in spirit, mind, and body, thereby preparing its graduates to be professionally competent servant-leaders who are spiritually alive, intellectually alert, physically disciplined, and socially adept. The University seeks to synthesize the best traditions in liberal arts, professional, and graduate education with a charismatic emphasis to enable students to go into every person’s world with God’s message of salvation and healing for the totality of human need.

Section 2 It is the mission of the University Faculty Assembly of Oral Roberts University to implement the stated mission of the University.

Section 3 The University Faculty Assembly shall maintain a Christian philosophical framework and promote social interaction among the entire faculty by providing a practical expression of the essential unity of the individual schools, which constitute Oral Roberts University.

ARTICLE III Authority

All authority exercised by the University Faculty Assembly is expressly conferred by the Board of Regents of Oral Roberts University.

ARTICLE IV Members

Section 1 Membership of the body shall consist of all persons holding regular faculty appointments.

Section 2 Adjunct faculty are invited to participate but shall not have voting privileges.

Section 3 Deans are invited to participate but shall not have voting privileges.

Section 4 Administrative officers appointed by the Board of Regents are ex-officio members.

ARTICLE V Organizational Function

Section 1

200 The University Faculty Assembly has the following functions: A. To promote corporate identity and vision, including upholding the Oral Roberts University mission. B. To encourage each school to accomplish its mission within the University and the broader community of faith. C. To facility communication and fellowship. D. To provide for faculty development, recognition, spiritual growth, and academic excellence. E. To foster community service and outreach. F. To oversee the undergraduate general education curriculum. G. To make, review, and offer advisement on University personnel matters and academic policies affecting the entire University.

Section 2 The faculty of each school shall be the decision-making body for that school in all educational, governance, and faculty personnel matters.

ARTICLE VI Executive Committee

Section 1 The Executive Committee shall serve as the executive board of this body.

Section 2 Each school shall elect a representative, who shall serve as a vice president, and an alternate representative who may serve in the absence of the regular representative.

Section 3 The Executive Committee shall consist of the representatives from each school.

Section 4 The office of president, president-elect, and secretary-treasurer shall rotate each year among members of the Executive Committee. Executive Committee Officers shall perform their respective duties at the University Faculty Assembly and Executive Committee meetings. The order of rotation of these offices shall be based upon the alphabetical order of the schools as determined by the Executive Committee. If a representative from a school cannot serve, the UFA Alternate from that school shall serve in his or her stead.

Section 5 All officers shall perform the duties prescribed by the Constitution and Bylaws and by the parliamentary authority adopted by the University Faculty Assembly.

Section 6 The representative from each school shall serve a term of two years. The election shall be based upon a staggered, two-year term of office.

Section 7 The term of office for the president, president-elect, and secretary-treasurer shall be one year.

Section 8 The Executive Committee shall coordinate the activities of established standing and special committees.

08-07#1 201 Section 9 A majority of the Executive Committee shall constitute a quorum.

Section 10 Official business that requires matters to be voted upon shall be conducted only upon prior notice to the representative or alternate of each school. Called meetings may be held with the consensus of the representatives.

ARTICLE VII Meetings

Section 1 Times reserved for the meetings of the University Faculty Assembly shall be determined and announced at the beginning of each fall and spring semester in accordance with the current University calendar.

Section 2 Meetings shall be determined by need and shall be held on an announced basis within the announced reserved times.

Section 3 Except in cases of emergency, meetings will be held on the regularly scheduled basis.

Section 4 Emergency meetings shall require a written notice delivered to the representative or dean of each school at least 24 hours in advance.

Section 5 A majority of the regular faculty shall constitute a quorum.

Section 6 The Executive Committee shall prepare the agenda for the meetings of the University Faculty Assembly.

ARTICLE VIII Committees

Section 1 Members of each standing and special committee shall be appointed by the Executive Committee and shall be approved by the University Faculty Assembly.

Section 2 Each school shall have the opportunity to name at least one representative for each committee.

Section 3 Committee chairs may be elected by each respective committee or appointed by the Executive Committee and ratified by the committee.

Section 4 The committees and committee activities shall include but not be limited to the following: A. Committees—Executive, Community Relations, Curriculum, Faculty Enrichment, Faculty Chapel, Faculty Retreat, Research, Student/Staff/Faculty Relations.

202 B. Committee Activities—Nominations for Who’s Who and Faculty Member of the Year, special University religious services, honors convocation, special-occasion dinners, and other activities consistent with the functioning of the University.

Section 5 Committee reports shall be submitted to the Executive Committee for review and to the University Faculty Assembly for approval.

ARTICLE IX Parliamentary Authority

The rules contained in the current edition of Robert’s Rules of Order, Newly Revised, shall govern the University Faculty Assembly in all cases to which they are applicable and in which they are not inconsistent with the Constitution and Bylaws and any other special rules of order this body may adopt.

ARTICLE X Ratification and Amendments

Section 1 The Constitution and Bylaws shall become effective when adopted by a majority vote of the faculty of each school, upon recommendation of the president of the University, and upon approval of the Board of Regents.

Section 2 Any proposed amendment to the Constitution and Bylaws must be approved by a majority vote of the faculty of the originating school and must be sent to the Executive Committee for review and placement on the University Faculty Assembly agenda. Amendments may also be proposed by the Executive Committee.

Section 3 Any proposed amendment to the Constitution and Bylaws shall be submitted for discussion at a meeting of the University Faculty Assembly at which a quorum is present.

Section 4 The proposed amendment shall be distributed in writing to the members of the University Faculty Assembly at least one week prior to the University Faculty Assembly meeting in which the proposed amendment will be discussed.

Section 5 The Constitution and Bylaws may be amended by a 60% vote of the membership of the University Faculty Assembly, upon recommendation of the president of the University, and upon approval of the Board of Regents.

08-07#1 203 Index

A Absences 51, 156; Administrative Excuses 59 Academic Advancement, Vice Provost for 140; Advisement 165; Deans 140; Freedom 58; Mission Statement 1; Academic Peer Advisors 165; Access to Files by Faculty Members 83; by Off-Campus Agencies 83 Accompanying Students Off-Campus 168 Accountability 41 Active Duty or Initial Active Duty for Training 56 Ad Hoc Committees 94 Administrative Committees 115 Administrative Excuses 59, 169 Administrative Responsibilities 155 Administrative Structure School of Arts and Cultural Studies 95; School of Business 99; School of Education 104; School of LifeLong Education 114; School of Nursing 118; School of Science and Engineering 122; School of Theology and Missions 126; Instruction 135; Learning Resources 131 Admissions Committee, School of Business 102; Committee, School of Theology and Missions 129; Committee, School of Nursing 120; Committees, School of Education 106-111; Director of Undergraduate 141 Advancement (See Promotion) Aerobic Center 66 AIDS Policy 59, 169 Alumni Awards 42 Alumni Relations, Director of 148 Anna Vaughn School of Nursing 118 Appendices A—Organizational Chart 177; B—Copyright Policy 181; C—Patent Policy 189; D—UFA Constitution and Bylaws 191 Application Photos 169 Application Process for Tenure 33; for Promotion 26; for Sabbatical Leave 51 Appointments 20 Assessment Committee, School of Education 112; Committee, School of Theology and Missions 129; Criteria and Evidence 29, 32 (See also Evaluation); Student Learning Outcomes 161 Assistant Athletic Director Academics 150; Compliance 150; Marketing 149; Business Administration 149 Assistant Dean of Doctoral Studies, School of Theology and Missions 127 Assistant Library Directors 131 Assistance Plan, Employee 66 Associate Athletic Director Business Administration and Senior Women’s Administrator 149; Marketing 149 Associate Dean School of Education 104; Online Academic Services 114; Academic Administration 143 School of Theology and Missions 126;

204 Associate Director of the Honors Program 136 Associate Vice President Alumni Relations and Development 148 Athletic Director 149 Assistant/Compliance 150; Associate/Business Administration and Senior Women’s Administrator 149; Associate/Marketing 149 Attendance, Faculty 38 Auxiliary Faculty 20 Auxiliary Services 148, 149 Awards 42

B Banking, Faculty (See Credit Union); Students (See Check Cashing) Behavior, Disruptive 170 Benefits 54, 61, 65 Board of Regents 139 Bookstore (See Campus Store) Building Hours 46 Building Manager for the Mabee Center 145 Business Center 50

C Campus Post Office 50 Campus Store 67 Cancellation of Classes 88 Career Center 166 Career Services 140, 166 Cell Phones 169 Center for Instructional Services 131 Chairs Chairs Council 157; School of Arts and Cultural Studies 95; School of Business 100; School of Education 105; School of LifeLong Education 114; School of Science and Engineering 122; School of Theology and Missions 127 Chaplains 166 Check Cashing 166 Chief Academic Officer 39, 139 Chief Financial Officer 143 Chief Electronic Engineer/Electronic Maintenance 146 Chief Information Officer 146 Children in Class 170 Classroom Emergencies 88 Clubs and Organizations 175, 176 Coaches 150 Code of Honor Pledge 19 College and Career Guidance Center (See Career Center) Commitments 1; to Diversity 153 Committees Ad Hoc 92; School of Arts and Cultural Studies 96, 97; School of Business 101, 102; School of Education 107-112; School of LifeLong Education 115, 116; School of Nursing 119, 120; School of Science and Engineering 123,124;

08-07#1 205 School of Theology and Missions 128, 129, 130; University Level 90 Communications, Director of 147 Complaint Procedures 75 Compliance Committee 158 Comprehensive Advisement Center 166 Computer Computer and Information Services Committee 102; Computer Network Committee 158; Computer Labs 50; Network and Computer Policy 172 Confidentiality 61 Confidentiality and Proprietary Information 67; Confidentiality and Security 78 Construction/Projects Coordinator 145 Controller 144 Coordinator Bible Institute Diploma/Certificate 115; Christian School Education Program 106; Construction/Projects 145; Early Childhood Education Program 106; Field Experience and Advisement 106; Graduate Admissions 106; Public School Administration Program 106; Residency Year Program 105; Student Teaching/Internship 106; Teaching English as Second Language (TESL) Program 106; Technology Classrooms 137 Coordinators, School of Nursing 118 Copy Center (See Business Center) Copyright 68 Committee 157; Policy 181 Core Values 1 Corporate Risk Manager 146 Correspondence 166 Council, Chairs 157 Council of Tenured Faculty 96, 101, 111, 115, 119, 124,130 Counseling Center 166 Course Schedules, School of LifeLong Education 117 Credit Union 66 Critical Illness Leave 55 Curriculum Committees School of Arts and Cultural Studies 96; School of Business 101; School of Education, Curriculum and Academic Standards 107, 110; School of LifeLong Education 115; School of Nursing 119; School of Science and Engineering 123; School of Theology and Missions 128; UFA 90

D Dangerous Chemicals and Flammable Materials 87 Dean School of Arts and Cultural Studies 95; School of Business 99; School of Education 104; School of LifeLong Education 114; School of Nursing 118; School of Science and Engineering 122; School of Theology and Missions 126; Instruction 135; Learning Resources 131; Student Development/Campus Ministry 140; Student Development/Student Life 140 Dean, Associate Academic Administration 143; School of Business 99; School of Education 104; School of Lifelong Education 114; School of Theology and Missions 126; Student Development 140 Deans’ Council 157 Dental Insurance 64 Department Chairs School of Arts and Cultural Studies 95; School of Business 100; School of Education 105;

206 School of LifeLong Education 114; School of Science and Engineering 122; School of Theology and Missions 127 Director of Alumni Relations 148; Assessment, School of Theology and Missions 128; Athletics 149; Auxiliary Services 149; Buildings and Grounds 144; Career Services 140; Center of Instructional Services 131; Communications 147; Curriculum Media Center (CMC) and Education Technology Center (ETC) 107; Development 148; Development Services 148; Educational Television (ETV) and MultiMedia Institute (MMI), Learning Resources 131; Engineering/Television 146; Facility Services 145; Field Education, School of Theology and Missions 128; Financial Aid 142; Honors Program 135, 136; Human Resources 145; Institutional Research 143; Ministerial Relations 147; Modular Program 128; Public Relations 147; Public Safety and Security 145; Special Events 142; Sports Medicine 150; Strength and Conditioning 150; Student Accounts 144; Student Affairs and Placement, School of Theology and Missions 127; Student Resources 140; Teacher Education 107; Undergraduate Admissions 141; Worship Arts 142; Writing Across the Curriculum Program 136 Disability Services (See Student Resources) Discrimination and Compliance Procedures 68 Dismissal Dismissal and Dismissal Grievance Procedures 69; Dismissal of Classes 88 Disruptive Behavior 170 Distance Learning Committees, School of Education 110, 111 Diversity, Commitment to 153 Doctor of Ministry Committee 130 Drama 67 Dress Code, Faculty 70; Students 170 Drug-Free Environment 71 Drug, Prescription Policy 70

E Eagle Card 46 Early Dismissal of Classes 88 Editor, University Technical 137 Eighth Floor 41, 155 Email 81, 172 Emergencies, Classroom 88 Employee Assistance Plan 66 Employment, Extra Employment and Obligations 72, 153 eAlert 88 ePortfolio 164 Equal Employment 71 Ethical Use 80 Evaluation by Students 22 Examinations 38 Executive Committee, UFA 90 Executive Vice President for Academic Affairs and Provost 139 Executive Vice President for Finance and Operations and Chief Financial Officer 143

08-07#1 207 F Faculty 20 Cabinet, School of Arts and Cultural Studies 96; Cabinet, School of Science and Engineering 123; Chapel Committee 91; Chapel 37, 46; Development and Promotion Committee 102; Development Committee, School of Education 112; Enrichment Committee, School of Nursing 120; Grievance Procedures 72; Hiring Guidelines 153; Learning Resources 132; Orientation Workshop and Mentoring 45; Records Administrator 136; Responsibilities 37, 155; Retreat Committee 91; Retreat 46, 156 Faculty Senates School of Arts and Cultural Studies 96; School of Business 100; School of Education 107; School of Nursing 119; School of Science and Engineering 123; School of Theology and Missions 128 Fair Use Guidelines 73 Family and Medical Leave Act 53 Family Educational Rights and Privacy Act (FERPA) 173 Field Trips 168 Financial Aid 167; Director of 142 Financial Aid Committee, School of Theology and Missions 130 Fire 88 Firearms and Ammunition 87 Fireworks and Explosives 87 Food and Beverages 66, 156, 172 Full-Time Faculty 20 Full-Time Teaching Load 98, 102, 112, 116, 121, 125, 130 Funeral Leave 55

G General Education Committee 92 General Manager for Tower Realty Group, Inc. 147 General Manager of Golden Eagle Broadcasting (GEB) and KGEB Television 146 Grading, School of LifeLong Education 117 Graduate Committees Admission and Retention Committee 111; Curriculum and Academic Standards Committee 110; Distance Learning Committee 110; Scholarships, Honors, and Awards Committee 111; School Admissions Committee 111; Graduate Grievance Committee 111 Graduate Council, School of Education 110; Graduate Tuition Assistance at ORU 44 Grants, Intramural 40 Graphics Department 50 Grievance Committees 98, 102, 109, 111, 116, 121, 125, 130 Grievance Procedures Faculty 69, 72; Administration 156; Students 167

H Handicap Parking Permits 48 Harassment and Complaint Procedures 74 Health Care Reimbursement Account 66 Health Insurance 63 Health Services 167 Hiring Guidelines 153 HIV 60, 61, 169

208 Honor Code Pledge 19 Honors Council 160; Program Committee 137; Societies 175 Hours, Building 46

I Identification Cards 46 Indebtedness to the University 76 Indemnity and Hold Harmless 81 Information Officer, Chief 146 Information Technology 50; Institutional Improvement and Student Learning Committee 158 Institutional Review Board 159 Instruction 135 Insurance 63 Internal Auditor 144 Intramural Grants 40

J Jury Duty 57

K Keys 47

L Language Lab 50 Leadership Academy 176 Learning Resources 131 Learning Resources Committee, School of Nursing 120 Leave of Absence 52, 53; Critical Illness 55; Family and Medical Leave Act 53; Funeral 55; Jury Duty 57; Medical 54; Military 56; Personal 52; Political 57; Professional 53; Sabbatical 51, 156; Sick 53, 156 Letter from the President 1 Letters of Recommendation 76 Library 47 Library Directors, Assistant 131 Library/Holy Spirit Research Center Committee 129 Life and Accidental Death and Dismemberment 64 Limitation of Liability 80 Local Field Trips 168 Long-Term Disability 65

M Maintenance of Files 82 Manager, Corporate Risk 146 Manager of Student Loan Servicing Center 144 Manager of Television Production 146 Media Facilities 51

08-07#1 209 Medical Insurance 63 Medical Leave 54 Military Leave 56 Ministerial Relations, Director of 147 Mission Statement 1 Motorcycles and Bicycles 48 Music 67

N Network and Computer Policy and Software Management Policy 76, 172 Network User Responsibilities 76 New Faculty Orientation Workshop and Mentoring 45 Notification System, eAlert 88 Nursing Council 119

O Office Hours 38, 98, 103, 113, 121, 125, 130 Off-Campus Solicitation 88 On-Campus Solicitation 89 Organizational Chart 177 Outcomes, Assessment of Student Learning 161 Outreach Ministries 176

P Parking 47 Facilities 67; Locations 48; Permits 47; Regulations 48, 49 Part-Time Faculty 20 Patent 81 Policy 189 Pay Scale 49 Payroll 49 Permits 48 Personal Leave 52 Personnel 20 Files 82, 156 Phones, Cell 169 Photographs and Recordings 83 Policy Exceptions 175, 187 Policy Revision Procedures 83 Policies and Procedures 51 School of Arts and Cultural Studies 98; School of Business 102; School of Education 112; School of LifeLong Education 116; School of Nursing 121; School of Science and Engineering 125; School of Theology and Missions 130; Students 168 Political Campaign, Related Activities 173 Political Leave 57 Portable Technology Devices 79 Posting of Signs and Other Materials 84 Pre-Tax Premiums 65 Preamble to the Oral Roberts University Honor Code Pledge 6 Prescription Drug Policy 70 President and Chief Executive Officer 139

210 President’s Council 157 Privacy and Release of Student Information 84 Probation 173 Professional Community Review Task Force, School of Education 112 Professional Development 39, 155 Committee 97; Plans 39 Professional Leave 53 Professional Travel 41 Professionalism in the Classroom 41 Proficiencies 162, 163; Tests 164 Promotion 22, 133 Application 26; Criteria 24, 134; Promotion from Faculty to Administration 151 Promotion through the Teaching Excellence Program 26; Promotion Committee 24, School of Arts and Cultural Studies 97; School of Business 102; School of Education 112; School of Science and Engineering 124 Provost 139 Public Relations, Director of 147

R Radiation Safety Committee 159 Ranks 21 Reappointments 22 Recommendation, Letters of 76 Records Officer 107 Recreational Activities 66 Registrar 142 Regulations, Parking 48 Reimbursement Account, Employee 66 Representing the University 86 Research Committee UFA 91; School of Business 101 Reserve and National Guard Duty 56 Resident Advisors 167 Resignation 37, 155 Responsibilities Faculty 37; Administration 155 Retirement 65 Role of the Faculty 20

S Sabbatical Leave 51, 156 Safety 86 Radiation Safety Committee 159; University Safety Committee 159 Schedules, Examinations 38 Schools in the University Arts and Cultural Studies 95; Business 99; Education 104; LifeLong Education 114; Nursing 118; Science and Engineering 122; Theology and Missions 126 School Policies School of Arts and Cultural Studies 98; School of Business 102; School of Education 112;

08-07#1 211 School of LifeLong Education 116; School of Nursing 121; School of Science and Engineering 125; School of Theology and Missions 130 Severe Weather 88, 175 Short-Term Disability 64 Sick Leave 53, 156 Signs, Posting of 84 Software Use 76 Solicitation Off Campus 88; On Campus 89 Special Events, Director of 142 Sponsoring Clubs and Organizations 175 Standard Promotion in Rank 22 Standing Committees, School of Arts and Cultural Studies 96 Strategic Planning Committee 158 Student Accounts, Director 144 Student Development, Dean of 140 Student-Faculty Co-Curricular Relations 175; Committee 91 Student Learning 161 Committee 158; Outcomes 161 Student Loan Servicing Center, Manager of 144 Student Resources 167 Director of 140 Student Services, Vice Provost for 141 Student Teaching Admission and Placement Committee, Undergraduate 109 Students 161 Suspension 173 Syllabus 38

T Teaching, Service, and Research Awards 42 Technology 76 Expectations 164; Portable Devices 79 Temporary Permits 48 Tenure 33, 134, 154 Eligibility 34; Responsibilities and Functions 33; Status and Benefits 33; Termination and Reinstatement of Tenured Status 36 Tenured Faculty Council of Tenured Faculty 97, 102, 112, 116, 120, 124, 129 Tornadoes 88 Tower Realty Group, Inc. 147 Treasury 144 Trips 169 Tuition Assistance at ORU 42; for Family Members 61; Reimbursement and Waiver 45, 156 Tuition Benefits Procedures 43, 44, 62 Tulsa County Professional Development Consortium (The Eighth Floor) 41, 155 Tutoring Center 168

212 U UFA Constitution and Bylaws 197 Undergraduate Committees Admission and Retention in Teacher Education Committee 109 Undergraduate Council School of Education 107; Curriculum and Academic Standards Committee 107; Distance Learning Committee 110; Grievance Committee 111; Scholarships, Honors, and Awards Committee 109; Student Teaching Admission and Placement Committee 109 Undergraduate Department Chair School of Arts and Cultural Studies 95; School of Business 100; School of Education 104; School of LifeLong Education 114; School of Science and Engineering 122; School of Theology and Missions 127 Undergraduate Tuition Assistance at ORU 42 University Faculty Assembly 90 University Safety Committee 159 University Technical Editor 137

V Vacations and Holidays 52, 156 Vendor-Employee Ethics 89 Vice President Information, Technology, and Communication Systems 145; University Relations and Development 147 Vice President, Associate Alumni Relations and Development 147; Partner Communications 145; Vice President, Executive Academic Affairs and Provost 139; Finance and Operations and Chief Financial Officer 143 Vice Presidents’ Council 157 Vice Provost Academic Advancement 140; Student Services and Special Events 141 Violations and Penalties, Parking 49 Vision Statement 1 Voting Time 58

W Weapons and Other Dangerous Materials 87 Weather, Severe 88, 175 Word Processing Center and Copy Center (See Business Center) Workload 21, 153 Workplace Violence 86 Writing across the Curriculum Committee 138

Z Z-Number 85, 173

08-07#1 CONFLICT OF INTEREST

All faculty members and administrators who are employed full-time at Oral Roberts University make a full-time commitment to the University. They must arrange their outside obligations, financial interests, and activities so as not to interfere with their primary obligation and overriding commitment to the University. This commitment includes, but is not limited to, regular and punctual attendance at work, and prompt and professional completion of all duties and assignments. For faculty members, this commitment includes, but is not limited to, meeting classes, being available to students and colleagues outside the classroom; serving on department, college and University committee; conducting research and making the results public, and participating in meeting the changing needs of the University. The University expects all employees to acknowledge all conflicts with their primary obligation, to disclose them in writing upon realization of the conflict, and to review them annually with the appropriate supervising administrator. Although the University encourages external activities that enhance the employees’ value to the University, it expects its employees to assess the possible adverse effects of external employment or financial interests on the University’s principal mission. Employees working part-time at the University have obligations and commitments not only to the University, but also to one or more outside agencies. Accordingly, part-time employees are expected to disclose their conflicts to the appropriate supervisor administrator in writing and exercise special care in fulfilling their multiple obligations. A conflict of interest exists whenever an employee or a member of his or her immediate family has an interest of a direct or indirect nature in any entity dealing with or in competition with the University, and the interest is of such a nature that his or her decisions regarding University policy or other University matters may be affected by it. In case of doubt as to whether acceptance of an outside appointment or participation in an outside activity would be a conflict with one’s University responsibilities, the employee needs to disclose the opportunity for or current appointment or participation in writing and request in writing from his or her director or dean, and the Executive Vice President for Finance and Operations or the Executive Vice President for Academic Affairs, as appropriate, an opinion as to whether a conflict exists. Special care must be taken to avoid instances where an actual or an appearance of conflict of interest arises. Such results or outcomes of decisions made that may benefit oneself and/or one’s family member should be avoided. This policy is not intended to be all inclusive. All faculty report to the Executive Vice President of Academic Affairs and Provost on or about September 1st of each year (or upon initial employment) all current and prospective activities and material interests for the following 12 months that may constitute a conflict of interest as outlined in this policy. Employees are obligated to report any additional activities or material interests as they arise. All administrators and faculty members, full and part-time, acknowledge that they have read and are familiar with the terms of the Conflict of Interest policy outlined herein, and understand that this policy is binding upon all employees of the University. (More Information is available in the Conflict of Interest Disclosure Statement under Forms in Section XIV in the ORU Employee Handbook at http://staff.oru.edu/html/oruemp.php.)

(Updated May 2007)

INTERNAL GOVERNANCE POLICY

It is the policy of ORU to conduct its operations in accordance with all applicable federal, state, and local laws. Moreover, ORU endeavors to conduct its business affairs honestly and in an ethical manner. This policy requires that employees accept their responsibility to promote integrity and demonstrate the highest level of ethical conduct when acting on behalf of ORU. Activities that may call into question ORU’s reputation or integrity should be avoided. Every supervisor, manager and department chair is expected to take necessary actions to ensure compliance with this policy and to provide guidance to and assist employees in resolving questions concerning this policy. In the event an employee acquires information that leads to a good faith belief that an action, failure to act, or communication is inconsistent with and/or in violation of this policy, the employee is to promptly disclose that information in accordance with his or her supervisory chain. The information should first be disclosed to the employee’s supervisor. In the event the supervisor is identified in the report or the supervisor fails to take action on the report, the employee should disclose the information directly to his or her supervisor’s superior, manager, or department chair as applicable. Ultimately, if these reporting avenues are not available or have failed to respond to the information, the employee may disclose the information directly to ORU’s Director of Human Resources or one of ORU’s vice presidents.

(Updated May 2007)

PROFESSIONAL ETHICS

Permission to involve, directly or indirectly, the prestige or influence of the University in one’s personal affairs or to act for or on behalf of the University is prohibited without the express permission of the University’s Board of Regents or the President of the University. (More information is available from Section III – N in the ORU Staff Handbook available from the Human Resources Department at http://staff.oru.edu/html/oruemp.php.) Individuals involved in civic or community affairs and who wish to involve the University or use its name, influence, or prestige to further a specific aim or purpose must obtain prior approval by the University’s Board of Regents, the President of the University, or both. The use of the University’s name, letterhead, or influence on behalf of any private individual member of the University community is strictly prohibited.

(Updated May 2007)