Brescia University
Full-Time Faculty Handbook
717 Frederica Street Owensboro, Kentucky 42301 (270) 685-3131 www.brescia.edu
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PREFACE
This manual of the Brescia University Faculty Handbook is the most recently updated version. It includes policies which have been added or amended by the Faculty Welfare Committee and the Curriculum and Standards Committee since the last edition.
Many sections in the Handbook are for informational purposes only and are subject to change without prior notice, but Section Two relates to faculty legal rights and obligations and should be considered contractual. Changes to contractual sections must be approved by the President and the Board of Trustees.
Other additions or amendments to the Handbook may be recommended at any time by the University community. Responsibility for text revision rests with the Vice President for Academic Affairs/Academic Dean.
All additions or revisions to the Handbook should include the source of the policy or information and date of its origin.
Handbook Revised July 2015
Table of Contents
SECTION 1: UNIVERSITY ORGANIZATION AND GOVERNMENT
1.1 HISTORY ...... 1 1.2 MISSION STATEMENT ...... 1 1.3 PHILOSOPHY ...... 1 1.4 ACCREDITATION AND AUTHORIZATION ...... 2 1.5 THE BOARD OF TRUSTEES...... 2 1.6 ADMINISTRATIVE JOB DESCRIPTIONS ...... 2 1.6.1 PRESIDENT: ...... 2 1.6.2 VICE PRESIDENT FOR ACADEMIC AFFAIRS/ACADEMIC DEAN (VPAA/ACADEMIC DEAN): 3 1.6.2.1 Registrar: ...... 3 1.6.2.2 Director of Library Services: ...... 3 1.6.2.3 Director of Operations for BUonline ...... 4 1.6.2.4 Director of the Center for English as a Second Language (ESL): ...... 4 1.6.2.5 Division/School Chairperson: ...... 4 1.6.2.6 Area Coordinator: ...... 4 1.6.2.7 Director of Student Support Services (SSS): ...... 5 1.6.2.8 Director of a Graduate Program: ...... 5 1.6.2.9 Director of Institutional Research and Institutional Effectiveness: ...... 5 1.6.2.10 Associate Academic Dean for Online Programs, the First Year Experience, and External Relations: ...... Error! Bookmark not defined. 1.6.2.11 Coordinator of the Honors College: ...... 5 1.6.3 VICE PRESIDENT FOR INSTITUTIONAL ADVANCEMENT…………………………………....6 1.6.3.1 Director of Annual Giving: ...... 6 1.6.3.2 Director of Grant Writing:...... 6 1.6.3.3 Director of Alumni and Donor Relations: ...... 6 1.6.3.4 Director of Public Relations and Marketing: ...... 6 1.6.3.4 Director of Major Gifts: ...... 6 1.6.4 VICE PRESIDENT OF BUSINESS AND FINANCE: ...... 7 1.6.4.1 Assistant Director of Business and Finance: ...... 7 1.6.4.2 Director of Physical Plant: ...... 7 1.6.4.3 Director of Housekeeping:...... 8 1.6.4.4 Director of Human Resources: ...... 8 1.6.4.5 Director of Information Technology: ...... 8 1.6.5 VICE PRESIDENT AND DEAN OF STUDENT DEVELOPMENT: ...... 8 1.6.5.1 Director of Residence Life: …………………………………………….……………..9 1.6.5.2 Athletic Director: ...... 9 1.6.5.3 Director of the Counseling Center: ...... 9 1.6.5.4 Director of Campus Ministry: ...... 9 1.6.5.5 Assistant Dean of Students/Director of Student Activities & Leadership Development: ...... 9 1.6.5.6 Coordinator of Career Services ...... 10 1.6.6 VICE PRESIDENT FOR ENROLLMENT MANAGEMENT & EXECUTIVE DIRECTOR OF BUONLINE:...... …10 1.6.6.1 Director of Admissions ...... 10 1.6.6.2 Director of Financial Aid: ...... 10 1.6.6.3 Admissions Counselors: ...... 11
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1.6.6.4 Director of Operations for BUonline: ...... 11 1.7 DIRECTOR OF MISSION EFFECTIVENESS: ……………………………………….....11 1.8 DIVISION AND SCHOOL STRUCTURE: ……………………………………………….11 1.9 ORGANIZATIONAL CHART ...... 13 1.10 GOVERNANCE ...... 14 1.10.1 FACULTY ASSEMBLY ...... 14 1.10.1.1 CONSTITUTION OF THE FACULTY ASSEMBLY...... 14 1.10.1.2 BY- LAWS OF THE FACULTY ASSEMBLY ...... 14 1.10.2 STUDENT GOVERNMENT: ...... 18 1.10.3 STAFF ASSEMBLY: ...... 18 1.11 COMMITTEES ...... 18 1.11.1 ADMINISTRATIVE COMMITTEES ...... 18 1.11.1.1 President’s Cabinet: ...... 18 1.11.1.2 Dean’s Council: ...... 18 1.11.1.3 Academic Program Review Committee: ...... 18 1.11.1.4 Graduate Committee: ...... 19 1.11.2 SPECIAL INSTITUTIONAL COMMITTEES: ...... 19 1.11.2.1 Rank and Tenure Committee: ...... 19 1.11.2.2 President’s Strategic Planning Council: ...... 20 1.11.2.3 Graduation Committee: ...... 20 1.11.2.4 Educational Outcomes and Assessment Committee: ...... 20 1.11.2.5 Institutional Computing Committee: ...... 21 1.11.2.6 Institutional Review Board: ...... 21 1.11.3 STANDING COMMITTEES OF THE FACULTY ASSEMBLY ...... 22 1.11.3.1 Executive Committee: ...... 22 1.11.3.2 Admissions Committee: ...... 22 1.11.3.3 Curriculum and Standards Committee: ...... 23 1.11.3.4 Faculty Welfare Committee: ...... 23 1.11.3.6 The Student Welfare Committee: ...... 24 1.11.4 AD HOC COMMITTEES: ...... 24
SECTION 2: FACULTY PERSONNEL POLICIES, REGULATIONS, AND PROCESSES
2.1 DEFINITION OF FACULTY ...... 1 2.2 RANKED FACULTY ...... 1 2.2.1 DEFINITION: ...... 1 2.2.2 REQUIREMENTS FOR INITIAL RANK AND PROMOTION ...... 1 2.2.2.1 Instructor: ...... 1 2.2.2.2 Assistant Professor: ...... 1 2.2.2.3 Associate Professor: ...... 2 2.2.2.4 Professor: ...... 2 2.3 UNRANKED AND EXTRAORDINARY FACULTY ...... 2 2.4 ADMINISTRATIVE PERSONNEL AND ACADEMIC RANK ...... 4 2.4.1 REQUIREMENTS:...... 4 2.4.2 DUTIES AND RESPONSIBILITIES: ...... 4 2.5 POLICES ON RECRUITMENT AND APPOINTMENT ...... 4 2.5.1 RECRUITMENT: ...... 4
2.5.1.1 Regular Program Hiring: ...... 5 2.5.1.2 BUonline: ...... 6 2.5.1.3 Part-Time Teachers: ...... 6 2.5.2 APPOINTMENT OF RANKED FACULTY: ...... 6 2.5.2.1 Tenure Track: ...... 6 2.5.2.2 Non-Tenure Track: ...... 6 2.5.3 APPOINTMENT OF UNRANKED AND EXTRAORDINARY FACULTY: ...... 7 2.5.4 DOCUMENTS AND RECORDS: ...... 7 2.6 POLICIES ON PROMOTION ...... 7 2.6.1 GENERAL CRITERIA: ...... 7 2.6.2 STANDARDS ...... 7 2.6.2.1 Teaching Experience: ...... 7 2.6.2.2 Teaching Effectiveness: ...... 7 2.6.2.3 Professional Competence and Scholarship: ...... 7 2.6.2.4 Service to the University: ...... 7 2.6.2.5 Service to the Community: ...... 8 2.6.2.6 Interpersonal Relationships: ...... 8 2.6.3 SOURCES OF DOCUMENTATION: ...... 8 2.7 POLICIES ON TENURE ...... 8 2.7.1 GENERAL CRITERIA: ...... 8 2.7.2 STANDARDS: ...... 9 2.7.3 SOURCES OF DOCUMENTATION: ...... 9 2.7.4 PROCEDURES FOR A TENURE STATUS REVIEW ...... 9 2.7.4.1 Introduction: ...... 9 2.7.4.2 Role of the VPAA/Academic Dean: ...... 9 2.7.4.3 Role of the Division/School Chair: ...... 9 2.7.4.4 Deadlines: ...... 9 2.7.4.5 Role of the Faculty Member: ...... 10 2.7.4.6 Role of the Rank & Tenure Committee: ...... 10 2.7.4.7 Role of the Faculty Member: ...... 10 2.8 PROCEDURES FOR REVIEW: PROMOTION IN RANK AND/OR TENURE ...... 10 2.8.1 INTRODUCTION: ...... 10 2.8.2 DEADLINES: ...... 10 2.8.3 ROLE OF THE FACULTY MEMBER:...... 11 2.8.4 ROLE OF THE DIVISION/SCHOOL CHAIRPERSON/PROFESSIONAL COLLEAGUE: ...... 11 2.8.5 ROLE OF THE VPAA/ACADEMIC DEAN: ...... 11 2.8.6 ROLE OF THE RANK & TENURE COMMITTEE: ...... 12 2.8.7 ROLE OF THE PRESIDENT: ...... 12 2.9 POLICIES AND PROCEDURES RELATING TO SEVERENCE ...... 13 2.9.1 RESIGNATION: ...... 13 2.9.2 NON-RENEWAL OF PROBATIONARY (NON-TENURE) CONTRACT AND TERMINAL APPOINTMENTS: ...... 13 2.9.3 LAYOFF: ...... 13 2.9.3.1 Prolonged Mental or Physical Illness: ...... 13 2.9.3.2 Changes in Educational Program: ...... 13 2.9.4 DISMISSAL ...... 13 2.9.4.1 Definition: ...... 13
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2.9.4.2 Procedures for Dismissal of Faculty: ...... 13 2.9.4.3 Dismissal of Non-Tenured Faculty in the First Year: ...... 15 2.9.5 EXIT INTERVIEW: ...... 16 2.10 FACULTY DUTIES AND RESPONSIBILITES ...... 16 2.10.1 PROFESSIONAL ETHICS ...... 16 2.10.1.1 General: ...... 16 2.10.1.2 Civil Rights: ...... 16 2.10.1.3 Sexual Harassment/Harassment: ...... 16 2.10.1.4 Consensual Relationships: ...... 18 2.10.1.5 Copyright Law: ...... 18 2.10.1.6 Privacy Act: ...... 18 2.10.1.7 Brescia University Drug-Free Workplace: ...... 19 2.10.1.8 Smoking Policy: ...... 22 2.10.2 FACULTY WORKLOAD AND RESPONSIBILITIES: ...... 22 2.10.2.1 General Policy and Guidelines on Faculty Workload:...... 22 2.10.2.2 Teaching Responsibilities: ...... 24 2.10.2.3 Related Responsibilities: ...... 25 2.10.2.4 Outside Employment: ...... 25 2.10.2.5 Summer School: ...... 26 2.10.2.6 BUonline: ...... 26 2.10.2.7 Non-Standard Courses: ...... 26 2.10.2.8 Off-Campus Courses: ...... 26 2.10.3 FACULTY DEVELOPMENT: ...... 27 2.10.3.1 Coursework: ...... 27 2.10.3.2 Leaves: ...... 28 2.10.3.3 Faculty Development Funds: ...... 28 2.10.3.4 Developmental Evaluation and Professional Plans: ...... 29
All Faculty………………………………………………………………………… 29
Untenured Faculty……………………………………………………………….. 29 Non-Tenure-Track Faculty…………………………………………………….…29 Part-Time Faculty…………………………………………………………………30
Half-Time Faculty……………………………………………………………..…. 30
Student Evaluations……………………………………………………………… 30 2.11 FACULTY RIGHTS AND PRIVILEGES ...... 31 2.11.1 ACADEMIC FREEDOM: ...... 31 2.11.2 GRIEVANCE PROCEDURES: ...... 32 2.12 COMPENSATION ...... 34 2.12.1 GENERAL POLICY: ...... 34 2.12.2 SALARY SCALES: ...... 34 2.12.2.1 Minimum Salary Scale Part-Time Faculty (per credit hour) ...... 34 2.12.2.2 Target Salary Scale Full-Time Faculty: ...... 35 2.12.2.3 Overload Pay: ...... 37 2.12.2.4 Course Quotas and Partial Compensation: ...... 37 2.13 EMPLOYEE BENEFITS ...... 37 2.13.1 SOCIAL SECURITY: ...... 37 2.13.2 HEALTH, DENTAL, AND RETIREMENT BENEFITS: ...... 37 2.13.3 TUITION REMISSION: ...... 39 2.13.4 TUITION EXCHANGE: ...... 40 2.13.5 CREDIT UNION: ...... 41
2.13.6 SICK LEAVE: ...... 41 2.13.7 LEAVE OF ABSENCE WITHOUT PAY: ...... 46 2.13.8 SABBATICAL LEAVE: ...... 46 2.14 THE PROFESSIONAL LIBRARIAN ...... 47 2.14.1 DEFINITION: ...... 47 2.14.2 LIBRARIANS AND FACULTY RANK: ...... 47 2.14.2.1 Instructor: ...... 47 2.14.2.3 Associate Professor: ...... 47 2.14.2.4 Professor: ...... 47 2.14.2.5 Professor Emeritus: ...... 47 2.14.3 POLICIES ON RECRUITMENT AND APPOINTMENT: ...... 47 2.14.4 POLICIES ON PROMOTION: ...... 47 2.14.4.1 Standards for Promotion to Specific Ranks ...... 48 2.14.4.2 Professional Experience:...... 48 2.14.4.3 Job Effectiveness: ...... 48 2.14.4.4 Service to the University: ...... 48 2.14.4.5 Service to the Community: ...... 48 2.14.4.6 Interpersonal Relationships: ...... 48 2.14.4.7 Sources of Documentation: ...... 48 2.14.4.8 Procedures for Promotion to Specific Ranks: ...... 49 2.14.5 STATEMENT ON TENURE FOR LIBRARIANS: ...... 49 2.14.6 POLICIES AND PROCEDURES RELATING TO SEVERANCE ...... 49 2.14.7 DUTIES AND RESPONSIBILITIES ...... 49 2.14.8.1 Introduction:...... 49 2.14.8.2 Workload and Employee Benefits: ...... 49 2.14.8.3 Faculty Development ...... 49 2.14.8.4 Developmental Evaluation and Professional Plans: ...... 49 2.14.8 RIGHTS AND PRIVILEGES: ...... 50 2.14.9.1 Academic Freedom: ...... 50 2.14.9.2 Letters of Appointment: ...... 50 2.15 UNIVERSITY POLICIES ...... 50 2.15.1 CHANGES IN PERSONAL STATUS: ...... 50 2.15.2 PAYROLL WITHHOLDINGS AND DEDUCTIONS: ...... 50 2.15.3 DIRECT DEPOSIT: ...... 50 2.15.4 DISABILITY ACCOMMODATION: ...... 51 2.15.5 IMMIGRATION LAW COMPLIANCE: ...... 51 2.15.6 HIPAA COMPLIANCE: ...... 51 2.15.7 MILITARY LEAVE: ...... 51 2.15.8 SAFETY AND FIRST AID: ...... 52 2.15.9 SERVICE AWARDS: ...... 52 2.15.10 EXIT INTERVIEW: ...... 53
SECTION 3: ACADEMIC ORGANIZATIONAL INFORMATION
3.1 CURRICULUM ...... 1 3.1.1 GENERAL INFORMATION: ...... 1 3.1.2 COURSE SYLLABI: ...... 1
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3.1.3 COURSE REQUIREMENTS: ...... 1 3.1.4 NEW COURSES: ...... 1 3.1.5 NEW PROGRAMS: ...... 1 3.1.6 PROGRAM REVIEW: ...... 1 3.2 COURSE SCHEDULES ...... 2 3.2.1 DEADLINES: ...... 2 3.2.2 TIME SLOTS: ...... 2 3.2.3 CLASSROOM DESIGNATION: ...... 2 3.2.4 INSTRUCTOR ABSENCE: ...... 2 3.2.5 FINAL EXAMS: ...... 3 3.3 GRADES ...... 3 3.3.1 GRADING SYSTEM: ...... 3 3.3.2 PASS-FAIL: ...... 3 3.3.3 INCOMPLETE: ...... 3 3.3.4 WITHDRAWAL: ...... 3 3.3.5 GRADE REVIEW: ...... 3 3.3.6 STUDENT COMPLAINTS: …………………………………………………………………………….4 3.4 ATTENDANCE AND RECORDS ...... 2
3.4.1 RECORDS: ...... 2 3.4.2 PRIVACY:...... 2 3.4.3 ATTENDANCE POLICY: ...... 2 3.4.3.1 Class Attendance and Intercollegiate Athletics: ...... 2 3.4.4 ATTENDANCE REPORTS: ...... 2 3.4.5 WARNING (PINK) SLIPS: ...... 2 3.4.6 LATE TEST FEES: ...... 2 3.5 CREDIT POLICIES AND PROCEDURES ...... 2 3.5.1 TRANSFER OF CREDIT:...... 2 3.5.2 SPECIAL CREDIT ARRANGEMENTS: ...... 2 3.6 SPECIAL STUDENT CLASSIFICATIONS ...... 2 3.7 ACADEMIC DISCIPLINE ...... 2 3.7.1 POLICY ON CLASSROOM DISRUPTION: ...... 2 3.8 ACADEMIC INTEGRITY ...... 2 3.9 LIBRARY ...... 2 3.9.1 GENERAL SERVICES: ...... 2 3.9.2 REQUESTS FOR BOOKS AND OTHER MATERIAL: ...... 2 3.9.2 AUDIO-VISUAL EQUIPMENT:...... 2 3.10 ARCHIVES ...... 2 3.11 COUNSELING CENTER ...... 2 3.12 STUDENTS WITH SPECIAL NEEDS ...... 2 3.13 CANCELLATIONS ...... 2
SECTION 4: SUPPORT SERVICES
4.1 UNIVERSITY BOOKSTORE ...... 1
4.1.1 BOOK ORDERS: ...... 1 4.1.2 DESK COPIES: ...... 1 4.1.3 OTHER BOOKSTORE MATERIAL: ...... 1 4.2 MAILROOM ...... 1 4.3 DUPLICATING SERVICES...... 2 4.4 FINANCIAL SERVICES AND PROCEDURES ...... 2 4.4.1 ACADEMIC BUDGET CONTROL: ...... 2 4.4.2 PURCHASING PROCEDURES: ...... 2 4.4.3 ACQUISITION OF FUNDS ...... 2 4.4.4 LONG-DISTANCE TELEPHONE CALLS: ...... 2 4.4.5 PHYSICAL PLANT SERVICE REQUESTS: ...... 2 4.4.6 PRIVATE INCOME: ...... 2 4.5 AUTOMOBILE REGISTRATION AND PARKING ...... 2 4.6 STUDENT SUPPORT SERVICES ...... 2 4.7 KEYS ...... 2
SECTION 5: EXTERNAL RELATIONS INFORMATION
5.1 PUBLICATIONS ...... 1 5.1.1 MISSION STATEMENT………………………………………………………………………1 5.2 MEDIA CONTACT……………………………………………………………………………1 5.3 ADVERTISING……………………………………………………………………………….1 5.4 MASTER CALENDAR……………………………………………………………………….1 5.5 PHOTOGRAPHY SERVICES……………………………………………………………….2
APPENDICES
A. Guidelines for Program Review and Discontinuance B. Guidelines for the Use of Copyrighted Materials C. Rank/Tenure Application Form D. Student Evaluation Form for Personnel Decisions E. Annual Faculty Activity Summary Form F. Information to be Included in the Syllabus G. Brescia University Technology Use Policy H. Hart Endowment Guidelines I. New Course Proposal Guide J. Applying Educational Outcomes to the GER/Curriculum/Co-Curriculum K. Space Rental Policies L. Application for Tenure Status Review (Initial Application) M. Application for Tenure Status Review (Third-Year Review) N. Grant Application Approval Process O. Format for Committee Minutes P. Accident Report Form Q. Institutional Review Board Submission Form R. Intellectual Property Rights Policy
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S. Online Learning Policy T. New Program Proposal Guide U. Conflict of Interest Policy V. Wrongful Conduct Reporting W. Policies and Procedures for Electronic Message Center (EMC) X. Records Retention
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SECTION 1
UNIVERSITY ORGANIZATION AND GOVERNMENT
1.1 HISTORY Brescia University originated in 1925 with the Mount Saint Joseph Junior College for Women in Maple Mount, Kentucky. Between 1925 and 1950 coeducational extension courses offered in Owensboro by the Ursuline Sisters of Mount Saint Joseph led to the creation of a second campus. After 1949 the two campuses were consolidated at the present site of Brescia University. In 1950 the newly founded Brescia College began operating as a four-year college and, in 1998, became Brescia University, an independently supported Catholic coeducational institution offering both undergraduate and graduate coursework.
1.2 MISSION STATEMENT Brescia University is a Catholic, liberal arts institution founded in the Ursuline tradition of personal and social transformation through education.
Directed to academic and moral excellence in a student-centered environment, Brescia offers undergraduate and graduate programs that serve students who seek success through rewarding careers and service to others.
1.3 PHILOSOPHY In affirmation of the principle of academic freedom and with respect for the individual conscience and religious liberty, the University welcomes faculty, staff, and students of all faiths to share in the pursuit of this mission. Brescia University identifies the key concepts of its mission in the following manner.
1) Catholic: As a Catholic institution, Brescia University shares the contemporary church mission to proclaim the Gospel, uphold human dignity, participate in God’s ongoing creation, and serve others. In fulfilling this church mission, the University seeks to preserve and enrich the Catholic tradition of dialogue between faith and reason in the pursuit of truth in a manner that is open to and respectful of all faith traditions. As an Ursuline institution, Brescia University embodies the Mount Saint Joseph core values of community, leadership, justice, and service and seeks to instill these values in its students. Brescia University provides its students with
a faith community on campus, including Ursuline Sisters, which serves as a basis for pastoral care; courses in theology, philosophy, ministry, and spirituality; opportunities to participate in the sacramental life of the church on campus; opportunities for religious expression and faith enhancement; and opportunities to prepare for ministerial service within the Church.
2) Liberal Arts: Faithful to the Ursuline academic tradition, Brescia University provides a quality liberal arts education that shapes the whole person and is characterized by the search for truth and beauty. Those educated in the tradition of Saint Angela Merici aspire to an independence of spirit, a creative adaptability to change, and an openness to life-long learning. Thus, Brescia University seeks a partnership of all its members to impart to its students the knowledge, skills, and values befitting a free, educated person. As articulated in its educational outcomes, Brescia University provides its students with
General Education requirements that establish a strong foundation for achieving its educational outcomes; components in all majors that deepen and refine the achievement of these outcomes; and a co-curriculum that complements these liberal arts goals of the General Education requirements and the majors.
3) Career Preparation: While the University enhances the career preparation of its students by providing them with a quality liberal arts education, it also keeps the academic programs in tune with the job market to assure the employability of its graduates. In addition, academic advisors counsel their majors about career opportunities in their field and prepare them for entry into and growth in those careers. Brescia University provides its students with
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ongoing development and evaluation of academic programs to correspond with employment trends; preparation and opportunities for graduate school; opportunities for practica and internships; and the Career Development Office, which assists students seeking employment or admission to graduate school.
4) Service to Others: Since its founding in Owensboro in 1950, when the Ursuline Sisters began offering classes at the request of the local community, Brescia University has established a history of serving Owensboro and the surrounding region. In keeping with the Ursuline tradition of service and with the gospel call to a life of witness and service, Brescia University provides
workshops, speakers, and institutes designed to meet community needs; clubs, class activities, and majors directed to community service; campus resources, including personal and facilities, to serve the community; and support for faculty, staff, and student participation in community and professional organizations.
1.4 ACCREDITATION AND AUTHORIZATION Brescia University is accredited by the Commission on Colleges of the Southern Association of Colleges and Schools (1866 Southern Lane, Decatur, Georgia 30033-4097 telephone number 404-679-4501) to award Associate and Baccalaureate degrees, the Master of Business Administration, the Master of Science in Management and the Master of Science in Teacher Leadership. All programs are affirmed by the Council on Post-Secondary Education for the Commonwealth of Kentucky. All of Brescia University’s Teacher Education programs are accredited by the Education Professional Standards Board of the Commonwealth of Kentucky.
Brescia University’s Bachelor in Social Work Program is accredited by the Council on Social Work Education. This enables social work majors to attend graduate school in social work at advanced standing, to receive liability insurance through the National Association of Social Workers, and to be eligible to take the state social work licensure exam. Brescia’s School of Business is accredited by the Asian Association of Schools of Business International.
1.5 THE BOARD OF TRUSTEES The Board of Trustees is the governing body of Brescia University, Inc. In the Board are vested the property, affairs, business, and concerns of the University subject to provisions of law and of the charter of the University. The Board of Trustees consists of not fewer than seven members and not more than fifty members.
Brescia University’s Board of Trustees members are listed in the current University Catalog.
1.6 ADMINISTRATIVE JOB DESCRIPTIONS Detailed job descriptions for administrative officers are available in the President’s Office. The principal positions are briefly described in this section. See also Organizational Chart, Section 1.9. The President of the University will be evaluated annually by the Board of Trustees and according to procedure determined by the Board. Senior administrators (Cabinet members) will be evaluated annually according to procedures determined by the President. The procedure of evaluation will be communicated to those being evaluated before an evaluation begins. Any changes in procedure will also be communicated before an evaluation begins. Typically, evaluations occur at the end of the academic year (April/May). If necessary, the Board may evaluate the president before the end of the academic year, and the president may do the same for Cabinet member [President’s Cabinet, 12-18-2007].
1.6.1 PRESIDENT: The President is responsible to the Board of Trustees as chief executive of the University. The President may propose policies to the Board of Trustees, shall carry out the board approved policies of the institution, and shall interpret these policies to the faculty [Board of Trustees, 02-26/27-2009].
The President a. directs the welfare of every University department in relation to the well-being of the University as a whole; b. makes decisions upon selection, appointment, or dismissal of members of the teaching staff;
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c. signs all faculty contracts and signs all institutional contracts with external groups; d. represents the University to its supporters, the general public, at educational meetings and to accrediting agencies; e. approves official publications of the University; f. maintains unity of purpose among all members of the administrative and teaching staff, alumni, and supporters of the University; g. exercises general responsibility for all building and fund-raising enterprises of the University; h. exercises final authority in regard to any student disciplinary problem affecting the reputation of the University and any serious problem of character or behavior evidenced by any University employee; i. serves on chief administrative committees of the University; chairs the President’s Cabinet. j. serves on committees of the Board of Trustees.
1.6.2 VICE PRESIDENT FOR ACADEMIC AFFAIRS/ACADEMIC DEAN (VPAA/ACADEMIC DEAN): The VPAA/Academic Dean is responsible to the President for general supervision of faculty and curriculum. The VPAA/Academic Dean discharges the President’s duties in her/his absence.
The VPAA/Academic Dean a. acts as chief advisor to the President; b. supervises curricula, standards, and quality of instruction, examinations, grading practices and academic advising; c. keeps the curriculum in conformity with accrediting practices, State Department of Education requirements, and current practices in higher education; d. recruits and interviews new faculty in cooperation with appropriate faculty, and makes recommendations to the President for faculty retention, dismissal, and replacement; e. maintains regular contact with faculty members; is concerned with faculty welfare and development; f. ensures implementation of policies concerning students’ academic status, supervises academic welfare of students, and approves students for degrees; g. directs work of Registrar’s Office transcript evaluation, course scheduling, publications; h. reviews student and faculty requests and/or conflicts related to academic matters; i. directs publication of the University Catalog and compiling/updating of Faculty Handbook; j. chairs the Curriculum and Standards Committee; serves as voting member of the President’s Cabinet and the Teacher Education Advisory Committee; and k. serves as a voting member of the President’s Cabinet.
1.6.2.1 Registrar: The Registrar is responsible to the VPAA/Academic Dean for the retention and use of academic records and for the coordination of procedures related to enrollment of students.
The Registrar a. organizes registration planning and procedures; b. coordinates the publication and distribution of class schedules; c. maintains academic records, issues transcripts, distributes grades, and verifies academic information about students; d. assigns classrooms and schedules final examinations; e. processes requests for Veterans, Social Security, and Rehabilitation benefits; f. compiles academic lists, reports, and statistics.
1.6.2.2 Director of Library Services: The Director is responsible to the VPAA/Academic Dean for making the Library a vital part of the University’s educational program and for serving as the custodian of its resources.
Specifically, the Director of Library Services a. formulates and enforces, with the library staff, policies which encourage maximum use of the Library by faculty and students; b. plans, develops, and implements the library budget; c. coordinates collection development and acquisitions in all formats that support the curriculum;
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d. supervises library staff; e. serves on academic/administrative committees that deal with institutional policies, departmental matters, and academic issues; f. keeps abreast of developments in the fields by reading current literature, communicating with colleagues, and participating in professional organizations and meetings; g. supervises the assessment of all library resources and services for student learning and faculty effectiveness; and h. takes responsibility for long-range planning. (Approved FWC 2-5-2013)
1.6.2.3 Associate Academic Dean for Online Programs and Director of Instructional Technology The Associate Academic Dean is responsible to the VPAA/Academic Dean for administration of the academic elements of the BUonline Program, and for assisting faculty in integrating technology into instruction.
The Associate Academic Dean/Director of Instructional Technology a. creates online course schedule each semester, in conjunction with Division Chairs, and supervises course enrollments, cancelling under-enrolled sessions and adding additional sessions as appropriate; b. monitors student activity in online courses during the first week of each session and does administrative drops for students not participating in classes; c. assists Division Chairs, and in some instances Area Coordinators, in recruiting and interviewing online faculty, as well as assisting them in initial orientation to online teaching; d. serves as the University’s liaison with Learning House for academic issues; e. aids faculty in locating and using relevant technology for their classroom instruction; f. coordinates with Learning House, the University Registrar, and all faculty on Moodle access and training; and g. represents the VPAA at meetings as appropriate.
1.6.2.4 Director of the Center for English as a Second Language (ESL): (Program Temporarily Suspended) The Director is responsible to the VPAA/Academic Dean for the development of goals, curriculum, leadership and supervision of the ESL program including teaching, testing, assessment, orientation and cross-cultural advising.
The Director of ESL a. recruits and advises students, oversees the ESL budget and manages the ESL program; b. coordinates students placement and exit testing, orientations and extracurricular activities; c. designs coursework, selects texts, and teaches at various levels as needed; and d. works with Admissions and other campus offices to maintain a coordination of the ESL program with the traditional academic program.
1.6.2.5 Division/School Chairperson: A chairperson for each division/school is appointed yearly by the President in consultation with the VPAA/Academic Dean, the former Division/ School Chairperson, and the faculty of the appropriate division/school. This chairperson is directly responsible to the VPAA/Academic Dean and will be evaluated yearly by each member of the division/school. The Chair’s responsibilities include general administrative leadership and coordination of personnel and student advising. A Handbook for Division/School Chairpersons is available in the Office of the VPAA/Academic Dean and on the University Intranet. Forms for faculty evaluation of the Division/School Chairpersons will be distributed annually by the VPAA/Academic Dean; they are returned to the Office of the VPAA/Academic Dean.
1.6.2.6 Area Coordinator: In some disciplines, an Area Coordinator other than the Division/School Chair may be appointed by the VPAA/Academic Dean in consultation with the former Area Coordinator, area faculty, and
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the Division/School Chair. The Area Coordinator answers to the Division/School Chair and assists her/him in coordinating activities within a specific discipline. Such activities may include the following: coordinating the preparation of materials for internal/external reviews (APRC, State Department, SACS, etc.), recommending curriculum changes, preparing annual class schedules, coordinating area advising, determining major course requirements and equivalencies, reviewing and developing courses and resources, providing instructional needs for the program area including supervision of area work-study or support personnel, and assisting in the recruitment and orientation of new faculty.
1.6.2.7 Director of COMPASS (formerly Student Support Services—SSS): The Director is responsible to the VPAA/Academic Dean for the coordination and the administration of the federally funded COMPASS Student Support Services TRIO grant program. Services offered under the program include (1) counseling (personal, academic, career, group guidance); (2) academic (remedial English, reading, mathematics, and school survival skills); and (3) cultural activities and student support groups.
The Director of COMPASS (SSS) a. identifies and recruits students eligible for participation in the program; b. recruits, selects, trains, and evaluates teachers and tutors for the program in cooperation with appropriate University personnel; c. supervises staff and institutional personnel hired under the grant.
1.6.2.8 Director of a Graduate Program: The Director of a Graduate Program shall be appointed by the President upon recommendation by the VPAA/Academic Dean in consultation with the Chair of the Division/School hosting the program. The director shall be responsible to the Chair of the Division/School hosting the program and shall be evaluated regularly by the faculty teaching in that graduate program. The duties of the director include general coordination, supervision, and promotion of the specific Graduate Program. The Director of a Graduate Program presides over regular meetings of the respective Graduate Committee (see 1.11.1.4 Graduate Committee) and collaborates with the Chairperson for the Division/School hosting the graduate program in meeting the needs of graduate students. (3/2008)
1.6.2.9 Director of Institutional Research and Institutional Effectiveness: The Director is responsible to the VPAA/Academic Dean for the collection, retention, and interpretation of institutional data.
The Director of Institutional Research a. provides data for institutional planning and accreditation purposes; b. remains current in the substantive change policies and practices of the Commission on Colleges of the Southern Association of Colleges and Schools, and serves as the University’s official SACS/COC liaison (8/2010) c. completes IPEDS surveys for Council of Higher Education; d. compiles Academic Program Review Committee (APRC) reports; e. completes routine and extraordinary institutional statistical surveys; f. administers surveys according to established schedule; g. tabulates and compiles in-house surveys; h. completes the Faculty Workload report; i. undertakes other related duties as assigned by the VPAA/Academic Dean.
1.6.2.10 Coordinator of the Honors College: The Coordinator of the Honors College oversees the operation of the Honors College. Duties include: a. collaborates with the Office of Admissions to identify and recruit qualified incoming freshmen; b. collaborates with the Office of Admissions and the Public Relations Office to create and update recruitment materials; c. recruits and assists Brescia faculty to create and teach Honors College (HC) courses;
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d. prepares and oversees the HC budget; e. assists faculty in choosing and leading fall semester overnight HC enrichment experiences; f. facilitates the creation and implementation of spring semester activities for HC students; and g. convenes monthly meetings for program oversight.
1.6.3 VICE PRESIDENT FOR INSTITUTIONAL ADVANCEMENT: The Vice President is responsible to the President for all activities related to fundraising. The Vice President supervises and coordinates all phases of University public relations.
The Vice President for Institutional Advancement a. directs University participation in the Kentucky Independent College Foundation (KICF); b. directs the Annual Support Program related to business, industry, alumni, diocesan and parish solicitations, parents, friends, and all University supporters; c. maintains, supervises, and coordinates a deferred giving program (wills, bequests, trusts); d. exercises responsibility for relations with the news media and supervises a central information channel from the University to media through the Public Relations Office; e. exercises general responsibility for Alumni and Public Relations Offices and their activities relating to the University; and f. serves as a voting member of the President’s Cabinet.
1.6.3.1 Director of Annual Giving: The Director is responsible to the Vice President for Institutional Advancement for the coordination of all activities related to Annual Giving.
The Director of Annual Giving a. has responsibility for the Annual Fund; b. assists with special events; c. assists other Institutional Advancement staff with special projects as needed.
1.6.3.2 Director of Grant Writing: The Grants Coordinator is responsible to the Vice President for Institutional Advancement for the operation of the Grants Office.
The Director of Grant Writing a. facilitates and coordinates the preparation of grant proposals based on institutional priorities; b. provides general post-award assistance that assures compliance with Brescia’s policies; c. researches potential corporate, private, and Foundation funding sources; d. works with the President, Vice President for Academic Affairs, appropriate faculty members, and the Vice President for Institutional Advancement to determine strategies, timetables, and potential impact of grant proposals.
1.6.3.3 Director of Alumni and Donor Relations: The Director is responsible to the Vice President for Institutional Advancement for activities related to Alumni Relations and Donor Development.
The Director of Alumni and Donor Relations a. serves as direct liaison between the University and alumni; b. coordinates all alumni planning and activities; c. directs all alumni fund-raising events; d. directs maintenance of organized alumni records; and e. engages alumni prospects for donor development purposes.
1.6.3.4 Director of Public Relations and Marketing: The Director of Public Relations and Marketing is responsible to the Vice President for Institutional Advancement for activities related to public relations.
The Director of Public Relations and Marketing a. coordinates the external and internal public relations effort for the University researches, writes,
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and distributes news releases regarding the achievements of the University, its faculty, staff, and students, as well as events which affect the University; cultivates various publicity outlets; b. serves as a liaison with public relations and media agencies; c. serves as coordinator of photography; d. produces University advertisements and manages the University advertising budget; e. coordinates publication of BRESCIA NOW magazine and the President’s Annual Report; f. edits publications for the various divisions/school and departments of the University as needed; g. direct the use of the University logo; h. assists with the promotion of campus events; and i. assists the Vice President for Institutional Advancement with special projects as requested.
1.6.3.4 Director of Major Gifts: The Director of Major Gifts is responsible to the Vice President for Institutional Advancement for activities related to donors giving at higher levels.
The Director of Major Gifts a. serves as the constituent manager for endowed donors; b. prepares the annual Endowment Report for donors; c. is responsible for the development of the Society of Saint Angela Merici Planned Giving Society; d. maintains the communication and cultivation plan for a select portfolio of donors and prospects; and e. assists with special events as needed.
1.6.4 VICE PRESIDENT OF BUSINESS AND FINANCE: The Vice President is responsible to the President for administration of all financial matters, information technology, bookstore, human resources, and maintenance of buildings and grounds. The Vice President serves as advisor to the President on matters related to these concerns.
The Vice President of Business and Finance a. prepares annual budgets, long-range forecasts, and interim estimates of financial operations as needed; b. prepares monthly reports of operations for Finance Committee of the Board of Trustees; c. maintains adequate controls over use and preservation of inventories, investments, and cash, and sees that all receipts and disbursements are recorded according to accepted accounting principles; d. provides advice and counsel in grants, loans, and scholarships, prepares (when necessary) information related to them, and properly accounts for grant, loan, and scholarship funds; e. assures that all property and personnel are adequately protected and insured; f. exercises budgetary control of all areas; issues monthly reports to all departments; g. directs preparation and filing of all tax reports; h. advises and counsels the President and staff on all business and financial matters; i. serves as a voting member of the President’s Cabinet.
1.6.4.1 Assistant Director of Business and Finance: The Assistant is responsible to the Vice President for duties in the Business office as assigned by the Vice President of Business and Finance.
1.6.4.2 Director of Physical Plant: The Director plans, coordinates, and directs maintenance/safety programs for all campus buildings, grounds, and equipment, as well as maintaining a highly motivated, service-oriented staff. The Director of Physical Plant reports to the Vice President of Business and Finance.
The Director of Physical Plant a. schedules and directs preventive and routine maintenance of campus buildings; b. supervises campus construction projects; analyzes bids for building and grounds repairs; c. provides a safe environment for employees, students, faculty, staff, and visitors to campus; follows safety codes, operating/licensing requirements, and insures compliance with OSHA, EPA, and other regulatory agencies; d. maintains grounds and buildings to project a positive image to the campus and the external community; selects and develops dedicated and motivated maintenance; directs campus landscaping;
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e. contributes to University management by closely monitoring costs and budgets; and f. assists with other projects as needed and requested by the Vice President of Business and Finance.
1.6.4.3 Director of Housekeeping The Director of Housekeeping is responsible to the Vice President for Business Affairs for the housekeeping needs of all campus facilities and for maintaining a competent housekeeping staff.
The Director of Housekeeping a. directs all activities relating to the housekeeping and custodial personnel; b. selects, develops, and schedules dedicated and motivated housekeeping staff; c. contributes to University management by closely monitoring costs and budgets; d. directs security services for buildings and grounds; e. acts as liaison with employees on maintenance services requests; f. assigns keys and maintains records on key assignments, along with the Director of HR; g. acts as liaison on University-owned rental properties; h. assists in maintaining University vehicles; i. responsible for set-ups and special needs for University and community events on campus; j. responsible for furniture and dorm furnishings; k. serves as on-call person for night and weekend maintenance emergencies; l. establishes short- and long-range objectives for housekeeping and security that coincide with University goals; m. assists with other projects as needed and requested by the Vice President of Business and Finance.
1.6.4.4 Director of Human Resources: The Director is directly responsible to the Vice President of Business and Finance.
The Director of Human Resources a. recruits, screens, and employs clerical/support positions, and meets with all prospective new faculty (either in person or [for online faculty] via phone or email) to provide overview of HR issues: background check, insurance and other benefits, parking, keys, etc.); b. meets with faculty considering retirement to review options and benefits, and conducts an exit interview; c. manages employee benefit programs; d. manages the compensation program and files federal, state, and local tax reports; e. implements policies and keeps records on attendance, vacation, and sick leave; f. is responsible for University compliance with federal, state, and local personnel laws; g. implements employee health programs; and h. implements effective internal employee communication programs; and oversees mailroom operations.
1.6.4.5 Director of Information Technology: The Director maintains and supports University computer software and hardware. The Director of Information Technology reports directly to the Vice President of Business & Finance.
The Director of Information Technology a. installs, updates and maintains computer software and hardware; b. installs, updates and maintains security software for servers and workstations; c. maintains computer inventory records; d. maintains software license inventory records; e. trains employees in use of computer software and hardware; and f. works with the President’s Cabinet and Institutional Computing Committee to develop and implement technology plan.
1.6.5 VICE PRESIDENT AND DEAN OF STUDENT DEVELOPMENT: The VP/Dean is responsible to the President for enhancing and monitoring all aspects of student life and personal development outside the classroom. Duties are assigned by and subject to change by the President.
The Vice President and Dean of Student Development
1-9 a. serves as principal adviser to the President in matters relating to enhancing and monitoring all aspects of student life and personal development outside the classroom; b. serves as a liaison to promote communication between the University administration and the student body, as well as between vendors involved in food service and health insurance and the student body; c. serves as advisor to the Student Government Association and coordinates the activities of all non- academic campus clubs; d. assumes responsibility for non-academic student discipline both on- and off-campus in reference to the Brescia University Code of Student Rights, Responsibilities and Conduct; e. serves as a voting member of the Student Welfare Committee and the President’s Cabinet; f. maintains supervisory responsibility for residence life, career services, intercollegiate athletics and intramurals, campus ministry, counseling, student activities and leadership development, and university receptionists.
1.6.5.1 Director of Residence Life: The Director of Residence Life [changed from Director of Residential Life as of 08-01-2008] is responsible to the Dean of Student Development for all aspects of campus housing including contracts; room assignments; RA staff training and supervision; hall government and programming; damages and discipline; planning for maintenance and renovation; and promotion of auxiliary summer programs and housing. The Director’s most significant responsibility is to know well each resident student and respond to individual student needs.
1.6.5.2 Athletic Director: The Athletic Director is responsible to the Dean of Student Development for the coordination, administration, and supervision of all intercollegiate, intramural, and club-level sports programs at Brescia. This includes hiring and training of coaches, budget management, recruitment, fundraising, and scheduling.
1.6.5.3 Director of the Counseling Center: The Director is responsible to the Dean of Student Development for the coordination and supervision of all activities of the University’s Counseling Center.
The Director of the Counseling Center a. coordinates the administration of personal and career testing and advising services offered through the Counseling Center; b. supervises the office and professional staff of the Counseling Center; c. assists with the academic advising of undecided students; and d. works with faculty, Student Support Services, and other University groups to assist students with special learning needs.
1.6.5.4 Director of Campus Ministry: The Director is responsible to the Dean of Student Development for implementing strategies to enliven prayer, liturgical worship, and social responsibility through the student body. In addition, the Director is responsible for developing programs that heighten an awareness of community responsibility, social justice, and a spirit of volunteerism.
1.6.5.5 Assistant Dean of Students/Director of Student Activities & Leadership Development:
The Assistant Dean/Director of Student Activities and Leadership Development is responsible to the VP/Dean of Student Development for designing and providing a full-range student activities program with an emphasis on social, cultural, and educational events and programs.
The Assistant Dean/Director of Student Activities Leadership Development a. supervises a University Programming Board in cooperation with the Student Government Association (SGA); b. publishes a calendar of student activities and assess the programs’ effectiveness;
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c. assists the Dean of Student Development with planning and implementing the New Student Orientation program; d. develops and directs a Leadership Development Program for new and continuing students e. provides on-site supervision of Student Activities and SGA events; f. serves as a member of the University Judicial Board; g. supervises the Campus Center Information Desk staff and operations; h. co-directs the University’s First Year Experience (FYE), along with a faculty partner; i. is available as a resource and support to student organizations and their advisors; and j. performs other duties as assigned by the Vice President/Dean of Student Development.
1.6.5.6 Coordinator of Career Services
The Coordinator of Career Services works with students in all phases of career planning and job placement activities. The Office of Career Services helps students clarify career goals, choose appropriate career paths, and market themselves to potential employers. The office organizes special career- and graduate- and professional school- related events, compiles career development materials, sponsors guest speakers and field experiences, and offers job information and job postings.
1.6.6 VICE PRESIDENT FOR ENROLLMENT MANAGEMENT & EXECUTIVE DIRECTOR OF BUONLINE: The Vice President of Enrollment Management is responsible to the President for recruitment and admission of students in accordance with the established policies of the University and for planning and coordinating the total enrollment program of the University.
The Vice President for Enrollment Management a. coordinates campus visits and on-campus recruitment activities involving the campus community; b. serves as Executive Director of BUonline; c. supervises the Director of Operations for BUonline, the Director of Financial Aid, and the Director of Admissions d. directs all communication with prospective students from the initial inquiry through registration and enrollment; e. assists the Public Relations Director in preparing promotional materials and advertising directed prospective students; f. holds regularly scheduled meetings with the Admission staff, faculty, and administration regarding recruitment efforts and results; this includes ESL, MSM, MSTL, academic divisions, and other departments importing new student enrollment; and g. serves as a voting member of the President’s Cabinet and the Admissions Committee.
1.6.6.1 Director of Admissions The Director is responsible to the Vice President for Enrollment Management for administration of the on- campus (traditional) program admissions processes and programs.
The Director of Admissions a. develops strategies to recruit new freshman and transfer students into the on-campus program; b. works with third-party providers of marketing services; and c. provides guidance and coaching to admissions counseling team.
1.6.6.2 Director of Financial Aid: The Director is responsible to the Vice President for Enrollment Management for administration of the Student Financial Aid Program and for student loan collections.
The Director of Financial Aid a. administers the federal, state, and institutional financial aid programs and coordinates all federal, state, and institutional grants, scholarships, loans, and student employees; b. serves in a non-voting, advisory capacity on the Admissions Committee; and
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c. may be responsible for other activities within the scope of his/her competence as determined by the Dean of Enrollment.
1.6.6.2 Admissions Counselors: The Admissions Counselors are responsible to the Vice President for Enrollment Management for duties assigned by the Dean.
1.6.6.3 Director of Operations for BUonline (formerly STARS): The Director of BUonline is responsible to the Vice President for Enrollment Management and the VPAA/Academic Dean for administering the BUonline Program. The Director of Operations for BUonline a. coordinates marketing and promotion activities with the office of Institutional Advancement; b. oversees development of promotional materials for BUonline programs; c. oversees development of a comprehensive recruitment plan for BUonline programs; d. serves as liaison with the Learning House advanced marketing program; e. meets and interviews potential new students for the BUonline programs; f. supervises the BUonline Administrative Assistant; and g. participates in advising, planning; and providing academic support for students and programs served through BUonline under the supervision of the VPAA/Academic Dean (see 1.6.2.3).
1.7 DIRECTOR OF MISSION EFFECTIVENESS: The Director serves as the Ursuline Sisters of Mount Saint Joseph liaison to the President of Brescia University. The Director is not a Brescia University employee.
1.8 DIVISION AND SCHOOL STRUCTURE For purposes of administration, a faculty member is assigned to one of the four academic divisions or two schools, according to the discipline in which most teaching is done and official rank is held.
The purpose of the divisional/school structure is coordination of comprehensive curriculum planning, efficient use of resources, and promotion of faculty interaction on a professional level. Through formal or informal meetings, the divisions/schools discuss such topics as curriculum, budget, scheduling, testing, grading, teaching materials, and methods.
In order to be designated a School of X, the division must offer a graduate degree in X, have at least four full-time faculty members with terminal degrees who teach in that graduate program, sponsor some exceptional service to the Brescia community that is related to the academic discipline but is not part of the for-credit course offerings, have a record of providing community service beyond Brescia, consistently have 18 or more students graduate with a major in X, have a minimum of sixty (60) declared majors in X, and provide consistent leadership across the campus.
The four divisions and the disciplines assigned to each are:
Social & Behavioral Addictions Counseling (suspended), History, Human Relations, Political Science, Studies Psychology, Social Studies, Social Work, Sociology, Women’s Studies (suspended)
Fine Arts Art, Art Education, Drama, Graphic Design, Music, Speech, Theatre
Humanities English, French, Philosophy, Pre-Law Studies, Spanish, Theology
Mathematics & Biology, Chemistry, Speech Pathology and Audiology, Computer Studies, Engineering Natural Sciences Technology, Health Sciences, Mathematics, Medical Technology, Physical Science, Physics
The William H. Thompson School of Business contains Accounting, Business Administration, Economics, Finance, Human Resource Development, Management, Marketing, as well as the graduate MBA (Master of Business
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Administration) and the online MSM (Master of Science in Management); it also houses the Sports Management minor (including physical education courses).
The School of Education contains Interdisciplinary Early Childhood Education, Elementary Education, Middle School Education, Secondary Education, Special Education, a Master’s in Teacher Leadership, and Endorsements in ESL, LBD, and Teacher Leader.
Faculty members belong to the division/school in which they do their major teaching and in which they hold their official academic rank.
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1.9 ORGANIZATIONAL CHART
BOARD OF TRUSTEES
DIRECTOR OF MISSION PRESIDENT EFFECTIVENESS
PRESIDENT’S
CABINET
VP FOR VP & DEAN OF VP FOR VP FOR ACADEMIC VP OF BUSINESS STUDENT INSTITUTIONAL ENROLLMENT AFFAIRS/ AND FINANCE DEVELOPMENT ADVANCEMENT MANAGEMENT ACADEMIC DEAN
Division or School Chairperson o Area Coordinators o Director of a Assistant Director of Assistant Dean of Graduate Program Business and Students and Senior Director o Faculty Finance Director of of Alumni and
o Bookkeeper Student Activities Donor Relations Associate Academic o Student Accounts Dean for Online Clerk Director of Director of Public Programs and Director of Residence Life Relations and Director of Admissions Senior Accountant Marketing Instructional Athletic Director Technology o Admissions Director of Physical Director of Counselors Plant Director of Constituent Registrar Campus Ministry Relationship
Director of Management Director of Library Director of Housekeeping/ Director of the Services Financial Aid Security Counseling Center Director of
Annual Giving Director of Director of Director of Human Director of Career Institutional Operations for Resources Services Director of Major Research/ BUonline Gifts and Planned Institutional Bookstore Manager Coordinator of Giving Effectiveness International
Director of Student Services Director of Director of Information Grants Writing COMPASS (Student Technology President of SGA Support Services)
Coordinator of the Honors College
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1.10 GOVERNANCE
The primary responsibilities of the Board of Trustees and President are outlined in Sections 1.5 and 1.6.1. The faculty plays a major role in determining degree requirements, faculty status, instructional methods, and those aspects of student life that relate to the educational process. The power of final decision in these areas is vested in the Board of Trustees or delegated by it to the President.
University-wide participation in the planning and operation of University activities occurs in ad hoc and established bodies that include divisions/schools, standing committees, and some committees of the Board.
1.10.1 FACULTY ASSEMBLY One of the primary ways in which the faculty participates in the effective planning and implementation of educational objectives is through the structures and policies of the Faculty Assembly.
1.10.1.1 CONSTITUTION OF THE FACULTY ASSEMBLY
ARTICLE I – Definition
The Faculty Assembly is the official organization through which the faculty of Brescia University may fulfill its role in the conduct and development of the University.
ARTICLE II – Authority
The Faculty Assembly has the authority for the formulation of policy in areas that are delegated to it by the Board of Trustees of Brescia University. These areas include curriculum, standards, graduation, admissions, student retention, student development, library, and faculty welfare in the areas of rank and tenure and faculty development. Faculty Assembly may make recommendations to the proper administrative officers and/or the Board of Trustees regarding issues concerning academic personnel problems, grievances and all other faculty welfare issues.
ARTICLE III – Officers
The officers of the Faculty Assembly are the Chairperson, Vice Chairperson, Secretary, and Parliamentarian.
ARTICLE IV – Organization
The routine work of the Faculty Assembly is accomplished in standing committees and ad hoc committees.
ARTICLE V – Amendment Process
This constitution may be amended by a two-thirds vote of the Faculty Assembly with the approval of the President and the Board of Trustees.
1.10.1.2 ...... BY- LAWS OF THE FACULTY ASSEMBLY
ARTICLE I – Membership
The voting membership of the Faculty Assembly includes
a. all full-time faculty and librarians with the rank of instructor, assistant professor, associate professor, professor, professor emeritus, and visiting professor; b. University administration, which includes President, Vice President for Academic Affairs/Academic Dean, Vice President of Business and Finance, Vice President of Student
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Development/Dean of Students, Vice President for Enrollment Management, and Vice President for Institutional Advancement. c. any other person associated with the University to whom the Executive Committee, in consultation with the President of the University, may wish to extend voting privileges. The names of persons extended voting privileges are announced at the second regular meeting of the Faculty Assembly. Privileges are extended for one year and may be renewed each year; and d. administrators who simultaneously hold faculty rank. e. the Registrar, Director of Operations for BUonline, and Director of Student Support Services have attendance privileges.
NOTE: Members of the Assembly who are on leave of absence or full-time sabbatical leave shall not be considered members of the Assembly during their leave.
ARTICLE II – Rules of Operation of Meetings
Section A. Frequency: The Faculty Assembly will usually meet monthly during the regular sessions (fall, spring). A calendar of regular meetings will be distributed at the first Assembly meeting of each semester.
A special meeting may be called by the Executive Committee, by the President or his/her representative, or when such a meeting is petitioned by one-third of the voting assembly. Notification of each special meeting will be given 48 hours in advance.
Section B. Officers: The presiding officer of all meetings of the Faculty Assembly shall be the Chair of the Executive Committee or his/her appointed representative. The parliamentarian will be appointed for a one-year term by the Executive Committee. The secretary will be appointed for a one-year term by the Executive Committee. The Chair serves as a guest of the Brescia University Board of Trustees.
Section C. Quorum: A quorum shall consist of a simple majority (one over half) of the entire Faculty Assembly.
Section D. Conduct of Meeting: All meetings shall be conducted in accordance with accepted parliamentary procedure. Robert’s Rules of Order, Revised shall be the final authority.
Section E. Agenda: The Executive Committee shall serve as agenda committee. All proposed legislation shall normally be submitted to the Executive Committee a week in advance of the next scheduled meeting of the Assembly. The agenda for each regular meeting shall be distributed to all members 48 hours in advance of the meeting.
Section F. Order of Business: Normal order of business for regular meetings shall be as follows: 1.) Approval of Minutes of Previous Meeting; 2.) Announcements; 3.) Committee Reports; 4.) Unfinished Business; and 5.) New Business.
Section G. Voting: When a standing committee proposes a policy change or clarification, the committee should first articulate the proposed change as a draft in the minutes of that meeting (cf. Template for Minutes – Appendix Q). To facilitate communication between the standing committees and faculty members, all committee minutes should be published and distributed to all members of the assembly within one week after the committee meeting is held.
The final decision of the committee on the proposed item should not be made until the following meeting at the earliest. In the interim, members of the faculty assembly may ask questions and offer comments and suggestions about the proposal. Once the standing committee accepts the item, the minutes will state the policy in bold with a space for the President of the University to indicate whether the policy should go to the full assembly for a vote. A space will also be provided for faculty intervention (cf. Appendix Q).
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Matters passed in any standing committee (i.e., those matters falling within the policy formulation authority of the assembly) during the operational period of the assembly shall be considered final unless consideration and voting by the entire assembly is requested by the committee itself, by the President, by the Executive Committee, or by at least five (5) assembly members.
Any request for consideration of a committee decision in the Faculty Assembly is to be made in writing to the chairperson of the Executive Committee no later than two (2) weeks after the committee minutes are distributed.
Items may be voted on at the same meeting at which they are introduced provided that such items have been included on the agenda in the form in which they are to be voted upon.
Questions shall normally be decided by a show of hands, or upon request by secret ballot.
Absentee voting is permitted only in extraordinary circumstances with the consent of the Executive Committee and on proposals subject to no further discussion. Absentee votes are to be delivered by hand or by mail to the Executive Committee prior to the meeting at which the vote is to be taken.
Voting by proxy is never permitted.
A simple majority of those present and voting may approve policy within the jurisdiction of the assembly providing a quorum is present. Policy that has received final approval from a standing committee will also be added to the Faculty Assembly minutes.
The President of the University may veto any policy passed by the Faculty Assembly. Such rejection should be made in writing to all members of the assembly within two (2) weeks after the minutes are distributed. The President shall then explain the reasons for the veto at the next assembly meeting.
Section H. Responsibilities: Members are expected to attend all meetings of the assembly. The discussions of the assembly are to be held as confidential; members are obligated not to disclose to non-members expressions of individual opinions on any action. Actions adopted by a majority of the assembly are binding on all, and it is the professional obligation of each member to enforce the policies adopted.
ARTICLE III – Election and Terms of Office Executive Committee
Section A. Date of Elections: Elections of the Executive Committee members shall be held in April.
Section B. Eligibility: Any member of the Faculty Assembly who belongs to an academic division/school is eligible for membership on the Executive Committee.
Section C. Terms of Office: Beginning with the last class of the spring semester, members will serve a two-year term, except the chairperson, whose term will be one year.
Section D. Successive Terms: An Executive Committee member may be re-elected to one successive term, then must retire for one year before becoming eligible to serve again on this committee. The chairperson may be re-elected once, then must retire for one year before becoming eligible to serve again as chairperson.
Section E. Vacancies: Vacancies on the Executive Committee shall be filled by election for the remaining term of office at the next regular Faculty Assembly meeting.
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Should the chairperson resign, the vice chairperson shall become the chairperson for the remainder of the unexpired term. The vacancy created on the committee shall be filled by election by the assembly from among the members of the appropriate division/school. A new vice chairperson will be appointed by the Executive Committee.
ARTICLE IV – Elections and Terms of Office Standing Committees
Section A. Date of Elections: Elections of standing committee members shall be held in April.
Section B. Eligibility: Any member of the Faculty Assembly as defined in Article I is eligible for election to standing committees.
Section C. Terms of Office: All elected members shall be chosen to serve two years. The initial terms necessary to stagger the cycles shall be determined by lot. The chairperson for each standing committee will have a one-year term.
Section D. Successive Terms: Members may be re-elected to one successive term, then must retire for one year before becoming eligible again for membership on the same committee. The chairperson may be re-elected once, then must retire for one year before becoming eligible to serve again as chairperson.
Section E. Appointments: Four Standing Committees (Admissions, Faculty Welfare, and Student Welfare) and one Special Institutional Committee (Liberal Arts) include faculty members appointed by the President, in consultation with the Executive Committee. The method for appointment is described in Section H.
Section F. Vacancies: Members to fill elected vacancies shall be appointed by the Executive Committee to serve the unexpired terms. Members to fill appointed vacancies shall be appointed by the Executive Committee in consultation with the President. Members filling vacancies are not considered as holding an elected or appointed term; therefore, they are eligible for election to additional terms.
Section G. Methods of Election:
Division/School Elections: Immediately after the April faculty meeting, each divisional/school chair shall call and preside at a meeting of his/her division/school for the purpose of filling committee positions that are to be vacated. The election results shall be forwarded immediately to the Executive Committee, which will post or distribute results before graduation.
At-Large Elections: The Executive Committee will distribute a list of members of the Assembly eligible for election. The Executive Committee shall accept written nominations from voting assembly members for each vacancy provided that a. nominations are received by the Executive Committee on a date no later than one week prior to the April Faculty Assembly meeting; b. the nomination is signed by the member; c. the nominee is eligible according to the elections schema.
In the event that a candidate receives nominations for more than one committee on which s/he is eligible to serve, the Executive Committee shall consult the candidate and respect his/her preference when compiling the nominations list.
The Executive Committee shall publish the nominations list plus a ballot sheet at lease three days prior to the elections, but this list does not preclude nominations from the floor. On the date and time set by the Executive Committee the assembly will meet, and voting will take place by secret ballot except in cases where one candidate is involved. The Executive Committee shall count the votes immediately following the election. Should a majority vote not be reached, a second election shall be held at that time. Only the names of nominees receiving the two highest vote totals in the first election shall appear on the ballot.
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Section H. Method of Appointment: After the April Faculty Assembly and the April Division meetings, the Executive Committee shall collate election results and send a copy to the President. By the Fall Institute, or at least one week before the first Executive Committee meeting (usually the first Tuesday of each month), the President will submit a list of appointments to the Executive Committee. Within two weeks of its first meeting, the Executive Committee will distribute the completed list of committees to all Faculty Assembly members.
ARTICLE V – Amendment Process
The Bylaws of the Faculty Assembly may be amended by simple majority vote of the Faculty Assembly without Board approval; however, nothing in the Bylaws should conflict with the Constitution of the Faculty Assembly. Questions regarding possible conflict will be resolved by the University legal counsel.
1.10.2 STUDENT GOVERNMENT: There is a formal student government association at Brescia University. The constitution and bylaws are filed in the Student Development Office, and many policies related to student activities and discipline may be found in the Student Handbook.
1.10.3 STAFF ASSEMBLY: Regular membership in the Staff Assembly is automatic for all full-time and permanent part-time staff employees. Faculty and students are not eligible for membership but may attend meetings as defined in Article II, Section 2 of the Staff Assembly Constitution. The President’s Cabinet will not be voting members but may attend meetings.
1.11 COMMITTEES University administrators and/or the Faculty Assembly may establish committees to study problems, propose appropriate actions relating to established policies, and submit recommendations/policies for its approval or action to the Faculty Assembly or to the appropriate administrative offices.
The responsibilities for carrying out policies and administrative programs are assigned to individuals who hold administrative positions.
1.11.1 ADMINISTRATIVE COMMITTEES 1.11.1.1 President’s Cabinet: The Cabinet consists of the President, who is chairperson; the Vice President for Academic Affairs/Academic Dean; the Vice President of Business and Finance; the Vice President for Advancement, the Vice President for Enrollment Management, and the Vice President for Student Development/Dean of Students. It serves in an advisory capacity to the President regarding the day-to-day operations of the University.
1.11.1.2 Dean’s Council: This group consists of the VPAA/Academic Dean, who is chairperson, and all persons serving as appointed head of an academic division/school as well as anyone else selected by the VPAA/Academic Dean. It serves in an advisory capacity to the VPAA/Academic Dean regarding academic and faculty-related matters.
1.11.1.3 Academic Program Review Committee: This committee consists of the VPAA/Academic Dean, who is chair; a representative elected yearly from each division/school; the Director of Institutional Research and Effectiveness/ SACS COC liaison [addition approved FA 02-11-14]; and the SGA Judicial Vice President or his/her designee. Division/School committee members may serve two-year renewable terms to a maximum of four years. A member whose program is being reviewed must absent him/herself during these deliberations. It serves as an advisory committee to the VPAA/Academic Dean in the
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periodic review of all academic programs. It may also serve as a special institutional advisory committee to the President, in the event that programs must be discontinued. (See Guidelines for Program Review, APPENDIX A.)
1.11.1.4 Graduate Committee: A Graduate Committee consists of the Director of the respective Graduate Program, full-time faculty who teach in the graduate program, the School Chair, and up to two graduate students enrolled in the graduate program. The duties of the Graduate Committee include the following:
a. coordinate course content, sequencing of material and instructional methodologies throughout the program; b. establish the educational outcomes of the graduate program; c. recommend to the Curriculum Committee the curricula necessary to achieve the educational outcomes; d. establish, implement, and monitor an assessment plan to assure the educational outcomes are achieved; e. recommend academic standards for admission to the Admissions Committee; f. recommend to the Curriculum Committee academic standards for retention and requirements for candidacy and awarding of graduate degrees; g. recommend to the Director of the Library appropriate library purchases; h. recommend to appropriate administrators changes in physical facilities and equipment in order to support the mission and goals of the program; i. recommend to the appropriate area of the University any policies or procedures which will enhance the graduate program; and j. provide periodic program reviews as requested by the Vice President for Academic Affairs.
1.11.2 SPECIAL INSTITUTIONAL COMMITTEES: Special Institutional Committees generally have scope outside or beyond the role of Faculty Assembly as delineated in the Faculty Handbook sections 1.7, 1.7.1, 1.7.1.1 Article II; however to the extent to which they do impact these areas of responsibility, faculty input is essential. In particular, any substantive changes to or in Special Institutional Committees as delineated in the Faculty Handbook section 1.8.1.1 Article II must be approved by Faculty Assembly.
1.11.2.1 Rank and Tenure Committee: The chairperson of this committee is elected by the Faculty Assembly at large for a one-year term with the possibility of re-election once. Other members are elected by the assembly at large:
o Four non-administrative, tenured faculty members are elected for two-year terms, and o One non-administrative, untenured faculty member in at least the second year of continuous service is elected for a one-year term, renewable for a second term; should an untenured member not be available or willing to serve, that term could be filled by a tenured faculty member. (Faculty Assembly 01-16-07)
No more than two members may be from one division/school.
Any member of the Rank and Tenure Committee must resign from the committee to apply for promotion or tenure. The ensuing vacancy will be filled as are vacancies on any standing committee.
Due to the confidential nature of matters considered by the committee, its actions and decisions will not be subject to the publication, distribution, and recall provisions required of standing committees.
This committee makes formal recommendations to the President regarding promotion and tenure decisions according to procedures described in Section 2.8.
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1.11.2.2 President’s Strategic Planning Council: The purpose of this committee is to provide a continuous planning and evaluation process for the University and to assure broad-based involvement of the faculty and administration in this process. The committee is made up of the President’s Cabinet, Division Chairpersons, Chair of the Faculty Assembly, Chair of the Staff Assembly, Director of Operations for BUonline, Director of Library Services, Director of Institutional Research & Institutional Effectiveness, SGA President, Chair and Vice-Chair of the Board of Trustees, Director of Mission Effectiveness, Campus Minister, and others that the President deems relevant to the work of this committee. [Faculty Assembly, 10/1998] The Planning Coordinator is also appointed by the President.
The Planning Council will meet as needed to fulfill its planning and evaluation responsibilities. These include periodically reviewing the mission statement, evaluating the institution’s achievement of current goals, and revising the goals as deemed appropriate.
The goals and objectives stated by the Planning Council will be presented to the Faculty Assembly for discussion, recommendations, and acceptance.
The Trustees of the University will receive a copy of the goals and objectives of the University after they have been accepted by the Faculty Assembly. The Board has responsibility for approving the goals and objectives.
Each area of the University will be responsible for establishing strategies to assist the University in the achievement of the institutional goals and for evaluating the accomplishment of the established strategies.
1.11.2.3 Graduation Committee: This committee is composed of the VPAA/Academic Dean, Dean of Student Development, Registrar, Senior Class President, Senior Class Advisor, and a music faculty representative. This committee has general responsibility for planning the graduation ceremony and related events.
1.11.2.4 Educational Outcomes and Assessment Committee: This committee is composed of nine members – one representative from each of the Divisions, two representatives of the co-curriculum, and the Director of Institutional Research and Effectiveness.
The first meeting of the academic year will be called by the Director of Institutional Research and Effectiveness, at which time the chairperson will be chosen by the committee from among its members. Academic members are chosen from within the Divisions. Co-Curricular members are appointed by the President after consultation with the VP for Student Affairs. Terms of office and successive terms are in accordance with Article IV, Sections C and D of the Bylaws of the Faculty Assembly.
The duties of the committee are as follows: a. Related to Educational Outcomes: 1. Define the desired qualities of a Brescia University graduate. Qualities will be determined in light of Brescia University’s Mission Statement, specifically the four foundational values; 2. Articulate those qualities in the form of revised measurable educational outcomes; and 3. Develop a revised Educational Outcomes Plan. b. Communicate with Divisions and co-curricular departments to ensure all faculty and co- curricular staff are familiar with the revised educational outcomes; c. Assist faculty and co-curricular staff with planning for and collection of outcomes data; d. Make recommendations regarding methods and processes for measurement of the outcomes; e. Oversee implementation of the revised Educational Outcomes Plan; f. Analyze educational outcomes data; and
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g. Make necessary recommendations and report to the President’s Strategic Planning Council, whose membership includes the appropriate Cabinet member and/or Division Chair who will ensure implementation of needed changes. [Executive Committee, 04-30-2013]
1.11.2.5 Institutional Computing Committee: This committee shall consist of the Vice President of Business and Finance, the VPAA/Academic Dean, the Director of Library Services, the Director of Information Technology, the Dean of Student Development, and three faculty members, all of whom are from different divisions. The faculty members shall be appointed by the President to two-year renewable terms.
The first meeting of the academic year will be called by the Director of Information Technology, at which time the chairperson will be selected by the committee from among its members.
The responsibilities of the committee shall include: a. conduct an annual assessment of effectiveness of institutional technology; b. engage in strategic technology planning: investigate technological developments, gather ideas and data from constituencies, report and recommend institutional technology directions; c. review the annual software licensure report; d. serve as consultative body to the Information Technology Director; brainstorm solutions to problems, collaborate in difficult decisions, assist with implementation of and ensure adherence to the strategic technology plan, develop and monitor the institutional technology budget; and e. periodic review of institutional technology policies and procedures (e.g., e-mail and technology use policies). [Faculty Assembly, 01-15-2008]
1.11.2.6 Institutional Review Board: The purpose of the IRB is to protect the rights, dignity, welfare, and privacy of human research subjects at the University by adhering to the principles of the Belmont Report and the regulations of the Department of Health and Human Services (DHHS) (FA 04.10.07).
The IRB will, as part of its responsibilities, a. review all research involving human subjects before it is initiated; b. establish an expedited review process for projects involving review of secondary data; c. attempt to protect the rights and welfare of human subjects by promoting the ethical and professional conduct of persons who engage in research with human participants; and d. provide education about the IRB process to faculty, staff, potential participants, and the public, and conduct periodic review of research involving human subjects.
The Brescia University IRB will review research projects when the research is sponsored by the University or when the research is conducted by any employee or agent of the University in connection with institutional responsibilities or while using properties or facilities of the University. The Brescia University IRB will consist of six members, one from each Division or School except Social and Behavioral Sciences which will have two representatives. Members will come from the ranks of full-time faculty and be appointed by the President of the University for one-year terms. (An exception to the terms of office is in the first years of the Committee when one third of the members will serve one year, one third will serve two years, one third will serve three years, ensuring continuity.) The first meeting of the academic year will be called by the Vice President of Academic Affairs/Academic Dean, at which time the IRB will elect a chair from within its ranks. The Vice President of Academic Affairs/Academic Dean will hold non-voting membership in the committee, but in addition, will hold the authority to review and question decisions of the IRB. Should conflict as to the approval/disapproval of a project arise, the Vice President for Academic Affairs/Academic Dean has the final authority to allow/not allow a project to move forward.
At times the Committee may elect to invite a scientist/non-scientist from the community at large to review a proposal as a consultant.
Duties of the IRB: a. To protect the rights and welfare of research subjects;
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b. To determine that risks to subjects are minimized; c. To ensure that investigators use procedures that are consistent with sound research design and that do not expose subjects to risk; d. To determine that any existing risks are reasonable in relation to the anticipated benefits to subjects, if any; e. To determine that selection of subjects is equitable; f. To determine the adequacy of the informed consent process/procedure; g. To determine that there are adequate provisions for ensuring safety and privacy of subjects; h. To ensure additional safeguards for vulnerable populations such as children, students, prisoners, pregnant women, cognitively or mentally impaired persons, or economically or educationally deprived persons; and i. To conduct the initial review considering study design, risk/benefit, equitable subject selection, confidentiality, and informed consent.
Required forms are posted on the Brescia web site and are found in Appendix S for completion when applying for IRB approval. The student proposing to conduct the research will complete the forms with the assistance of the teaching professor. The teaching professor will co-sign the application form, signifying his/her approval. [Executive Committee, 04-30-2013]
1.11.3 STANDING COMMITTEES OF THE FACULTY ASSEMBLY 1.11.3.1 Executive Committee: The chairperson will be elected by the assembly at large. A representative from each division/school will be elected by the assembly. The vice chairperson will be elected by the assembly from this group of representatives from the four divisions and two schools. The secretary will be chosen by the members of the Executive Committee from within their ranks.
The duties of this committee are to a. serve as a nominations and election committee (in consultation with the President) to fill all vacancies in committee posts; b. resolve questions of proper committee jurisdiction; c. serve as a grievance committee to hear any matter assembly members may wish to bring before it (see Section 2.11.2); d. coordinate the work of the standing committees and compile policy recommendations made by the committees to be presented for approval to the Faculty Assembly and the President; e. name ad hoc committees for special activities (these committees will be directly responsible to the Executive Committee); f. serve as the agenda committee, consulting with the University President as to what matters are to be brought before the Faculty Assembly; g. receive policy recommendations from the administration; h. introduce its own policy recommendations relating to academic matters outside the jurisdiction of other standing committees; i. receive proposed policy recommendations from individual faculty members (If the Executive Committee fails to include these recommendations within two meetings of the assembly, the recommendations may be called to the floor on petition of five faculty members.); j. serve as the committee to revise policies and procedures related to the assembly; k. call meetings of the Faculty Assembly; l. resolve all matters arising in the functioning of the assembly that are not specifically covered by this document.
1.11.3.2 Admissions Committee: The chair of this committee is elected by the Faculty Assembly from among the faculty committee membership (see Section 1.10.1.2, Article IV). Members include the Vice President for Enrollment Management and four faculty members – two elected at large, two appointed. For decisions on graduate admissions, the director of the respective graduate program will serve as a voting member for the purposes of the individual decision. The following may serve in an
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advisory capacity with no voting privileges: a BUonline representative, a Student Support Services representative, and the Registrar. [Admissions Committee, 11-15-2007 and 04-15-2010]
The duties of this committee are to a. formulate and submit to the assembly policy and recommendations governing standards of admission to the University; b. make final decisions on individual admissions not granted by routine administrative action under current policy; c. review periodically promotional materials used by the Admissions Office; d. review and evaluate strategies to ensure the implementation of the goals of the Strategic Plan [Admissions Committee/Faculty Assembly 01-13-2009].
1.11.3.3 Curriculum and Standards Committee: The chairperson of this committee will be the VPAA/Academic Dean. Other members include six divisional/school representatives, a faculty member elected at large, and one to three student representatives, each with one vote. In addition, the Registrar serves as a permanent non-voting member of the committee. The Director of Institutional Effectiveness/SACS COC liaison also serves as an ex officio non-voting member [addition approved FA 02-11-2014]. The SGA executive committee must appoint the representatives by the first meeting of the Curriculum and Standards Committee for each academic year. Representatives must come from the junior and senior classes and, if possible, include both traditional and nontraditional students. (See Section 1.8.1.2, Article IV.) Routine changes in curriculum do not require a second reading as noted in Section 1.10.1.2 Article II, Section G. Non-routine changes require a second reading and include, but are not limited to, new course proposals that affect GER, alteration in a significant number of credits in a program, program changes that significantly affect other disciplines or majors, program changes that reflect a new direction for the University, or any item that requires a change in academic policies in the Catalog [Executive Committee 04-01-2008].
The duties of this committee are to a. formulate and submit to the Faculty Assembly for approval recommendations in matters directly affecting the academic program of the University and the maintenance of suitable academic standards by faculty and students, including the regular academic year, the summer sessions, the BUonline program, and off-campus courses. The committee shall make recommendations concerning graduation requirements, course offerings, and changes in the academic calendar that affect the educational program; b. formulate and submit to the Faculty Assembly for approval policies regarding academic regulations, reinstatement, and academic retention which are to be administered by the VPAA/Academic Dean; and c. initiate a continuing study of general curricular development in the liberal arts university.
1.11.3.4 Faculty Welfare Committee: The chair of this committee will be elected by the Faculty Assembly from among the committee membership (see Section 1.10.1.2, Article IV). Other members include seven faculty members – five elected at large, two appointed. The Vice President of Business and Finance may serve in an advisory capacity without voting privileges.
The duties of this committee are to a. formulate and submit to the Faculty Assembly for approval recommendations on the faculty salary scale, research, retirement, sabbatical and other leaves; review and provide input for those internal University policies that include but are not limited to faculty (i.e. insurance). Those recommendations concerning material received from Cabinet will be made within four weeks from the date distributed or no later than a reasonable attainable date specified by Cabinet; b. be responsible for policies and procedures related to the Rank and Tenure Committee; c. review and provide input for external policies (e.g. federal and state mandates) either pre- or post-Board approval; and
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d. consider other matters related to faculty welfare by reviewing materials, offering input, and making recommendations as appropriate
1.11.3.6 The Student Welfare Committee: The Chair of the Student Welfare Committee is to be elected by the Faculty Assembly from among the faculty members of the committee. The members of the committee, all voting members, shall be three faculty members – two elected at large, one appointed; two junior or senior student members selected by the Student Government Association; the NAIA Faculty Athletics Representative; and the Dean of Student Development.
Duties of the Student Welfare Committee are to review, approve, and evaluate policies governing the out-of-class experience of students.
The committee will a. consider student, faculty, and student development staff concerns regarding campus life and extra-curricular activities brought to the attention of individual Student Welfare Committee members or to the entire committee; b. review, approve, and evaluate policies of student life, including athletics and international student concerns; c. implement, where appropriate, the student grievance policy and procedure; d. in keeping with student grievance policy (pending), appoint ad hoc hearing boards to hear formal grievances; e. receive and review the results of evaluations of student life, including athletics.
1.11.4 AD HOC COMMITTEES: An ad hoc committee may be established by the Faculty Assembly or one of its standing committees, a special institutional committee, or a university administrator for a specific purpose. With the exception of a grievance committee, the composition and task of the ad hoc committee will be announced to the Faculty Assembly by the chair of the committee or administrator who establishes the committee. As appropriate and after consultation with the VPAA/Academic Dean, the announcement will include the ranking of the committee as an A, B, or C committee (see Faculty Handbook Section 2.10.2.1).
Ad hoc committees generally meet over the course of one year. Upon announcement, the committee may continue for a second year. At the end of the second year, the committee either becomes an established committee with a committee description Faculty Handbook, or it dissolves. Recorded minutes will be distributed according to the nature of the committee, e.g. ad hoc committees established by a standing committee will distribute minutes to all Faculty Assembly members. [Faculty Assembly, 10-09-2007]
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SECTION 2
FACULTY PERSONNEL POLICIES, REGULATIONS AND PROCESSES
The material in Section Two is incorporated into faculty contracts by reference. Changes to this section become effective with the issuance of new contracts and must be approved by the President and the Board of Trustees.
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2.1 DEFINITION OF FACULTY A university is a community of scholars. Through scholarship, faculty deepen their knowledge of their discipline and communicate that knowledge effectively to colleagues and students.
Faculty are directly responsible for the intellectual growth and academic development of students. These are degreed persons responsible for activities for which academic credit is given or for the selection and use of teaching materials and resources. Full-time librarians and all persons teaching courses for credit have faculty status, but faculty status does not necessarily confer voting privileges in the Faculty Assembly. (See Section 1.10.1.2, Article I.)
2.2 RANKED FACULTY 2.2.1 DEFINITION: A ranked faculty member is a full-time employee of Brescia University who has been appointed to one of the four regular academic ranks – instructor, assistant professor, associate professor, or professor. Faculty rank does not necessarily imply a tenure-track position. A ranked faculty member
a. ordinarily has full-time teaching and other duties relative to the intellectual and academic development of students (e.g., academic administration or providing academic and career advising to students) equivalent to a full-time teaching load. A person who is usually considered a member of the administration or professional staff does not automatically achieve ranked status by teaching part-time. b. fulfills the duties and responsibilities of a faculty member as specified in Section 2.10.2. c. meets or exceeds the criteria for educational attainment, professional growth, evidence of progress and scholarly work in the academic field, and contribution and value to the development and welfare of the University. (See Sections 2.2.2 and 2.6.2.)
If a question arises as to whether an individual has the traditional formal qualifications required for a particular rank, the Vice President for Academic Affairs (VPAA)/Academic Dean will make the decision after considering the recommendation of the appropriate academic area or division/school. The Rank and Tenure Committee, the person involved, and the academic area/division/school will be informed of the decision in writing. Questions related to “equivalent experience” for purposes of promotion or tenure will be resolved by the Rank and Tenure Committee, as described in Section 2.8.6.
2.2.2 REQUIREMENTS FOR INITIAL RANK AND PROMOTION 2.2.2.1 Instructor:
Education: a) possession of at least a master’s degree in the subject area to be taught; b) a master’s plus thirty hours in the subject to be taught; c) possession of a juris doctor degree; d) possession of a master’s degree in social work; e) possession of a master’s degree in library science; f) completion of all doctoral requirements save the dissertation.
Experience: None is required for this rank.
2.2.2.2 Assistant Professor:
This title is given to persons of proven ability who have acceptable experience at the rank of instructor at Brescia or at another institution, or in professional work. Promotion to Assistant Professor is based primarily on evidence of good teaching, active participation in the candidate’s division/school/area, and promise of professional growth. (See Section 2.6.2. Standards.)
Education: a) possession of master’s degree plus thirty hours; b); possession of a juris doctor degree; c) possession of a master’s in social work; d) possession of a master’s degree in library science; e) completion of all doctoral requirements save the dissertation; f) possession of a terminal degree; g) doctorate in the subject area to be taught.
An applicant with less than the above requirements may be promoted to this rank if, in addition to
the master’s degree, s/he has a significant background of experiential knowledge in the field in which teaching will be done.
Experience: Eligibility for promotion is ordinarily acquired in the fifth consecutive year of experience (exclusive of medical leave, sabbatical leave, or leave of absence) in the rank of Instructor at Brescia University; or a combination of professional experience sufficient to be equated with five years, including at least one full academic year in the rank of Instructor at Brescia University. The faculty member must have served at least one full academic year in the rank of Instructor at Brescia University before applying for promotion.
2.2.2.3 Associate Professor:
This rank is given to persons of established professional position and demonstrated ability in the areas described under Section 2.6.2. Standards.
Education: a) possession of a master’s degree plus thirty hours; b) possession of a master’s in social work; c) possession of a juris doctor degree; d) possession of a master’s in library science; e) completion of all doctoral requirements save the dissertation; f) possession of a terminal degree in the subject area to be taught; g) possession of a doctorate in the subject area to be taught.
An applicant with less than the above academic requirements may be promoted to this rank if, in addition to the master’s degree, s/he shows evidence of sustained noteworthy teaching ability and either outstanding performance (e.g., creative arts, business community) or other evidence of recent, significantly developed scholarship in his/her area.
Experience: Eligibility for promotion is ordinarily acquired in the fifth consecutive year of experience (exclusive of medical leave, sabbatical leave, or leave of absence) in the rank of Assistant Professor at Brescia University; or a combination of professional experience sufficient to be equated with five years, including at least one full academic year in the rank of Assistant Professor at Brescia University. The faculty member must have served at least one full academic year in the rank of Assistant Professor at Brescia University before applying for promotion.
2.2.2.4 Professor:
Appointment to this rank is based on a high level of professional competence and ability, leadership, initiative, and demonstrated excellence in the areas described in Section 2.6.2 Standards. Other criteria include a proved ability to stimulate in students a genuine desire for scholarly work, continued growth in scholarship with a reputation as a productive scholar, and distinguished contribution in administrative, professional, or academic service.
Education: a) possession of a terminal degree in the subject area to be taught; b) possession of an earned doctorate in the subject area to be taught; c) possession of a doctorate in librarianship or a Master’s of Science in Library or Information Science and a doctorate degree in another subject area.
Experience: Ordinarily a minimum of five consecutive years in the rank of Associate Professor at Brescia University (exclusive of medical leave, sabbatical leave, or leave of absence) at the time of application is required for eligibility for promotion to the rank of Professor. (Approved 9-25-2012)
2.3 UNRANKED AND EXTRAORDINARY FACULTY Lecturer: All part-time members of the faculty are considered unranked and are designated “lecturers.” According to the guidelines of SACS COC, faculty must have “a minimum of 18 graduate semester hours in the teaching discipline.” Ordinarily, a part-time member of the faculty is a person not otherwise engaged in administrative or other special function within the University.
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Half-Time Faculty: A half-time faculty member is hired to teach six credit hours and is expected to perform other duties equivalent to a half-time position. The responsibilities which make the position half-time are determined by the President in consultation with the VPAA/Academic Dean. In general, these duties must require that a faculty member be on campus a substantial number of hours beyond those required for teaching classes. This position requires that an individual attend division/school meetings, and at the discretion of the President, serve on committees.
Senior Lecturer: This title is given to persons who have taught at Brescia University on some regular part-time basis over a period of three years.
Senior Lecturer II: Senior Lecturer II (SL II) is a position that recognizes the commitment, fidelity, and quality of part-time faculty who warrant recognition for their service with appropriate compensation. An individual with the title of SL II possesses (at a minimum) a master’s degree with at least 18 hours in the discipline and has been recommended by the Division/School Chair and the VPAA. Part-time faculty who have already achieved SL I status may be nominated by or apply to the Division/School Chair for this SL II status if they have taught at Brescia a minimum of 42 credit hours over the last four semesters (fall and spring only) with at least 21 credit hours in the two most recent fall/spring semesters. Endorsement by the VPAA is required.
SL II faculty take part in appropriate training and development, including training in instructional technology, keep in regular contact with appropriate administrators, fulfill teaching responsibilities as listed in FH 2.10.2.2 and as applicable, and make consistent efforts to support the mission and philosophy of the University. Experience as a SL II does not apply toward tenure and promotion.
To remain in SL II status, faculty must continue carrying out all responsibilities listed above and must teach no fewer than 18 credit hours for each academic year (fall and spring only). If, because of enrollment decline or personal circumstances, a SL II faculty member drops below the 18-credit-hour threshold, the VPAA may extend the status for one academic year, provided the reduction in credit hours is considered to be temporary. After that time, if the load remains low and/or the faculty member becomes unable or unwilling to fulfill the other listed responsibilities, s/he will return to Senior Lecturer I status.
Adjunct and Affiliate Faculty: Adjunct faculty are individuals employed by another institution, such as the Diocese of Owensboro, who teach regular three-credit hour courses for Brescia University but are compensated by their employer rather than by Brescia. Affiliate faculty are clinical supervisors who are employed by another institution, such as Owensboro Medical Health System, but who supervise Brescia students while meeting with clients.
Although appointment as an adjunct or affiliate faculty member carries no salary or fringe benefits, has no implications for tenure, and does not convey faculty status, adjunct or affiliate status is a recognition by Brescia University of the individual’s valued contribution to the program.
Visiting Professor: This title may be given to an individual with demonstrated qualifications of an academic or professional nature who is appointed to a full-time position on an annual basis to fill temporary needs.
Professor Emeritus/a: Upon retirement, a faculty member may be retained with this title, in which case workload and its continuation are determined on a year-to-year basis by the President in consultation with the VPAA/ Academic Dean.
Upon retirement, a faculty member who does not meet the above requirement may also request emeritus/a status. A faculty member who has served a minimum of fifteen full-time years may request emeritus/a status from the President, who will determine the rights and privileges attached thereto. Generally, emeritus/a faculty merit a listing in the University Catalog under Faculty and, upon invitation, may walk with the faculty at events that require academic attire.
2.4 ADMINISTRATIVE PERSONNEL AND ACADEMIC RANK 2.4.1 REQUIREMENTS: Full-time employees of Brescia University who hold President’s Cabinet1 or professional staff2 positions may be granted academic rank in the University subject to the provisions below.
a. All appointments of the above-named employees to the ranked faculty must be made in conformity with the policies on appointment to faculty rank as clarified or altered in the provisions that follow. b. The academic area/division/school in which the appointment is to be made must base its recommendation to the VPAA/Academic Dean on a careful evaluation of the applicant’s credentials. c. The rank offered must be in accord with the requirements of that rank. d. The precise terms and conditions of every appointment will be stated in writing by the VPAA/Academic Dean, and a copy of these terms and conditions sent to the President and to the applicant’s immediate administrative supervisor. e. Individuals receiving such appointments ordinarily are not eligible for promotion to a higher rank or for advancement and tenure. f. While administrators do not have tenure, a tenured faculty member who accepts an administrative or professional staff appointment will retain tenure rights as a faculty member and may retain academic rank subject to the conditions given here. g. Any untenured person who leaves an administrative or professional staff position and wishes a faculty appointment may apply and will be considered as any other applicant for a faculty position; earlier years on a tenure track at Brescia University will apply toward tenure if this person obtains a faculty position.
2.4.2 DUTIES AND RESPONSIBILITIES: Individuals holding academic rank under this section must
a. teach at Brescia University, every two years, at least one course for which they are qualified, subject to the needs of the area/division/school concerned. b. function as does any other member of an academic area or division/school, e.g., attend area/division/school meetings and bear a fair share of responsibility for area/division/school business. c. fulfill the duties and responsibilities as well as enjoy the rights and privileges of a ranked faculty member with regard to teaching function.
2.5 POLICES ON RECRUITMENT AND APPOINTMENT 2.5.1 RECRUITMENT: The quality of initial appointments is so vital to the pursuit of excellence to which both Brescia University and the academic divisions/school are committed that the following statements of procedures are deemed important guidelines to professional recruitment.
a. To assist the University to maintain an outstanding teaching faculty, to maintain the values set forth in the purpose statement, and to meet professional accrediting standards, the University is highly selective in making initial appointments; and
1 President’s Cabinet: the President and persons directly responsible to the President for one of the areas of University affairs (academics, student life, business and finance, admissions, institutional advancement). These persons directly assist the President in overall University administration and coordinate activities within their areas of responsibility.
2 Professional Staff: persons in academics or administration whose function is administration in their areas of responsibility. They are subject to decisions of the President’s Cabinet officer to whom they report as well as to applicable directives of the Faculty Assembly; they generally have some policy-making authority within their areas.
2-5 b. In recruiting new faculty members, the University conforms to the regulations for an Equal Opportunity Employer and seeks to maintain a faculty that is culturally diverse.
At the meeting on October 28, 1994, the Brescia University Board of Trustees approved the following Affirmative Action and Equal Opportunity Policy:
Brescia University will not discriminate against any student or employee, or applicant to become such, on the basis of race, color, religion, gender, national origin, age, or disability. With respect to religion, as permitted by law, the University reserves the right to employ those persons who are committed to the values and mission of the University and its religious heritage.
In announcing new hires, a memo with some background information on the individual should come from the office of the VPAA/Academic Dean. The memo should be directed to all employees and should announce the employee before he/she arrives.
2.5.1.1 Regular Program Hiring: In collaboration with the VPAA/Academic Dean and faculty of the academic areas involved, the Division/School Chairperson or his/her delegate ensures that
a. job and application requirements are determined and are included in the advertising; b. advertising is placed in appropriate publications (ad is actually placed by the VPAA/Academic Dean in collaboration with the Director of Human Resources); c. all inquiries are promptly acknowledged; d. a search committee, approved by the VPAA/Academic Dean, is established; e. formal screening does not begin until after the deadline for applications; f. screening and interviewing procedures are specifically related to job requirements, to willingness and ability to carry out the mission of the University, and are non-discriminatory; g. the search committee screens credentials to identify the top three to five candidates [includes verifying the accreditation status of the graduate degree-granting institution(s) and calling references – more than one person should call references]; h. résumés of the top candidates are forwarded to the VPAA/Academic Dean for review prior to finalizing the campus visit; i. top candidates are sent materials on Brescia and on Owensboro and are informed of the position’s salary range; j. candidates are notified in advance that they will be expected to teach a class or part of a class period as part of the campus visit; k. arrangements are made to bring final candidates to campus; transportation and lodging are arranged; and the President, VPAA/Academic Dean, Division/School Chairperson, Director of Human Resources, area faculty, and student representatives are involved in the interview process; l. a schedule (including interview times) is distributed to interviewers and the candidate prior to the day of visitation; a copy of the candidate’s résumé is given to the President several days before the interview; and m. unsuccessful candidates are notified as soon as possible after the application deadline.
Generally, the University pays the recruiting and interview expenses, including advertising, postage, telephone, transportation, lodging, and meals. These expenses are to be kept at a minimum by seeking inexpensive rates, limiting meal expenses to two individuals plus the candidate, and generally limiting interviews to one day with an overnight stay. Longer stays are encouraged if they greatly reduce the airfare. Check requests for these items must be approved by the VPAA/Academic Dean. The expenses are charged to the general fund of the University.
Clerical help for the search may be arranged through the office of the VPAA/Academic Dean. However, appropriate advance notice needs to be given.
The President makes the final hiring decision in consultation with the VPAA/Academic Dean and the Division/School Chairperson.
2.5.1.2 BUonline: BUonline courses are taught by a combination of regular faculty as part of their normal load, as full-time faculty overloads, or by part-time instructors. If possible, part-time instructors will be sought who will teach regularly for the University. The BUonline office and the Associate Academic Dean (AAD) in charge of online programming together keep a resource file on applicants for teaching positions in the BUonline program.
Early in the semester, the Associate Academic Dean contacts Division/School Chairpersons for suggestions regarding regular or part-time instructors to teach courses being offered. (Scheduling of night classes is done by Area Coordinators and Division/School Chairs as part of the regular scheduling process.) Faculty for the BUonlin program must be approved by the AAD, the Division/School Chair, and the VPAA/Academic Dean.
If no regular full-time or part-time faculty are available or suitable, applicants will be sought by advertising. Credentials and evidence of teaching experience will be reviewed by the AAD, Division/School Chair, and/or appropriate faculty. Based on these recommendations, the VPAA/Academic Dean hires the person selected.
2.5.1.3 Part-Time Teachers: The Division/School Chair collaborates with the VPAA/Academic Dean and area faculty in hiring part-time teachers. S/he may delegate the following steps to another person.
a. a survey of the local teacher applicant pool is made by checking the VPAA/Academic Dean’s files, obtaining faculty suggestions, calling high school principals, etc.; b. a copy of the résumé and at least an unofficial copy of transcripts are obtained for each applicant (official copies of transcripts should be obtained for the files if the person is hired); c. the most likely prospects are contacted and interviewed by the chair and area faculty; d. the person most acceptable to the interviewers is scheduled for an appointment with the VPAA/Academic Dean; e. tax forms from the Human Resources Management Office are filled out by person hired.
The final hiring decision is made by the VPAA/Academic Dean in consultation with the Division/School Chairperson or his/her representative.
2.5.2 APPOINTMENT OF RANKED FACULTY: The precise terms, length of contract, rank, and salary of each appointment shall be stated in writing and be in the possession of the University and the faculty member before appointment is made. Rank will be assigned in accord with requirements for that rank and in conformity with the policies on promotion and tenure.
Written faculty contracts will be issued within one week after the Spring Board meeting but no later than March 15th. Faculty will have ten working days to respond.
2.5.2.1 Tenure Track: Full-time faculty members are generally hired on a tenure track.
2.5.2.2 Non-Tenure Track: Occasionally full-time faculty may be hired on a non-tenure track, providing their status is made clear in writing at the beginning of their employment by the University.
The decision to hire on a non-tenure track is made by the President in consultation with the faculty member, the VPAA/Academic Dean, and the appropriate Division/School Chairperson and area faculty. Employment of such a faculty member may be continued indefinitely on the basis of yearly or long-term contracts at the discretion of the administration [Faculty Welfare Committee 10-7-08]. If a non-tenure track faculty member is later hired on the tenure track, years of service on the non-tenure track may not be applied toward tenure.
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Full-time faculty on a non-tenure track are eligible for most benefits due full-time faculty including the right to apply for faculty development funds and promotion. They are not eligible for sabbatical leave.
2.5.3 APPOINTMENT OF UNRANKED AND EXTRAORDINARY FACULTY: Unranked, extraordinary, and summer school faculty are hired on a term contract. Their duties, unless otherwise specified in the contract, are generally limited to those related to teaching the course(s) assigned.
2.5.4 DOCUMENTS AND RECORDS: Documents and records regarding initial appointment of faculty are filed in the offices of the President and VPAA/Academic Dean. Persons officially designated as responsible for input into the initial hiring decision will have access to the complete file only for purposes of that decision.
After appointment, transcripts, resumes, faculty activity summaries, and student evaluation summaries are available to the individual faculty member, Rank and Tenure Committee, the President (or in the President’s absence, the person designated to act as president), VPAA/Academic Dean, and Division/School Chairperson for promotion, tenure, and reappointment decisions; visiting accrediting agencies may have access to the above for accreditation purposes. A faculty member may give permission for access to his/her personnel file for whatever purpose the faculty member deems necessary. An individual faculty member has unlimited access to his/her personal file.
2.6 POLICIES ON PROMOTION 2.6.1 GENERAL CRITERIA: Promotion to any rank is a recognition of past achievement and a sign of confidence that the individual is capable of greater responsibilities and accomplishments. Promotions are made on the basis of the following criteria: academic qualifications, teaching experience and effectiveness, professional competence and activities, service to the University, community service, and interpersonal relationships. Criteria are judged by the standards in the following sections listed in order of importance with teaching effectiveness as the primary emphasis of the institution.
2.6.2 STANDARDS 2.6.2.1 Teaching Experience: See Section 2.2.2. This varies by rank.
2.6.2.2 Teaching Effectiveness: a. mastery of subject matter; ability to organize and present it clearly and imaginatively; b. thorough preparation of course material and instructional objectives; c. good rapport with students; d) continued growth and involvement in improvement in teaching.
2.6.2.3 Professional Competence and Scholarship: Scholarly efforts require professional integrity, intellectual vitality and breadth, and vary with academic areas but include such activities as a. original research in the discipline or in methods of teaching; b. publication of books, articles, essays, or reviews relating to the teaching discipline; c. presentation of papers at professional meetings, exhibits/performance of works by faculty; d. participation in workshops, conferences, seminars in the discipline/teaching; e. active collaboration with professionals in the academic field; f. direction of research for students; g. development of proposals for grants in discipline/teaching; h. reading current scholarly literature and incorporating this material into curriculum in areas of academic responsibility; i. creation of new courses and assembling new instructional materials.
2.6.2.4 Service to the University: a. ability to support the mission of the University;
b. special service to area, division/school, University; c. support of student activities and/or intellectual life; d. consistent fulfillment of contractual duties.
2.6.2.5 Service to the Community: a. participation in civic, church, or community activities; b. service to community groups within or without one’s discipline. c. outside employment will generally not be considered Service to the Community.
2.6.2.6 Interpersonal Relationships: Quality interpersonal relationships with peers, administration, and students.
2.6.3 SOURCES OF DOCUMENTATION: Evidence that a faculty member meets the above criteria and standards includes, but is not limited to, the following sources of documentation
a. supervisor ratings b. peer ratings or testimony c. review of course syllabi and teaching material by peers inside or outside the University d. student ratings e. further course work or other continuing education in one’s field f. testimonials by committee chairpersons and/or community leaders g. publications, grants, artistic works or performances h. awards, prizes, commendations, or official appointments i. presentations at professional meetings
2.7 POLICIES ON TENURE 2.7.1 GENERAL CRITERIA: Academic tenure is a term designating the reasonable expectation of continuous employment until retirement, resignation, dismissal, or movement to a part-time position. Tenure implies a serious mutual commitment on the part of the faculty member and the University.
Tenure may be granted by the President upon recommendation of the VPAA/Academic Dean and the Rank and Tenure Committee on the basis of qualifications, quality of teaching and service, potential for continued development, and needs of the University. The locus of tenure is in the academic discipline in which the faculty member performs the majority of teaching duties and in which s/he holds academic rank.
Tenure may be granted during the sixth consecutive year of full-time service in a tenure-track position (exclusive of medical leave, sabbatical leave, or leave of absence) when the faculty member has attained the rank of Assistant Professor or above. In the case of persons with previous experience, tenure may be granted prior to the six-year period, by special arrangement at the time of initial contract, but not before three years of continuous full-time employment at the time of application for tenure.
If the faculty member does not apply for tenure, or if tenure is not granted, the faculty member may continue in service for one year on a terminal contract; the faculty member will be informed of the decision on or before the date that contracts are issued for that year.
Probationary Contract Faculty hired on a tenure track receive probationary contracts for one year at a time until tenure is granted and meet with the VPAA/Academic Dean each year to review progress toward meeting the standards in 2.6.2. The probationary period may be extended, for good reason, for a period no longer than four additional years. The extension will be initiated at the recommendation of the VPAA/Academic Dean and with the agreement of the faculty member involved.
Both the VPAA/Academic Dean’s and the Division/School Chairperson’s recommendations, together with the faculty member’s consent statement, should be presented in writing to the Rank and Tenure Committee before the deadline date of the year in which the faculty member was to apply for tenure.
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The Rank and Tenure Committee will consider the validity of reasons for extension and adequacy of an extension period. They will send a written recommendation to the President for a final decision. Progress made by the faculty member is subject to annual review by the Rank and Tenure Committee.
Continuous Contract: After receiving tenure, faculty members receive continuous contracts, which are renewed annually subject to the provisions of tenure.
2.7.2 STANDARDS: See Section 2.6.2, Standards on Promotion.
2.7.3 SOURCES OF DOCUMENTATION: See Section 2.6.3, Sources of Documentation on Promotion.
2.7.4 PROCEDURES FOR A TENURE STATUS REVIEW 2.7.4.1 Introduction: The tenure status review is part of an integrated professional development process that involves the VPAA/Academic Dean, the respective Division/School Chair, the Rank and Tenure Committee and the individual faculty member. This review does not replace the University goal- setting activities in which all faculty members take part, nor does it replace or preclude the role of the Division/School Chair and the VPAA/Academic Dean in their responsibilities to oversee the performance of individual faculty members.
The goal of a tenure status review is to identify the strengths of a non-tenured faculty member so that he/she can build upon them and to identify areas of weaknesses so that the faculty member can address these before the tenure decision. Because of the emphasis upon teaching in the standards, the emphasis in the tenure status review is primarily upon the teaching performance of the faculty member. A secondary goal of this review is to provide information to the faculty member regarding the prospects of tenure, promotion and contract renewal. Completion of this process does not guarantee tenure, promotion, or contract renewal.
2.7.4.2 Role of the VPAA/Academic Dean: The VPAA/Academic Dean will meet each year with each untenured faculty member who has completed an Initial Application for Tenure Status Review (Appendix L) to discuss the faculty member’s progress toward meeting the Standards in Section 2.6.2. This interview will include discussion of at least one classroom visitation made by the VPAA/Academic Dean. Classroom visits are to be discussed before taking place with the faculty member. The VPAA/Academic Dean will write to the faculty member a letter that summarizes the interview and the classroom visitation by June 1. A copy of this letter will be forwarded to the appropriate Division/School Chair.
2.7.4.3 Role of the Division/School Chair: The Division/School Chair will make at least one classroom visit each year to observe the teaching performance of each untenured faculty member in the division/school until the faculty member completes a tenure status review. Classroom visits are to be discussed with the faculty member before taking place. The Division/School Chair will also meet as needed with the faculty member to review and discuss the syllabi prepared by the faculty member. The Division/School Chair will summarize the results of the classroom observation and the consultation about the syllabi in an annual letter to the faculty member. A copy of this letter will be forwarded to the VPAA/Academic Dean. Note: If the division chair is seeking promotion or tenure, the VPAA/ Academic Dean will then handle the process described in this section. [Faculty Welfare Committee, 11-27-2007]
2.7.4.4 Deadlines: January 15 Application for Tenure Status Review to Chair of Rank & Tenure Committee (After January 15, faculty members may notify the Chairperson of the Rank and Tenure Committee of their wish to delay the process one year.)
February 15 Portfolio to the Rank & Tenure Committee March 15 Chair of the Rank & Tenure Committee notifies Faculty Member of interview date April 15 Letter to Faculty Member from Rank & Tenure Committee May 1 Response from Faculty Member to the Chair of the Rank & Tenure Committee for the File
2.7.4.5 Role of the Faculty Member: Faculty members in their third year of service on a tenure track appointment may notify the Chair of the Rank & Tenure Committee of their eligibility for the Tenure Status Review by January 15. By February 15, the faculty member provides the Chair of the Rank & Tenure Committee with a portfolio of the following items:
a. A narrative that addresses how well the faculty member believes he/she has met the standards outlined in Section 2.6.2 with special emphasis on teaching effectiveness. If applicable, the faculty member also lists progress towards appropriate education or continuing education. b. An updated vita. c. Copies of the Annual Faculty Activity Summary from the previous years with any additional activities the faculty member wishes to add to this form. d. Copies of the yearly letters from the Academic Dean and Division/School Chair. e. Any other evidence the faculty member wishes to include that shows progress toward achieving or meeting the standards. Evidence may include, but is not limited to, the items outlined in Section 2.6.3 of the Faculty Handbook.
2.7.4.6 Role of the Rank & Tenure Committee: After circulating the portfolio among members of the Rank & Tenure Committee, the Chair schedules by April 15 an interview of the faculty member with the Rank & Tenure Committee. In this interview, the Rank & Tenure Committee and the faculty member discuss his/her progress in meeting the standards in Section 2.6.2 with special emphasis upon teaching effectiveness. By April 15, the Rank & Tenure Committee writes a letter to the faculty member outlining the strengths and weaknesses that the Committee has identified from the portfolio and from the interview.
2.7.4.7 Role of the Faculty Member: By May 1, the faculty member responds to the Rank & Tenure Committee’s written statement and adds his/her plan to address weaknesses, particularly those related to teaching. Should the faculty member wish, he/she may choose to respond to any statements with appropriate remarks or evidence. Both the letter from the Rank & Tenure Committee and the faculty member’s response are placed in the faculty member’s permanent file and will be available to the Rank & Tenure Committee during future deliberations.
2.8 PROCEDURES FOR REVIEW: PROMOTION IN RANK AND/OR TENURE 2.8.1 INTRODUCTION: The same general procedures are used in decisions on promotion and tenure, though it is assumed that the evaluation process for tenure will involve greater care in gathering and assessing materials presented in evidence, and standards will be more rigorously enforced.
2.8.2 DEADLINES: September 15 Rank and Tenure Application Form (Section 2.8.3) September 23 Portfolio to Division/School Chair (Section 2.8.4) October 15 Portfolio to VPAA/Academic Dean (Section 2.8.5) October 31 Portfolio and Student Evaluations (Section 2.8.5) to Rank and Tenure Committee (Section 2.8.6) February 1 Committee informs President (Section 2.8.6)
The week following the February Board Meeting the President notifies faculty member (Section 2.8.7)
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2.8.3 ROLE OF THE FACULTY MEMBER: Any member of the Rank and Tenure Committee must resign from the committee to apply for promotion or tenure. An individual wishing to be reviewed for promotion or tenure will send a copy of “Rank and Tenure Application Form” (APPENDIX C) to the appropriate Division/School Chair and the VPAA/Academic Dean by September 15. In addition, the faculty member provides the Division/School Chair with a portfolio of the following items by September 23:
a. An updated vita giving background and academic qualifications. (Faculty requesting that experiential knowledge be considered equivalent to formal academic credentials must submit documentation of that experience and evidence for the equivalency. See Section 2.8.6.) b. For the first promotion, a list of activities since the initial contract; for subsequent promotions, a list of activities since the previous promotion. This list includes information on the “Annual Faculty Activity Summary” (APPENDIX E) plus any activities the faculty member wishes to add to this form (FWC 9.28.04) c. Evidence or documentation that the faculty member meets the criteria and standards described in Section 2.6 (e.g., student evaluation, student examinations or papers, written and signed comments from colleagues teaching subsequent courses, comments from employers of former students regarding specific skills or knowledge acquired in a particular course). d. Personal and professional goals for the future. (Required for tenure applicants only.)
2.8.4 ROLE OF THE DIVISION/SCHOOL CHAIRPERSON/PROFESSIONAL COLLEAGUE: The chairperson reviews the faculty portfolio for completeness, but does not modify it in any way. The chairperson also adds a personal letter of recommendation and sends it directly to the Chair of the Rank & Tenure Committee before sending the completed portfolio to the VPAA/Academic Dean no later than October 15. Note: If the division chair is seeking promotion or tenure, the VPAA/Academic Dean will then handle the process described in this section. [Faculty Welfare Committee, 11-27-2007]
Colleague Evaluation: The Division/School Chair provides for peer review by choosing, with the faculty member being evaluated, at least three tenured faculty members from the person’s own and/or related academic areas. The persons chosen will individually review the teaching materials provided for them by the Division/School Chairperson from the faculty portfolio for evidence of teaching effectiveness and write a recommendation based on the above and any other substantial evidence that the individual has met criteria and standards described in Section 2.6. Evaluations should be sent directly to the Chair of the Rank & Tenure Committee.
2.8.5 ROLE OF THE VPAA/ACADEMIC DEAN: By September 15, the VPAA/Academic Dean notifies the Chairperson of the Rank and Tenure Committee of the applicants for promotion and tenure.
The VPAA/Academic Dean announces these names at the October meeting of Faculty Assembly in case any faculty member wishes to send unsolicited testimony to the Chair of the Rank & Tenure Committee for inclusion in portfolio(s) of any applicant(s).
The VPAA/Academic Dean supplies a personal recommendation; a summary of student evaluations, and the additional information listed below, and sends the completed material to the Rank and Tenure Committee by October 31.
Personal Recommendations: The VPAA/Academic Dean’s letter should include special comments on any aspect of the applicant’s duties (e.g., excellence in administration or advising); general long-range evaluation (e.g., discernible improvement patterns); comments on the marketability of the applicant’s courses or academic area; and the like.
Student Evaluations: When possible, this special evaluation should include a minimum of four courses to insure a larger sample and eliminate those generated by small classes and popular elective versus unpopular required courses. All courses taught in the current fall semester should be evaluated. (See APPENDIX D for student evaluation form.) This will replace the developmental evaluation (Section
2.10.3.4) for the entire academic year.
Other Information: The VPAA/Academic Dean also supplies the following data
a. the number and kinds of courses taught by the applicant over the past four semesters; b. student enrollment in all courses taught by the faculty member for the past four semesters; c. other workload information such as additional academic or administrative responsibilities, services to the University and community; d. grade distribution patterns for classes over the past four semesters.
2.8.6 ROLE OF THE RANK & TENURE COMMITTEE: When material has been received from the Division/School Chair and the VPAA/Academic Dean, the Chairperson of the Rank and Tenure Committee will coordinate the committee’s action on the request. The committee may collect additional information for clarification or elaboration, if necessary, but evidence must be job-related and non-discriminatory. The committee’s decision must be based on criteria and standards in Section 2.6 and the needs of the University.
The Rank and Tenure Committee may examine all documentation from prior promotion or tenure processes for a specific current candidate. This documentation includes letters of recommendation and student evaluation summaries used by the committee in preparing their recommendation (or non- recommendation) of the candidate for promotion and/or tenure; it also includes the committee’s recommendation letter. All materials are kept in a confidential file in the President’s Office; access is through the Chairperson of the Rank and Tenure Committee.
The committee may also make recommendations on equivalency of documented experiential knowledge to formal academic credentials in academic areas when it is related to eligibility for promotion and tenure. The burden of evidence will fall on the applicant who will submit appropriate documentation to the Division/School Chair. The chair will write to the Rank and Tenure Committee a recommendation based on documented evidence and input from area faculty and other professional resource persons, if necessary. The committee will base its decision on the documentation, the chairperson’s letter, the VPAA/Academic Dean’s recommendation, and any other evidence they wish to collect. Their written recommendation, with documentation, should be submitted to the President.
Upon completion of its inquiry, the committee will decide by consensus or majority vote whether to recommend the faculty member for promotion or tenure and will prepare a formal statement for the President. The statement should make it clear on what evidence the decision was based and the degree to which individual factors were weighted. This statement, along with all material accumulated by the Rank and Tenure Committee, should be submitted no later than February 1.
2.8.7 ROLE OF THE PRESIDENT: The President will review the recommendation and all materials submitted by the Rank & Tenure Committee. After approving or disapproving the request for tenure or promotion, the President will, in confidence, inform the chair of the committee of the decision.
In case of non-acceptance by the President of the recommendation of the Rank & Tenure Committee, the President will provide a written summary to the Rank & Tenure Committee of his/her reasons for not accepting the committee’s recommendation. The President will then notify the faculty member concerned informing him/her at the time whether the recommendation of the Rank and Tenure Committee was positive or negative.
In the case of a negative decision for tenure or promotion, the President will also provide the faculty member, at the faculty member’s request or at the President’s discretion, a written summary of his/her decisions with reasons. A copy will be kept in the faculty member’s permanent file and will be available to the Rank & Tenure Committee during future deliberations.
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2.9 POLICIES AND PROCEDURES RELATING TO SEVERENCE 2.9.1 RESIGNATION: A faculty member who wishes to terminate his/her services to the University at the end of the academic year shall provide the VPAA/Academic Dean with written notice of this intention by April 1 of that year. In case of emergency, the faculty member may ask the VPAA/Academic Dean to waive this requirement.
2.9.2 NON-RENEWAL OF PROBATIONARY (NON-TENURE) CONTRACT AND TERMINAL APPOINTMENTS: The University may decide not to renew a probationary or non-tenure contract or offer a terminal appointment because of a negative decision on tenure or for reasons properly connected with the improvement and efficiency of the faculty. The decision for the terminal appointment or non-appointment of a faculty member is made by the President in consultation with the VPAA/Academic Dean and the appropriate Division/School Chair.
Notice of non-renewal of contract shall be given no later than February 1 for those in the first, second, or third year of service, and no later than September 1 for those in their fourth year or beyond. In the absence of such notice, the faculty member may assume that a new contract will be offered.
2.9.3 LAYOFF: A layoff is a severance action by which the University terminates the services of a tenured or probationary faculty member without prejudice as to his/her performance.
2.9.3.1 Prolonged Mental or Physical Illness: Layoff for medical reasons will be based on clear and convincing medical evidence.
2.9.3.2 Changes in Educational Program: Programs may be discontinued when maintenance of current expenditures and size of staff would create static academic and financial conditions, or when there is significant difficulty in supplying additional positions to growing academic areas and/or maintaining reasonable equity in teaching loads and class sizes. (See “Guidelines for Program Review” in APPENDIX A.)
2.9.4 DISMISSAL 2.9.4.1 Definition: Dismissal is a severance action by which the University ends its professional relationship with a tenured faculty member for adequate cause. It is the means by which the University removes from service, for adequate cause, a non-tenured faculty member or a faculty member on a term appointment before the end of the appointment.
When dismissal is a severance action by which the University ends its professional relationship with a non-tenured faculty member in the first year of service for adequate cause before the end of the appointment, the process in Section 2.9.4.3 is utilized.
Exercise of academic freedom, as described in Section 2.11.1 of the Faculty Handbook, cannot be grounds for dismissal.
2.9.4.2 Procedures for Dismissal of Faculty: These procedures are not applicable to cases involving voluntary resignations and do not preclude informal consultations among the President, VPAA/Academic Dean, and any member of the faculty, which may result in resignation. Proceedings which may result in a recommendation of dismissal are initiated by the President’s Cabinet of the University. In exceptional cases which, in the judgment of the President, threaten direct and immediate injury to the public reputation or the essential functions of the University, the President may direct that the faculty member concerned be relieved of some or all duties and responsibilities, without prejudice or loss of compensation, pending the final disposition of the case.
The President shall notify the Executive Committee of the Faculty Assembly of the case for dismissal of the faculty member involved. Within ten (10) working days of such notification, the Executive Committee shall designate a hearing committee of 3-5 tenured faculty.
The hearing committee shall convene within ten (10) working days of receiving its charge, elect a chair, hear and review the written charges as prepared and presented by in person by the VPAA/Academic Dean, and give prompt written notice to the faculty member involved. The notice shall state with reasonable particularity the charges which the committee proposes to investigate, advise the faculty member that she or he has, upon written request within ten (10) working days of receipt of notice, the right to a hearing with counsel of his/her choosing present, and state the time, date, and place of the first hearing meeting.
Following the receipt by the hearing committee chair of the faculty member’s written request for a hearing, or if no such request for hearing is received as permitted herein, the hearing committee will investigate the case within a reasonable period of time (generally 30 working days). The VPAA/Academic Dean and legal counsel for the University may be present at all meetings at which testimony is heard and may present such evidence as the committee deems appropriate, as well as call, examine, and cross-examine witnesses.
If the faculty member concerned requests a hearing before the committee, she or he and counsel of his/her own choosing may a. be present at all sessions of the hearing committee at which evidence is received or argument heard; b. call, examine, and cross-examine witnesses; c. examine all documentary evidence received by the hearing committee; d. receive a copy of an electronic audio or video record of all hearing proceedings at which testimony is heard.
The chair of the hearing committee may consider requests for depositions from witnesses who cannot appear before the committee and, in case of question, determine the relevancy of documentation requested. The committee may grant continuances upon request of any concerned party.
The chair of the hearing committee is responsible for ensuring that the electronic record is kept of all proceedings at which testimony is heard.
Within a reasonable period of time (generally ten [10] working days) after completion of the testimony of all witnesses or submission of all evidence, whichever is later, the committee shall file a report with the Executive Committee. The report shall contain the committee’s conclusions and recommendations and the reasons for them. All documentary evidence, the electronic record, and any written records of the proceedings shall be forwarded to the Chair of the Executive Committee. If the hearing committee recommends dismissal, the report shall contain a statement of the conduct on which the recommendation is based as well as a recommendation concerning severance pay, if any severance pay is recommended by the hearing committee.
The chair of the Executive Committee shall notify the faculty member immediately by certified mail of the hearing committee’s recommendation, furnish a copy of the hearing committee’s report, and in the case of a recommendation for dismissal, advise the faculty member that she or he may request the Executive Committee to review the proceedings conducted by the hearing committee. This request for review shall be made within ten (10) working days after the faculty member concerned has received the hearing committee’s report and must allege and provide specific grounds to support the claim that the hearing committee failed to conduct a fair hearing or to follow the prescribed procedure.
If the Executive Committee determines that there may be a reasonable and supported question of the fairness of the hearing or that the prescribed procedure was not followed, the Executive
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Committee may conduct a review of the hearing committee’s report as well as all underlying testimony and exhibits. The faculty member and/or counsel, the VPAA/Academic Dean and/or counsel, as well as the Hearing Committee Chair may be present at this review hearing, but no new evidence shall be considered. The faculty member is required to prove to the Executive Committee by a preponderance of evidence that the hearing committee failed to give a fair hearing or to follow the prescribed procedure. The Chair of the Executive Committee shall immediately notify the President that such a review hearing will be conducted. Such a review shall normally be completed within ten (10) working days after receipt of the faculty member’s request for the review. After the review is completed, the Chair of the Executive Committee shall forward the conclusions and recommendations of the Executive Committee to the President, the faculty member, and the members of the hearing committee.
With or without a review of the hearing committee’s procedures, the Chair of the Executive Committee will as soon as possible after receiving the hearing committee’s report, forward copies of the hearing committee’s report and recommendations, together with the complete electronic record and written record, if any, to the President. The Executive Committee may also include comments on the hearing committee’s findings, conclusions, and recommendations. The faculty member may, within ten (10) days after receiving copies of the hearing committee’s report, file written comments with the President.
Within ten (10) working days after receiving all pertinent reports, including any written comments from the affected faculty member, the President will review all records and formulate recommendations and reasons for them. Copies of the President’s recommendations will be given to the Executive Committee, the hearing committee members, and the faculty member. Final action is taken on these recommendations by the Board of Trustees.
Severance pay, if any, for the dismissed faculty member will be determined by the character of the conduct for which dismissal was obtained and such other criteria as the President’s Cabinet of the University may determine is appropriate. The amount will be decided by the President’s Cabinet of the University.
2.9.4.3 Dismissal of Non-Tenured Faculty in the First Year: The President shall notify the Executive Committee of the Faculty Assembly of the case for dismissal of the faculty member involved and, in general, the nature of the charges. Within five (5) days of such notification, the Executive Committee shall meet with the VPAA/Academic Dean and/or legal counsel of the University (or both), who will present to the Executive Committee the evidence for dismissal. Such evidence may include written documentation and/or testimony.
The Executive Committee shall notify the faculty member involved, through first class mail, the date and time of the above meeting. The faculty member may be present at the meeting with an advisor and may respond to the charges after the conclusion of the presentation by the VPAA/Academic Dean.
Within 24 hours of the final presentation of evidence, the Chair of the Executive Committee will present, in person, the Committee’s recommendation to the President with a written summary of the Committee’s conclusions. Should the Executive Committee recommend dismissal, it should also make a recommendation regarding severance pay.
The President shall notify the faculty member in writing via first class mail of the recommendation of the Executive Committee together with his/her decision. The letter will include a statement on severance pay. Severance pay, if any, for the dismissed faculty member will be determined by the character of the conduct for which dismissal was obtained and such other criteria as the President deems appropriate.
The letter by the President constitutes the final action in the dismissal process for a non-tenured faculty member in the first year of service.
2.9.5 EXIT INTERVIEW: The employee is responsible for scheduling an appointment with the Director of Human Resources for an exit interview before his/her last day of employment. A faculty employee will not be considered having completed job responsibilities without an exit interview. This will protect the employee’s right to understand continuation of benefits and other necessary federal and state regulations. All University property must be returned by employees on or before their last day of work. An employee can expect the following to take place at the exit interview:
1. To be informed of his/her rights to continue health, dental, life (including accidental death and dismemberment) and coverage after separation of employment with Brescia University. An employee, currently enrolled in the health and/or dental benefit plan at the time of separation of employment with Brescia University, can continue health and/or dental benefits for a maximum of eighteen (18) months after termination of employment or until other health and/or dental coverage is obtained (within 18 months), unless termination of employment is due to gross misconduct. The employee must assume 100% of the cost of the benefits, including the University’s portion of the premium plus a two percent administration fee.
2. To return keys, library books, and any other property of the University, as well as to settle any outstanding financial obligations to the University.
3. To complete any necessary paperwork and leave a forwarding address so that W-2 forms and any other necessary correspondence can be forwarded to the employee after employment is terminated.
2.10 FACULTY DUTIES AND RESPONSIBILITES
2.10.1 PROFESSIONAL ETHICS
2.10.1.1 General: Members of the academic profession should accept certain standards as an integral part of their personal and professional lives, among them
a. critical self-discipline and judgment in using and transmitting knowledge, b. fostering of intellectual and academic honesty in self and students, c. improvement of professional competency, d. encouragement of the free pursuit of learning, e. respect for students and for the confidential nature of the student-faculty relationship, f. respect for the opinions of others, g. objectivity in evaluation of students and in judgment of peers, h. acceptance of appropriate responsibility for shared governance of the institution, and i. support of the appropriate use of academic freedom.
2.10.1.2 Civil Rights: Brescia University is committed to maintaining a humane atmosphere in which the University community respects the dignity of each individual. Should any members of the faculty believe their civil rights have been violated, they may file a grievance in keeping with the established grievance procedures of the University.
2.10.1.3 Sexual Harassment/Harassment: Brescia University prohibits harassment of any kind against any group or individual because of race, color, religion, national origin, ethnic identification, age, disability, genetic information, gender, or sexual orientation. The University’s ability to achieve its mission is dependent on the cooperative efforts of its faculty, staff, and students. For such cooperation to exist, an atmosphere of professionalism, marked by mutual trust and respect, is essential. Harassment, conduct which violates this atmosphere, is unprofessional, illegal, and unethical. Brescia University prohibits such unacceptable conduct by anyone, including but not limited to: faculty, staff, students,
2-17 managers, supervisors, co-workers, or non-employees such as vendors and contractors. Harassment is generally defined as an act or communication causing emotional stress that specifically intends to torment, intimidate, or humiliate an individual or group. Furthermore, it is generally defined by the recipient, according to the standards of what a reasonable person would consider unacceptable or offensive. Examples of impermissible harassment include, but are not limited to: 1. The use of physical force or violence to restrict the freedom of movement of another person or to endanger the health and safety of another person based on that person’s gender, ethnicity, etc.; 2. Physical or verbal behavior that involves an express or implied threat to interfere or has as its purpose or has the reasonably foreseeable effect of interfering with an individual’s personal safety, academic efforts, employment, participation in University-sponsored extracurricular activities because of that individual’s race, color, etc., and which causes that individual to have a reasonable apprehension that harm is about to occur; 3. Any type of conduct that has the effect of unreasonably interfering with an individual’s academic performance or creates an intimidating, hostile, or offensive learning environment; 4. Epithets, slurs, or derogatory comments based on a person’s race, color, intellectual ability, etc.
Sexual harassment is defined as any unwelcome sexual advances, requests for sexual favors, and other verbal and physical conduct of a sexual nature, which continues when requested to cease. Gender discrimination is defined as derogatory references to gender [Director of Human Resources 2008]. Sexual harassment occurs when: 1. Submission to such conduct is made either explicitly or implicitly a term or condition of an individual’s employment; 2. Submission to or rejection of such conduct by an individual is used as a basis for employment decisions affecting such individual; or 3. Such conduct has the purpose or effect of unreasonably interfering with an individual’s work performance or creating an intimidating, hostile, or offensive working or learning environment.
Faculty have the right to work in a harassment-free environment. Faculty who believe they are being subjected to harassment/sexual harassment from another Brescia faculty member or administrator should follow the grievance procedures or “steps” outlined in FH 2.11.2. If the perceived harassment/sexual harassment involves either staff or students, faculty should observe the following process: 1. Inform the individual that you feel you are being harassed; be definitive. However, if the alleged harassment/sexual harassment is coming from someone in a supervisory position, this step may be waived. 2. If the problem continues, contact the Title IX Coordinator (the Director of HR), who will first determine whether the issue can be resolved informally. All persons involved in the complaint and any subsequent investigation will keep all information confidential to the maximum extent possible. 3. Under the direction of the HR Director and appropriate supervisors, the University will conduct an investigation of any formal complaint of harassment/sexual harassment using principles of due process. 4. Any proven violation of University policy prohibiting harassment/sexual harassment will result in disciplinary action.
Faculty shall not engage in acts of harassment/sexual harassment directed toward other employees or persons associated with the University. Faculty must report all incidents of harassment/sexual harassment to their Division/School Chairperson and/or the VPAA. Faculty with supervisory responsibilities (Division/School Chairpersons and student employee supervisors) and supervisors of other academic areas (Registrar, Librarian, and SSS Director) are required to enforce this policy statement by seeking to eliminate harassment/sexual harassment in the work environment under their jurisdiction, by reporting incidents of
harassment/sexual harassment to the Title IX Coordinator and/or the VPAA/Academic Dean, and by periodically informing supervised faculty, staff, and students about this policy statement and their obligations hereunder.
If, according to the policy outlined in the Student Handbook section on “Harassment/Sexual Harassment,” a student reports an incident of perceived harassment/sexual harassment by a faculty member, the person receiving the complaint must contact the Title IX Coordinator (Director of HR) and/or the VPAA/Academic Dean. In cases where the student feels uncomfortable speaking to a current teacher, Step 1 of the Student Handbook process may be waived. A faculty member accused of harassment/sexual harassment by a student will be contacted by the VPAA/Academic Dean. If the situation cannot be resolved informally, the Title IX Coordinator will assist the VPAA in conducting an investigation using principles of due process.
Faculty who intentionally make a false allegation of harassment/sexual harassment will be subject to disciplinary action as outlined in the FH section on Grievance Procedures (2.11.2). According to the Student Handbook, “any student who intentionally makes a false allegation of discrimination or harassment” against a faculty member “will be subject to disciplinary action” according to the policies outlined in that Handbook.
Except for harassment/sexual harassment complaints, policies for handling all other grievances involving faculty are outlined in FH 2.11.2 and 3.3.6. [Approved FWC 03-26-2013]
2.10.1.4 Consensual Relationships: Because of the values of Brescia University and due to the potential for abuse and the inherent differential in authority, faculty and staff of the University are prohibited from engaging in a romantic and/or sexual relationship or in romantic and/or sexual conduct with any student currently enrolled as an undergraduate at Brescia.
For the same reasons, faculty and staff of the University are prohibited from engaging in a romantic and/or sexual relationship or in romantic and/or sexual conduct with any graduate student over whom the faculty or staff member has professional responsibility.
Furthermore, the University prohibits faculty members and staff from engaging in romantic and/or sexual relationships or in romantic and/or sexual conduct with any other faculty member or employee over whom one has supervisory responsibility. Faculty and staff should therefore avoid situations requiring them to supervise those with whom they currently have a romantic and/or sexual relationship.
Situations and/or relationships (including marriage) that appear to run contrary to this policy statement should be reported promptly by faculty to Vice President for Academic Affairs/Academic Dean and by staff to Director of Human Resources. If necessary, a plan will be developed to avoid potential conflict of interest on a case-by-case basis.
Violation of faculty or staff of the provisions of this policy may result in disciplinary action. (Approved FA 04-12-2011)
2.10.1.5 Copyright Law: Faculty who use copies of material created by others are responsible for determining copying status, and should obtain written permission from the copyright owner before using the material except when the criteria for “fair use” are met. Guidelines may be found in APPENDIX B.
2.10.1.6 Privacy Act: Unless students specifically waive their rights within the Federal Education Rights and Privacy Act of 1974 (FERPA), the only information given out about them will be directory information as described by the Act. However, faculty members and others responsible for the academic progress of the student may inspect the academic records. Requests for information concerning this Act should be directed to the Registrar.
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2.10.1.7 Brescia University Drug-Free Workplace: As a recipient of federal grants, Brescia declares to employees that it complies with the Drug- Free Workplace Act of 1988 and the Drug-Free Schools and Communities Act Amendment of 1989. It is Brescia’s policy to maintain a safe and healthful working environment for all its employees, students and guests.
Employees must, as a condition of employment, abide by the terms of Brescia’s Alcohol and Drug Policy and report any conviction under a criminal drug statute for violation(s) occurring on or off University premises while conducting (or participating in) Brescia business and/or events. A report of a conviction must be made within five (5) days after the conviction.
Alcohol Brescia prohibits the unlawful manufacture, possession, use, or distribution of alcohol by employees on or off University premises while conducting (or participating in) Brescia business and/or events. Employees who engage in such activities are subject to disciplinary action which may lead to termination of employment. Dismissal procedures for faculty are covered in Section 2.9.4 of the Faculty Handbook and for staff in Section III-O of the Staff Handbook.
Drugs Brescia forbids the use, possession, or distribution of all illegal drugs and controlled substances, including, but not limited to amphetamines, barbiturates, heroin, marijuana, cocaine, LSD, crack, and crank on or off University premises while conducting (or participating in) Brescia business and/or events. Employees who engage in such activities are subject to disciplinary action which may lead to termination of employment. Dismissal procedures for faculty are covered in Section 2.9.4 of the Faculty Handbook and for staff in Section III-O of the Staff Handbook.
Under this policy, inappropriate conduct includes, but is not limited to, reporting to work under the influence of such substances. Brescia will take prompt action to correct any situations involving alcohol abuse or illegal drugs. This will usually include offering users and abusers an opportunity for personal rehabilitation, but at the same time, also demonstrating that drug use and failed rehabilitation will not be tolerated on University premises. Depending on the circumstances of each unique case, corrective action can include requiring satisfactory participation in a drug-abuse assistance or rehabilitation program, disciplinary action and/or termination of employment.
Public Law and Consequences
Unlawful Possession of Alcoholic Beverages: Persons under the age of twenty-one are subject to a fine of up to $100 if they
1) enter licensed premises to buy, or have served to them, alcoholic beverages; 2) possess, purchase, attempt to purchase, or get another to purchase alcoholic beverages; or 3) misrepresent their age for the purpose of purchasing or obtaining alcoholic beverages.
Public Intoxication: Persons are subject to a $250 fine and a jail term of not more than ninety (90) days if they appear in public manifestly under the influence of alcohol, a controlled substance, or other intoxicating substances, to the degree that they may endanger themselves, other persons or property, or unreasonably annoy persons in the vicinity.
Driving Under the Influence (DUI): Individuals twenty-one years of age and older will be considered driving under the influence if they are found operating a motor vehicle with a breath- or blood-alcohol level of 0.08 or higher. Individuals under the age of twenty-one are considered to be under the influence with a breath- or blood-alcohol level of 0.02. Persons operating commercial vehicles are deemed to be under the influence at a breath- or blood- alcohol level of 0.04. The penalties for driving under the influence (without aggravated circumstances) are:
First Offense – a fine between $200 and $500 and a jail term of not less than two (2) days or more than thirty (30) days.
Second Offense – a fine of between $350 and $500 and a jail term of not less than seven (7) days or more than six (6) months.
Third Offense – a fine of between $500 and $1,000 and a jail term of not less than thirty (30) days nor more than one (1) year.
Subsequent Offenses (within five (5) years) – Guilty of a Class D felony.
Possession of a Controlled Substance: It is unlawful for any person to knowingly possess a controlled substance unless such substance was obtained directly, or pursuant to a valid prescription or order, from a physician while acting in the course of their professional practice. Possession of a controlled substance is classified as a felony offense. The penalties for possession are as follows:
First Offense: 1-5 years in jail and/or a fine between $3,000 and $5,000.
Subsequent Offenses: 5-10 years in jail and/or a fine between $5,000 and $10,000.
Trafficking in a Controlled Substance: It is unlawful for any person to distribute, manufacture, cultivate, sell, or transfer any controlled substance of which they are prohibited from possessing. Trafficking in a controlled substance is classified as a felony offense. Penalties for trafficking in a controlled substance are as follows:
First Offense: not less than five (5) years or more than ten (10) years in jail and/or a fine between $5,000 and $10,000.
Subsequent Offenses: not less than ten (10) years or more than twenty (20) years in jail and/or a fine between $10,000 and $20,000.
Health Risks The following summarizes known health risks associated with the use of drugs and the abuse of alcohol. Part of the summary was provided by the federal government. Brescia does not guarantee that it is an error-free or exhaustive accounting.
Effects of Alcohol Abuse
Acute: Alcohol consumption causes a number of marked changes in behavior. Even low doses significantly impair the judgment and coordination required to drive a car safely, increasing the likelihood that the driver will be involved in an accident. Accidents are the leading cause of death among individuals aged 15-24 years. Most are related to drinking and driving. Poor decisions and aggressive actions such as acquaintance rape are almost always associated with alcohol use. Low to moderate doses of alcohol increases the incidence of a variety of aggressive acts, including spouse and child abuse. Moderate to high doses of alcohol cause marked impairments in higher mental functions, severely altering a person’s ability to learn and remember information. Very high doses cause respiratory depression and death. If combined with other depressants of the central nervous system, much lower doses of alcohol will produce the effects just described.
Chronic: Repeated use of alcohol can lead to dependence. Sudden cessation of alcohol intake is likely to produce withdrawal symptoms, including severe anxiety, tremors, hallucinations, and convulsions. Alcohol withdrawal can be life threatening. Long-term consumption of large quantities of alcohol, particularly when combined with poor nutrition, can also lead to permanent damage to vital organs such as the brain and the liver. Some studies indicate that brain cells are permanently killed by high levels of alcohol. Women who drink alcohol during
2-21 pregnancy may give birth to infants with fetal alcohol syndrome. These infants have irreversible physical abnormalities and mental retardation. In addition, research indicates that children of alcoholic parents are at greater risk of becoming alcoholics.
Effects of Other Drugs
Marijuana: Marijuana and related compounds are usually used for their “relaxation” effects or to produce an altered sense of reality, a “high.” Marijuana is usually smoked, and, like tobacco, it is very toxic to the lungs. Memory loss and mood shifts often occur in chronic users.
Cocaine (stimulant): Cocaine, crack and related forms are usually used for stimulation and to produce a sense of euphoria. All forms of cocaine are highly addictive, producing a habit that is extremely difficult to stop. In some individuals, cocaine may produce fatal cardiac rhythm disturbances.
Amphetamines (stimulant): Amphetamines and their new derivatives, “crystal and “ice,” are used for stimulation. These compounds are very addictive and may produce psychotic and violent behaviors.
LSD and PCP (hallucinogens): These chemicals are used to produce “altered states” to escape reality. They are very dangerous and can cause psychosis.
Valium and Barbiturates (depressants): These and other prescriptions are used for their sedative or hypnotic effects. They are addictive. Individuals can have seizures after taking them over long time periods.
Heroin (narcotics, codeine, etc.): These are some of the most addictive substances known. They produce a high or euphoria. Withdrawal can produce convulsions or even coma. Overdose is common and can result in death. Addicts of these substances who share these needles have high rates of AIDS.
Other: Many medications and drugs have the potential for abuse. If you have concerns or questions, ask for professional advice.
Substance Abuse Treatment Programs
Employees voluntarily seeking help in dealing with a drug problem will be assisted in confidence to the extent of the University’s personnel and facilities. However, possible reassignment and corrective actions for unsatisfactory performance or other improper conduct are not precluded solely by entry into treatment.
Brescia’s group medical insurance plan covers inpatient and portions of outpatient treatment. Brescia’s Counseling Center or the Student Development Office can make referrals. In addition, Brescia provides programs and materials aimed at alerting employees to the problems involved with alcohol abuse and the use of illicit drugs. However, the chief resources for the treatment of substance abuse are the professional agencies and clinics located within the area.
Alcoholics Anonymous River Valley Behavioral Health 320 Crittenden St. 1100 Walnut Street Owensboro, KY 42301 Owensboro, KY 42301 683-0371 689-6500
Counseling Associates Narcotics Anonymous 1316 Frederica Street 686-2386 Owensboro, KY 42303 686-7999
There will be a biennial review of these policies to determine their effectiveness and implement
changes to the program as needed and to ensure that the disciplinary sanctions described are consistently enforced.
2.10.1.8 Smoking Policy: Smoking is prohibited in all University buildings. Until January 2016, it is permitted outside only in areas away from public doorways where ash receptacles are available for public use.
2.10.2 FACULTY WORKLOAD AND RESPONSIBILITIES:
2.10.2.1 General Policy and Guidelines on Faculty Workload: The VPAA/Academic Dean, in coordination with the Division/School Chairs, is responsible for determining faculty workload and overload payments on a semester/annual basis, whichever is appropriate. Brescia University desires to assure equity in the distribution of faculty workload, and to compensate fairly faculty members who teach occasional overloads. The following general guidelines are sufficiently flexible to allow the faculty and the University to agree on assignments.
Full-time faculty responsibilities involve what would be the equivalent of a full-time professional position. This full-time service will ordinarily be divided among the following responsibilities: a basic teaching load of 4 courses per semester (12 credit hours per semester for non-studio, non-lab courses; 13-15 credit hours for studio and lab courses); faculty and University committee work; student advising; office hours for student consultations, class preparation and normal course improvements and continuing education; and (if appropriate) administrative responsibilities and extra-curricular activities. The 1-credit BU 101 and 102 First Year Experience (FYE) courses (counted as 2 credits for compensation) do not count towards faculty workload; faculty who volunteer to be part of the FYE receive a separate contract for these courses. The section that follows serves to summarize guidelines in each of these categories of teaching, committee service, administrative responsibilities, extra-curricular activities, professional development, and University-related public/community service.
Classroom Teaching Load: For full-time faculty involved in other areas of campus life as well as their teaching responsibilities, the standard course load is 4 courses per semester. For most of Brescia’s programs, that results in 12 credit hours per semester and 24 per academic year. Studio art courses, listed on schedules and transcripts as 3-credit-hour courses, count as four (4) credit hours of faculty workload because of the number of contact hours required for the instructor. Science courses that include a lab, listed as 3-credit-hour and 1-credit-hour courses, count as five (5) credit hours of faculty workload because of the number of contact hours required for the instructor; faculty teaching math courses with lab receive credit for the number of hours listed for the course in the Catalog. Music faculty who offer applied music courses receive 1/3 credit hour per student, based on a half-hour-per-week lesson. Education faculty supervising student teachers and social work field instructors receive 2/3 credit hour per student toward their course load. Faculty teaching education methods courses with field/practicum components of 15-20 hours are given an additional work load credit of ½ credit hour per 10 students enrolled. As a result of these discipline-specific differences, faculty contract language will specify that the basic teaching load for full-time faculty is 12-15 credit hours per semester, not to exceed 27 credit hours for two semesters. Faculty will receive overload payment for additional hours taught beyond this standard load, but a teaching overload does not replace other contractual obligations. First-year teachers with no or minimal teaching experience may not teach more than four courses. Undergraduate faculty who develop a new online course or move and existing course into the online format (when such a class is not available or suitable from the Learning House Course Library) will be compensated for one (1) credit hour at the part-time rate appropriate to their rank (see Section 2.12.2.1).
On occasion, the following variables may be taken into account by the Division/School Chair and the VPAA/Academic Dean in adjusting a faculty member’s semester course load:
2-23 preparations (including multiple sections of the same class, classes in different fields, course development, and writing courses), number of students, and internships and field placements. During the academic year, there is no additional compensation for courses taught by independent or directed study. (See Section 2.12.2.1 and 4.)
A full-time faculty member who regularly teaches a graduate course is a member of the graduate faculty. During the semester a graduate faculty member teaches a graduate course which is a first-time preparation, s/he will be granted one quarter release time. (A first-time preparation refers to a new course as a new program is developed.) In subsequent semesters, the graduate course will be counted as four (4) credit hours when calculating faculty workload. Graduate faculty will receive an overload payment for teaching more than twelve (12) credit hours in the semester a graduate course is taught. This adjustment is meant to allow graduate faculty time for graduate program responsibilities.
The VPAA regularly reviews the number of overloads individual faculty members are teaching to insure quality.
When full-time faculty members accept an overload course, the Division/School Chair should generate a Contract Request Form found on the Brescia University Intranet.
Faculty and University Committee Work: According to the Constitution of the Faculty Assembly (see Section 1.10.1), faculty members have a responsibility to participate in the shared governance of the University. This is routinely accomplished through the work of various Administrative, Institutional, and Faculty Assembly committees of the University, including ad hoc committees (see Section 1.11.1 & 2 & 3 & 4). Generally, committee service to the University should involve no more than an average of three hours per week of the typical work week. Faculty members are normally expected to participate in 2-3 of the committees listed below, depending on the amount of time each one requires; extra weight is given to faculty who chair a committee. Faculty are either elected or appointed to the following committees: Academic Program Review Executive Institutional Review Board Ad Hoc Committees Faculty Welfare President’s Strategic Admissions Graduation Planning Council Brescia Board Committees Graduate Rank and Tenure Curriculum Honors Program Ctte Student Welfare Dean’s Council Institutional Computing Teacher Education Advisory Education Outcomes Assessment
Advising: Full-time faculty are expected to participate in student advising. This requires the willingness to attend periodic training sessions, time spent reviewing the Catalog requirements for specific majors, and availability to students, especially during peak advising and registration times. An average advising load (approximately 15 students per semester) is part of the normal full-time work week schedule. However, for faculty who have a higher than typical number of advisees, the VPAA, in conjunction with the Division/School Chair, may make appropriate workload adjustments.
Office Hours: Faculty are expected to offer an appropriate number of Office Hours per week at reasonable times, normally 10 hours weekly, exclusive of classroom time, at which time they are available to students and work on classes. Faculty teaching online courses should make reasonable provisions for availability to students.
Administrative Responsibilities: The primary administrative areas considered in determining workload include Division/ School Chairs and administrators as required for external accreditation processes, such as for the Southern
Association of Colleges and Schools Commission on Colleges (SACS COC), the Educational Professional Standards Board (EPSB), and the Council for Social Work Education (CSWE).
Chairs of Academic Divisions or Schools are given a 3-credit-hour course release time for administrative duties; in the case of the Chair of the School of Education, this release time meets professional and accrediting standards in the discipline.
The Social Work Program is led by a full-time Director who also teaches part-time in the program. The Social Work Field Director also receive a 6-credit-hour course release time as part of professional and accrediting standards.
Area Coordinators’ time requirements may vary by discipline. Overall administrative equivalencies would be individually assessed by the VPAA/Academic Dean in coordination with the Division/School Chairs.
Overall administrative equivalencies would be individually assessed by the VPAA/Academic Dean in coordination with the Division/School Chairs.
Extra-Curricular Activities, Professional Development, and Community Service: Sponsorship and/or participation in extracurricular activities should also be taken into consideration when reviewing faculty workload. Examples would include plays, student newspaper, exhibits, field trips, musical performances, club sponsorship, and academic competitions.
Load equivalencies also need to be considered for Professional Development. Activities under Professional Development include a) individual development – degree completion in the area in which the faculty member is teaching, publications, research, art works, and teaching improvement; and b) professional affiliations/service–memberships, presentations, offices held, and committees. Absence from class for professional development activities should be minimized, and should be scheduled only after consultation with the Division/School Chair and, if necessary, the VPAA/Academic Dean.
In fulfilling the mission concept of community service, all faculty are encouraged to participate in church and civic activities beyond their normal work week. Selected examples of community service include a) consultation, b) lecture/presentation, c) judging, panels, reviews, d) committee work and/or offices held, and e) church-affiliated activities. It should be noted, however, that service to the community should not detract from consistent fulfillment of contractual duties/responsibilities.
Heavier than normal involvement in non-teaching activities, when requested or required by the University, shall require consideration of an adjustment in a faculty member’s workload, including, if necessary, a temporary or permanent reduction in teaching hours. The request for a reduction in teaching load may be initiated by the faculty member in coordination with the Division/School Chair. The request will then be acted upon by the VPAA/Academic Dean.
2.10.2.2 Teaching Responsibilities: Full-time faculty members at Brescia University have the responsibility to fulfill their teaching responsibilities, including a. reporting to the University on the designated date before the opening of the academic year; b. attending assigned classes regularly and promptly; c. keeping accurate grade records (see Section 3.3); d. keeping course material, content and syllabi up to date (see Section 3.1.2); e. distributing adequate information on course content and expectations to students on the first day of class (see Section 3.1.3); f. continuously trying to attain course objectives and to improve teaching methodology; g. providing ongoing student feedback, both verbally and in written form, including returning
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assigned written work/tests promptly with appropriate feedback; h. being readily available for student consultation and listing office hours with the VPAA/Academic Dean and on office doors; i. cooperating with University officials in promoting the welfare of students; and j. submitting syllabi to the VPAA/Academic Dean and Division Chair at the beginning of each semester.
2.10.2.3 Related Responsibilities: All full-time faculty members also have the responsibility to a. assist in area, division/school or University work by participating in area, division/school, and Faculty Assembly meetings and other official University functions; b. maintain mature relationships with students, faculty, administration, and staff; conduct oneself professionally in personal behavior, speech, dress, and public statements on people or issues; c. participate in the University’s developmental program of evaluation, goal-setting, and faculty workshops (see Section 2.10.3), including assessment data and/or products as requested; d. keep current in one’s professional field by reading, attending professional meetings, or – within the limits set by teaching duties and University finance – engaging in activities such as performances, exhibits, research, or publication; e. conform to requirements of University policies as given in the Faculty Handbook, Student Handbook, and University Catalog; and f. support the philosophy and mission statement of Brescia University.
As appropriate and based on faculty appointments and agreements, faculty members also have the responsibility to a. participate in the University advising system, if assigned (faculty advisors are expected to be available during semester registration hours); b. fulfill the responsibilities of rea coordinator or Division/School Chair when serving in such roles, and/or to perform duties delegated by Division/School Chairs or other appropriate University officials; c. participate in other University activities such as orientation and registration, when requested; during summer Early Registration for New Students [ERNS] Days, volunteering to serve as advisor is considered service to the University; d. act as moderator of student activities, when requested; e. contribute to the community service mission of the University when possible by participating in civic, religious, or other organizations, by addressing local groups, and by similar activities;
2.10.2.4 Outside Employment: During any period of full-time employment by Brescia University, faculty who engage in gainful activities of an extensive, recurring, or continuing nature outside their broad institutional responsibilities will report in writing to the appropriate Division/School Chair and the VPAA/Academic Dean on the nature and extent of such activities. (see “Outside Employment Approval” form on the University Intranet) If the activity is approved, the VPAA/Academic Dean will submit a letter of approval to the faculty member and to his/her file.
Full-time faculty are permitted to engage in a reasonable amount of outside work, provided that such activities do not interfere with University responsibilities or compete with University time, services, or interests. Faculty members should not be absent from class more than once per semester for professional consultations or other outside employment without special permission of the VPAA/Academic Dean
When University materials, equipment, and/or facilities are used, the University must be compensated according to current policy (see Section 4.4.6).
If, in the opinion of the VPAA/Academic Dean, the outside work interferes with performance of University duties, the VPAA/Academic Dean may recommend to the faculty member and to the President that the appointment be changed to a less than full-time contract.
2.10.2.5 Summer School: Faculty teaching summer online courses receive full payment for the course, provided the required number of students are enrolled (see 1.10.2.6b below). For other course quota policies, see Section 2.12.2.4.
2.10.2.6 BUonline: When possible, full-time faculty will teach online courses as part of the regular semester workload. Payment for overload will be made according to the regular part-time scale used by the University (see Section 2.12.2.1). The Associate Academic Dean, in consultation with the Director of Operations for BUonline and the VPAA/Academic Dean, schedules and cancels courses to be offered. a. The Associate Academic Dean, in consultation with the BUonline Operations Director and/or the VPAA/Academic Dean, will generally make a decision about course cancellation at least two weeks prior to the first class. b. In general, for both the academic year and summer program, enrollment of two-to-four (2– 4) students per class is sufficient for an online course to be held with full pay. The VPAA/Academic Dean may make exceptions.
Faculty Attendance: Instructors for BUonline courses must be present for class chat sessions at the time scheduled.
Emergency: In case of emergency, the instructor, or someone on the instructor’s behalf, must notify the Associate Academic Dean and/or BUonline Operations Director as soon as possible, who will then immediately notify the VPAA/Academic Dean and the students scheduled for the weekly chat session. If the chat can be rescheduled, the instructor will determine a time mutually agreeable to the students affected.
Closing or Cancellation: In case of the need to close Brescia University or cancel all classes, unless specifically notified to the contrary by the instructor, all online classes will be held unless the instructor cannot obtain access to the Learning House platform. Exceptions must be approved by the Associate Academic Dean and/or the VPAA/Academic Dean.
2.10.2.7 Non-Standard Courses: Faculty teaching non-standard courses (those which include a significant and mandatory part of the course off-site, outside the normal classroom environment, such as science or language practica or internships in various disciplines) will receive compensation on a pro-rata basis identical to that outlined in Section 2.12.2.4, Course Quotas and Partial Compensation, if enrollment is fewer than nine students. For classes with nine (9) or more students, normal compensation will apply.
Any course in which a large component of the learning experience occurs at a distance of more than 100 miles from Brescia University must be reviewed by the Curriculum Committee. Compensation may occur at 100%, 75% or 50% of the above-mentioned rate depending upon the determination by the Curriculum Committee of the faculty member’s responsibilities. Application of the percentage is based upon the following considerations of the faculty member’s role: on-site/off-site supervisory responsibilities, time spent arranging for the experience, preparation of students for cultural adjustments, grading of journals and papers, meeting with students before and after the experience for instruction and debriefing, and administering evaluations.
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2.10.2.8 Off-Campus Courses: Faculty may choose to teach scheduled off-campus courses offered by Brescia with the normal teaching load or as an overload. If being taught as an overload, this course becomes part of the normal load should another scheduled class be cancelled [FWC 02-22-2005]. [2.10.2 Policy Approved by FA 04-10-2012]
2.10.3 FACULTY DEVELOPMENT: It is the duty of each faculty member to remain current in his/her academic area, and to continue to develop personally and professionally. It is the policy of the University to promote and encourage for all faculty the continuous process of scholarship, recognizing its substantial contribution in enriching the faculty, students and academic programs of the University. Several University policies/benefits support or encourage faculty development.
2.10.3.1 Coursework: Graduate Courses: Because of Brescia’s previous consortium agreement with Western Kentucky University, a full-time Brescia faculty member may enroll for one course per semester, tuition free. The necessary forms are obtained from the Human Resources Department.
Tuition Remission/Reduction: Full-time employees and their spouses and legal dependents (as defined by the Internal Revenue Service Code) may be eligible for Tuition Remission/Reduction. In this context, full-time means any employee who regularly works at least thirty (30) hours per week on an annual basis [Cabinet, 2010].
Tuition remission/reduction applies only to classes taken for college credit that the employee or dependent has not taken previously. Employees and their dependents will be expected to pay normal prevailing charges for programs which are not part of the regular University curriculum, such as summer tutoring, computer workshops, athletic camps, and courses taken for continuing education credit.
Institutional standards for satisfactory progress for financial aid (available from the Financial Aid Office) must be maintained for continuation of tuition remission/reduction.
Recipients of tuition remission/reduction whose employment terminates during the tuition remission period will remit to the University the value of the benefit received after termination of employment. This remission will be based on the refund schedule in effect for the period.
Employees are permitted to enroll in classes on a space-available basis. Courses will only be conducted if the minimum required enrollment per course is met without the employees’ or dependents’ enrollment. Normally, classes taken by employees should be scheduled outside the employee’s normal work hours. An employee who is taking classes toward degree completion or as a job requirement may be permitted to enroll in one class a semester which is taught during the normal workday, if the following conditions are met. a. The employee’s immediate supervisor must review and approve the employee’s request in writing; b. The employee’s workload must allow the flexibility necessary to be absent from the job without interfering with performance of job duties; c. All vacation leave used for class attendance must be reported on an Absence Report to be recorded in the employee’s personnel file; and d. Time off for class attendance must be posted either as vacation leave, leave without pay, or an equivalent adjustment must be made in the employee’s work schedule. Under no circumstances will sick leave be allowed for attending classes. Supervisors are encouraged to accommodate employees who are taking classes toward degree completion or as a job requirement, if these accommodations can be made without sacrificing the department’s efficient operations. However, the overall operations of the department are
top priority and will take precedence over any classes scheduled during normal work hours. Departmental efficiency may dictate that employees who attend classes during work hours must occasionally miss scheduled classes if their workload does not permit their absence.
1. Tuition Remission – Undergraduate classes Provided they fulfill admission requirements, full-time employees, their spouses and their legal dependents may enroll in Brescia undergraduate classes tuition-free, paying only appropriate fees, books and supplies.
All full-time employees and their spouses/legal dependents are eligible for up to 100% remission of undergraduate tuition costs; however, all funds received through federal and state grants (except KEES) will be used by the University to offset the tuition costs to the University. KEES and outside scholarships may be applied to room/board, books, and fees (excluding payment plan charges and late fees). Any remaining KEES and outside scholarships after room/board, books, and fees will be used by the University to offset the tuition costs to the University.
To qualify for tuition remission, eligible participants must: a. Complete a University application form for tuition remission; and b. Complete the Free Application for Federal Student Aid (FAFSA). (This may be waived in certain circumstances (e.g., when the employee, employee’s spouse/legal dependent plans to enroll for fewer than six (6) semester hours).
2. Tuition Reduction – Graduate classes Full-time employees may enroll in one (1) Brescia graduate course per semester tuition- free, paying only appropriate fees, books, supplies and taxes.
In accordance with Internal Revenue Code, tuition reduction on graduate courses is taxable income to the employee subject to tax withholding and reported on the employee’s Wage and Tax Statement (W-2). The appropriate taxes will be withheld from the employee’s first paycheck following the application of the tuition reduction.
Part-time faculty members who have taught at least one two-credit hour course each semester for any three semesters at Brescia may take one Brescia undergraduate course tuition free. Appropriate fees must be paid. The course may be taken at any time within the three semesters following completion of the requirement; the part-time faculty member requests a tuition form from the office of the VPAA/Academic Dean and presents the completed form to the Cashier during registration. This benefit is not cumulative, nor is it transferable.
2.10.3.2 Leaves: Educational and sabbatical leaves are described in Section 2.13.8.
2.10.3.3 Faculty Development Funds: Any member of the full-time faculty may apply for faculty development funds, when such funds are available. Special requests from part-time faculty may be considered. Funds for faculty development are allocated to each division/school (Librarians will be regarded as a division/school for disbursement of faculty development funds.) and will be pro-rated according to the number of full-time faculty in each division/school. Faculty development funds allocated through the Division/School can be used at the discretion of the faculty member for anything that would support the teaching function. (FWC 10.26.04)
Thanks to the generosity of Mr. & Mrs. F. M. Hart, Brescia University has been able to establish an endowment for professional development. This endowment will be used to fund Hart Summer Stipends, Hart Faculty Time-Outs, Hart Summer or January Institutes and Hart Travel Stipends. Application forms are available in the office of the VPAA/Academic Dean; guidelines are in APPENDIX H.
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Thanks to the generosity of the Ursuline Sisters of Mount Saint Joseph, Brescia has established the Ursuline Center for Teaching and Learning. The Center, located in the Fr. Leonard Alvey Library, houses print and electronic resources available for faculty development. In addition, faculty may apply for funds to attend regional or national conferences on teaching and learning, or other faculty development opportunities. The application form is available on the Brescia University intranet.
2.10.3.4 Developmental Evaluation and Professional Plans: [Update approved FWC 02/05/2013]
Evaluation by Faculty Member and Division/School Chair: At some time in the spring semester, all full-time and half-time faculty members will review their goals and activities of the current year, establish their goals for the coming year, and complete both pages of the “Annual Faculty Activity Summary” (APPENDIX E; also available on University intranet). Untenured faculty set goals for each year; tenured faculty may choose to develop three-year goals instead. The faculty member and Division/School Chairperson will discuss the “Faculty Activity Summary” in light of faculty responsibilities and personal, divisional, and University goals. Both will sign the form; it will be submitted to the VPAA/Academic Dean as part of the Annual Division/School Report on June 1.
Untenured Faculty (Tenure-Track) Regular (semester and annual), peer, or administrative review and evaluation of the performance of untenured faculty occurs in the following manner:
Meeting yearly with the VPAA to discuss progress toward tenure (FH 2.6.12) Review of student evaluations by the faculty member and the Division/School Chair (FH 2.10.3.4) Yearly evaluation by the Division/School Chair of the faculty member’s performance as reported in the Faculty Activity Summary, including an evaluation of the faculty member’s goal-setting and professional plans (FH 2.10.3.4.) Peer and administrative evaluation of the faculty member’s performance as part of the process for promotion in rank (FH 2.8). Tenure Status Review required (FH 2.7.4)
For Special Review and Dismissal of Faculty in the First Year, see FH 2.9.4.3.
Non-Tenure-Track Faculty Regular (semester and annual) or administrative review and evaluation of the performance of non- tenure-track faculty occurs in the following manner:
Review of student evaluations by the faculty member and the Division/School Chair (FH 2.10.3.4) Yearly evaluation by the Division/School Chair of the faculty member’s performance as reported in the Faculty Activity Summary, including an evaluation of the faculty member’s goal-setting and professional plans (FH 2.10.3.4.) Peer and administrative evaluation of the faculty member’s performance as part of the process for promotion in rank (FH 2.8)
Non-tenure-track faculty may serve on a one-, two-, or three-year contract subject to renewal at the discretion of the administration with notification by February 1 of renewal for one- and two- year contracts (FH 2.5.2.2).
Faculty on a three-year contract will present a teaching portfolio by December 1 in the third year of the contract to their Area Coordinator, Division/School Chair, and VPAA for review unless the faculty member has successfully completed the promotion process in the three-year period. The portfolio contains the following:
a. An updated vita
b. Copies of the “Annual Faculty Activity Summary” (APPENDIX E) plus any activities the faculty member wishes to add to this form c. Evidence or documentation that the faculty member meets the criteria and standards described in Section 2.6 (e.g., student evaluation, student examinations or papers, written and signed comments from colleagues teaching subsequent courses, comments from employers of former students regarding specific skills or knowledge acquired in a particular course) d. Personal and professional goals for the next three-year contract cycle
By February 1 the faculty member will receive a letter from the Academic Dean/VPAA as to the renewal or non-renewal of the three-year contract.
For Special Review and Dismissal of Faculty in the First Year, see FH 2.9.4.3.
Part-Time Faculty Regular (semester and annual) review and evaluation of the performance of part-time faculty occurs in the following manner:
Review of student evaluations of courses by the faculty member and the Division/School Chair (FH 2.10.3.4) Chair evaluation of the faculty member’s performance as part of the process for promotion to Senior Lecturer I and II (FH 2.12.2.1)
Half-Time Faculty Regular (semester and annual) review and evaluation of the performance of half-time faculty occurs in the following manner:
Review of student evaluations of courses by the faculty member and the Division/School Chair (FH 2.10.3.4) Yearly evaluation by the Division/School Chair of the faculty member’s performance as reported in the Faculty Activity Summary, including an evaluation of the faculty member’s goal-setting and professional plans consistent with half-time status (FH 2.10.3.4. and FH 2.3) Yearly evaluation of the status of a contract for the ensuing year by the Academic Dean/VPAA upon recommendation of the Division/School Chair by February 1
Evaluation by Students:
Full-time tenured faculty will be evaluated by a day or evening on-campus, on-ground class once a year. This class will be chosen in consultation with the Division/School Chairperson. More frequent evaluations may be administered at the discretion of the Division/School Chairperson, the VPAA/Academic Dean, and the faculty member.
First-year untenured and first-year non-tenured faculty will have all courses evaluated. In subsequent years, untenured faculty will evaluate at least one class per semester; the Division/School Chairperson and/or VPAA/Academic Dean may request additional evaluations.
Non-tenure-track faculty will have all courses evaluated the first year. In subsequent years, non- tenure-track faculty will have one course evaluated each semester. Half-time faculty members will have all courses evaluated in the first, second, and third year. In subsequent years, half-time faculty members will have one course evaluated each semester.
All part-time faculty in the on-campus, on-ground program will be required to evaluate each course unless exempted by the Division/School Chairperson or the VPAA/Academic Dean. However, part-time faculty members who have taught two or more courses per semester for three years will have one course each semester evaluated.
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On campus courses should be evaluated between the ninth and fourteenth weeks of the semester. The instructor contacts the office of the VPAA/Academic Dean to obtain the appropriate number of student evaluation forms. The instructor chooses a student monitor and a second student witness; the student monitor administers the evaluation to the class in the instructor’s absence and places responses in a sealed envelope. After both the monitor and the student witness sign the envelope, the monitor delivers the evaluations to the office of the VPAA/Academic Dean (sliding the envelope under the door if the course is during the evening). Under no circumstances should the instructor OR the student monitor take the evaluations home. If prompt delivery of the evaluations will be impossible, the instructor should make arrangements in advance with the VPAA for handling the evaluations appropriately. [Approved FWC 03-26-2013]
Evaluations will be summarized with all comments typed on the summary. One copy will be kept in the office of the VPAA/Academic Dean and another returned to the faculty member by the Division/School Chairperson at some time after final grades are recorded.
Academic areas wishing to develop specialized evaluation forms may do so. Such forms will be administered through the office of the VPAA/Academic Dean. Special evaluation forms should be submitted to the VPAA/Academic Dean for review by the Division/School Chairpersons.
NOTE: The special student evaluation used in the rank and tenure application process replaces the developmental evaluation for the entire academic year in which the faculty member is a candidate for promotion or tenure.
Every course in the graduate programs is evaluated, whether taught by a tenured, untenured, full- time or part-time faculty member.
Evaluation of Advising: Students evaluate advisors in the Fall semester of even years. Evaluation is incorporated in spring pre-registration.
BUonline Evaluation: An evaluation of BUonline courses is built into every course and is completed at the end of each module through the Moodle platform of Brescia’s LMS, Learning House. Evaluations are reviewed and distributed to instructors by the Division/School Chair.
2.11 FACULTY RIGHTS AND PRIVILEGES
2.11.1 ACADEMIC FREEDOM: Academic freedom is the right to think and express oneself freely within the university community. It is an integral part of the fundamental human right to free thought and expression.
Research and Publication: The teacher is entitled to full freedom in research and in publication of the results, subject to the adequate performance of other academic duties. Research for pecuniary returns, however, should be based upon an understanding with the authorities of the University. (See Section 2.10.2.4 for University policy on outside employment.)
Classroom: The teacher is entitled to freedom in discussing his/her subject but should avoid introducing controversial matter which has no relation to the subject.
Community: The university teacher is a citizen, member of a learned profession, and officer of an educational institution. In speaking and writing as a citizen, the teacher should be free from institutional censorship or discipline. But a teacher’s special position in the community has special obligations; the public may judge his/her profession and the institution by his/her utterances. Hence there is a significant need for accuracy, appropriate restraint, respect for the opinions of others, and a clear indication that the teacher is not speaking for the institution.
2.11.2 GRIEVANCE PROCEDURES: Purpose: Whenever possible, all problems should be resolved before filing a grievance. Brescia University encourages open communication between supervisors/administrators and employees/faculty/ staff.
The purpose of this procedure is to promote prompt and efficient investigation and resolution of grievances. Cases involving the dismissal of a faculty member must be processed under the provisions of the Faculty Handbook; and cases involving the dismissal of staff personnel shall be processed under the provisions of the Staff Handbook.
Resort to Other Procedures: If the grievant seeks resolution of the subject matter of a pending grievance in any forum or by any set of procedures other than those established in this procedure, the University shall be under no obligation to proceed any further with its own grievance proceedings.
Confidentiality: Grievance proceedings shall be confidential; and all relevant written and electronic records of the formal or informal grievance proceeding shall be available for use by the respective parties in the event that the proceedings go to other forums.
Records of Grievance Proceedings: All written and electronic records of formal or informal grievance proceedings should be forwarded to the President’s office to be retained for a period of two (2) years after completion of the grievance proceedings.
Definitions: For the purpose of this procedure
1. The term “grievance” shall mean an allegation that the grievant’s employment rights and entitlements have been adversely affected due to a substantive violation, misapplication, or misinterpretation of University policies, regulations, or procedures. 2. The term “grievant” shall mean an identified person (or group of persons) who was/were at the time of the occasion of the grievance a faculty member/employee/staff member of the University. 3. The term “respondent” shall mean an identified person (or group of persons) alleged to have caused the grievance. 4. The term “working days” shall mean those days when the business offices of the University are open.
Time Limitations: When any action which is required to be taken within a specified time period is not taken in time, the following shall apply
1. If the grievant fails to act within the time limits specified, the University shall have no responsibility to process the grievance. 2. If the University fails to act in the time specified, the grievant may proceed to the next review level and any subsequently issued decision on the matter at the by-passed level shall be void.
Procedure for Handling a Grievance
Step 1. A grievance must first be presented in writing and informally to the grievant’s immediate supervisor. The grievance must be filed within twenty (20) working days of the date on which the grievant knew or should have known of the action or condition which occasioned the grievance. Whenever possible, the filing of a written grievance should be preceded by discussion with the immediate supervisor and other informal attempts to resolve the matter. The immediate supervisor, upon receipt of a written grievance, shall investigate the matter as deemed appropriate and respond to the grievant in writing within five (5) working days. (In cases of alleged violation of civil rights, the grievant may bypass Step 1 and proceed immediately to Step 2.)
Step 2. If the grievance is not resolved at Step 1 and the grievant desires to pursue the matter, the grievant shall formalize the grievance and file it in writing within five (5) working days of the Step 1 decision according to the appropriate procedure described below. The formal grievance shall state the specific policy, regulation or procedure alleged to have been misinterpreted, misapplied or violated, the date of
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The University makes every attempt to ensure that all employees are treated fairly. Accordingly, the University has established the following administrative review system to help resolve employee grievances as quickly, fairly, and informally as possible. This system affects only employees below the supervisory level.
An employee who has complaints about job-related matters should use the following procedures in the order indicated 1. Informal Review – The employee should discuss the matter as soon as possible with his/her supervisor. The supervisor will attempt to resolve the matter as quickly as possible. 2. Formal Review – if the matter is not resolved informally, the aggrieved employee may file a written report with the Director of Human Resources within five (5) working days following the supervisor’s response. Thereafter, the University will consider the matter, including any necessary investigation of the facts, and respond in writing within fifteen (15) working days.
If the employee is not satisfied with the response, the employee may file a copy of the same written request with the President of the University. The President will consider the matter, including any necessary investigation of the facts, and will respond in writing within fifteen (15) working days. The President’s response will be final and conclusive.
Faculty Procedure: The faculty member shall submit the written grievance to the Chair of the Executive Committee of the Faculty Assembly, who shall investigate the matter and hold an informal hearing as necessary with all parties concerned. If the matter is not satisfactorily resolved within ten (10) working days of receipt of the grievance, the Chair of the Executive Committee shall convene the Executive Committee to determine whether the facts of the grievance merit a formal grievance hearing and so notify all concerned parties. If a formal grievance hearing is deemed necessary, the Executive Committee within ten (10) working days shall follow one of the following options:
The Executive Committee shall convene as a grievance hearing committee
-or-
The Executive Committee shall appoint an ad hoc committee to hear the grievance, which committee shall conduct the hearing as soon as practicable (in cases involving alleged civil rights violations, the Executive Committee should seriously consider appointing a grievance committee reflecting the goals of equal opportunity).
Should the Chair of the Executive Committee be named as a respondent, the Vice Chair shall assume the chair’s responsibilities in these procedures. Should any member perceive a conflict of interest or be named a respondent, the President shall appoint a substitute for these proceedings.
Guidelines for Formal Grievance Hearings: Should a formal hearing be necessary, the following guidelines shall be followed:
1. All parties to the grievance shall have the right to obtain witnesses and present evidence. 2. The grievant and respondent shall be entitled to reasonable notice of all hearings and may be present at all testimony. 3. All parties to the grievance shall be entitled to representation by counsel of their choice. 4. The University shall cooperate with the grievant in securing witnesses and in making available specifically identified and relevant documentary and other evidence requested by the grievant or the committee. The grievant, by filing the complaint, thereby consents to and waives any claim of confidentiality of all relevant documents and other evidence in the files of Brescia University, Inc. 5. All parties to the grievance and the members of the hearing committee shall have the right to confront and cross-examine witnesses. 6. The chair of the grievance hearing committee may request depositions from witnesses who cannot appear before the committee, and, in case of question determine the relevancy of documentation requested.
7. The committee may grant continuances when requested by either party. 8. The committee shall keep an electronic record of the proceedings. Upon request, all parties to the grievance are entitled to a copy of this record as well as a copy of any documents or other written statements which are submitted to the grievance hearing committee. All committee records shall be forwarded by the chair to the President within fifteen (15) working days of completion of the hearing. 9. The disposition of the grievance by the committee shall take the form of findings of fact and conclusions and a recommended disposition to the President, and will be issued within fifteen (15) working days after completion of the hearing. The recommended disposition must be based solely on the record, pertinent institutional policies, regulations, and procedures, and the law of the land. 10. All hearing committees shall convene within ten (10) working days of receiving their charge, elect a chair, notify all concerned parties of the time, date, and place of the first hearing meeting, and strive to complete their proceedings in a timely fashion.
Step 3. The President of the University shall receive copies of all grievance recommendations, and shall make the final decision based upon a review of the record and the findings, conclusions, and recommendations of the hearing committee. Such decision shall be made within ten (10) working days after issuance of the Committee’s recommendations.
If the President is a respondent to the grievance, the first vice-president of the University shall assume his/her role in the proceedings with the exception that the Chair of the Board of Trustees shall make the final decision.
2.12 COMPENSATION
2.12.1 GENERAL POLICY: The basic consideration of a salary policy is the just and equitable compensation for the faculty member’s service, based primarily on level of education, years of teaching experience, and progression in rank.
2.12.2 SALARY SCALES:
2.12.2.1 Minimum Salary Scale for Part-Time Faculty and FT Faculty Overloads (per credit hour) [Fall 2014]
Master’s Master’s JD/MSW/ Ph.D./ Undergraduate Bachelor’s Degree Degree +30 MLS/ABD Term Lecturer/Instructor $410 $500 $535 $550 $565
____ Senior Lecturer I/ $520 $555 $570 $585 Assist. Professor
*Senior Lecturer II* ____ $845 $880 $895 $910
Assoc. Professor ____ $530 $585 $616 $645
Professor ______$685
Graduate: Part-time faculty teaching a three-credit graduate course are paid for four credits.
Senior Lecturer I: Part-time faculty awarded the title Senior Lecturer should also receive a salary to equal the compensation for Assistant Professor with the degree held. Senior Lecturer I status should be awarded at the recommendation of the Division/School Chair and the VPAA/Academic Dean in accordance with the definition in section 2-3.
Senior Lecturers who have taught at Brescia for 20 semesters (fall and spring) may request an increase of $50 per credit hour for longevity. Senior Lecturers who have taught at Brescia for 40 semesters (fall and spring) may request an additional increase of $100 per credit hour for
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longevity. Such requests must be approved by Division/School Chair and VPAA.
*Senior Lecturer II*: For fall and spring courses, Senior Lecturer II faculty who continue to fulfill the responsibilities outlined in FH 2.3 receive an increment of $325 per credit hour above the credit hour rate for Senior Lecturer I.
Independent Study: No payment during academic year; 1/9 appropriate salary per student in the summer. Directed Study: No payment during academic year; 1/9 appropriate salary per student in the summer
2.12.2.2 Target Salary Scale Full-Time Faculty: The salary scale reflects the University’s good-faith efforts to create a typical target level of just compensation for new appointments, for promotion in rank, and for progression of established salaries. The salary scale reflects the target level of compensation for Brescia faculty members who are fulfilling the duties, responsibilities, and requirements of their contracts and Faculty Handbook. The Scale is a target for the University and does not preclude suspension of salary increases, including promotion increments, if deemed necessary by the University.
Faculty whose salary meets or exceeds the Scale are eligible to receive cost-of-living adjustments and/or additional increments. Each year, no later than the end of January, the Academic Dean, in consultation with the Division Chairs, will make recommendations to the President for faculty members to be considered for cost-of-living adjustments, salary scale increments, and/or any additional increments.
Faculty promoted to a higher rank will receive a salary increment of $1,000 for the promotion. In addition, the promoted faculty are eligible to receive a salary scale increment if their current base salary is less than the Scale for the new rank, or a cost-of-living adjustment if their current base salary meets or exceeds the Scale for the new rank. If faculty did not receive promotion increments in period of suspended salary increases, the University will adjust for suspended promotion increments as soon as feasible.
The Scale is based on the simple average of salaries of Kentucky Independent Comparable College List for the previous year. The result will be considered as the target rate at the highest education level for each rank, after 7 years in that rank at Brescia.
Kentucky Independent Comparable College List
Asbury University Spalding University Campbellsville University St. Catharine College Georgetown College Thomas More College Kentucky Christian University Union College Kentucky Wesleyan College University of Pikeville Lindsey Wilson College University of the Cumberlands
(Excluded schools) Alice Lloyd College Centre College Bellarmine University Midway College Berea College Transylvania University
The Academic Dean, in consultation with the Vice President of Business and Finance, may review and update Kentucky Independent Comparable College List annually. The Academic Dean and Vice President of Business and Finance, in consultation with the Faculty Welfare Committee, will review this policy and the scale calculations at least once every three years.
MA+30/MS+30 Instructor MA/MS JD/MSW/MLS/ABD 0 years in rank $ 37,435 $ 38,435 4 years in rank $ 38,935 $ 39,935 7 years in rank $ 39,935 $ 40,935 12 years in rank $ 40,935 $ 41,935 17 years in rank $ 41,935 $ 42,935 22 years in rank $ 42,935 $ 43,935 27 years in rank $ 43,935 $ 44,935
MA+30/MS+30 Assistant Professor JD/MSW/MLS/ABD PhD/Term 0 years in rank $ 39,801 $ 41,301 4 years in rank $ 41,801 $ 43,301 7 years in rank $ 43,301 $ 44,801 12 years in rank $ 44,551 $ 46,051 17 years in rank $ 45,801 $ 47,301 22 years in rank $ 47,051 $ 48,551 27 years in rank $ 48,301 $ 49,801
MA+30/MS+30 Associate Professor JD/MSW/MLS/ABD PhD/Term 0 years in rank $ 45,549 $ 47,049 4 years in rank $ 48,049 $ 49,549 7 years in rank $ 50,049 $ 51,549 12 years in rank $ 51,549 $ 53,049 17 years in rank $ 53,049 $ 54,549 22 years in rank $ 54,549 $ 56,049 27 years in rank $ 56,049 $ 57,549
\
Full Professor PhD/Term
0 years in rank $ 54,613
4 years in rank $ 57,613
7 years in rank $ 60,113
12 years in rank $ 62,113
17 years in rank $ 64,113
22 years in rank $ 66,113 27 years in rank $ 66,113
[2.12.2.2 Section Revised/Approved February–April 2015]
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2.12.2.3 Overload Pay: Faculty who, with prior permission of the VPAA/Academic Dean, carry an overload (calculated over an entire year; see Section 2.10.2) receive compensation at the current part-time/summer school rate, noted above in 2.12.2.1.
Salary supplements during the regular academic year and summer salaries for Brescia employees paid from grant and contract funds as well as for consultative services will be paid in accordance with IRS regulations. These payments must be added to an employee’s next payroll check and taxes withheld on the regular salary plus the additional amount. Request for payment for salaries must be approved and submitted to the payroll clerk at least five business days before the pay date.
2.12.2.4 Course Quotas and Partial Compensation: During the academic year, there is no additional compensation for courses taught by independent or directed study. A summer directed study course requires the permission of the VPAA/Academic Dean, and the instructor will be compensated at the rate of one-ninth the appropriate salary per student. There is no compensation, however, if the course is being offered by the same faculty member as part of the regular summer schedule, except that the student will be added to the course total. An auditor is counted as half a student for compensation purposes.
2.13 EMPLOYEE BENEFITS
2.13.1 SOCIAL SECURITY: Appropriate deductions will be made when applicable at the current rate determined by government regulation.
2.13.2 HEALTH, DENTAL, AND RETIREMENT BENEFITS: Full- and half-time University employees may enroll in a variety of available plans by contacting the Director of Human Resources. The following information regarding the plans is for informational purposes only. Approved plan documents, contracts and University policies take precedence over any of the following information. It is the employee’s responsibility to enroll and become familiar with the benefits, limitations and options. Participants are encouraged to become familiar with the benefits and limitations of the health and/or dental plan. Employees should review the summary plan descriptions and/or plan booklets for each benefit plan for detailed information.
Health Insurance: Brescia University currently offers a health insurance plan to employees who normally work annually at least twenty hours per week. Employees may purchase health insurance on a voluntary basis; coverage begins on the first day of the first full month of employment. Newly hired employees must enroll within 31 calendar days of eligibility. The University pays a portion of the cost of the health insurance. The amount paid by the University may change from year to year. Please refer to the health plan booklet for details on services and the pricing schedule for the current cost of the coverage for employees.
Dental Insurance: Brescia University currently offers a dental insurance plan to employees who normally work annually at least twenty hours per week. Employees may purchase dental insurance on a voluntary basis. Newly hired employees must enroll within 31 calendar days of eligibility. The University pays a portion of the cost of the dental insurance. The amount paid by the University may change from year-to-year. Please refer to the dental plan booklet for details on services and the pricing schedule for the current cost of the coverage for employees.
Open Enrollment – Health/Dental: Each year a specific time is designated as the Open Enrollment Period. During this time employees will be informed of health and/or dental premium rate and plan design changes and may make changes during the Open Enrollment period. The Director of Human Resources will notify employees of the Open Enrollment Period.
Cafeteria Flexible Benefits Plan: The Cafeteria Flexible Benefits Plan permits an employee to purchase health and/or dental insurance with pre-tax dollars. An employee may voluntarily participate in the University health and/or dental plan. An employee must meet the eligibility requirements for health and/or dental insurance to participate in the Cafeteria Flexible Benefits Plan.
If an employee selects the health and/or dental insurance and pays the premium(s) on a pre-tax basis, s/he cannot cancel or reduce coverage unless there is a life status change or qualifying event. Prior to the beginning of each new plan year, employees will be notified by the Director of Human Resources of their eligibility to make changes, join or drop out of health and/or dental plan.
Please review the Cafeteria Flexible Benefits Plan summary plan description or contact the Director of Human Resources to discuss this or other exceptions. The Benefit Election form is available at http://intranet.brescia.edu/human_resources/cafeteria-election.pdf.
Continuation of Health and/or Dental Benefits Coverage for Retirees: A Brescia retiree will have the option to continue health and/or dental coverage through the University A Brescia retiree will have the option to continue health and/or dental coverage through the University health and/or dental plans under the following conditions: The retiree must have been employed by Brescia University for at least five full, uninterrupted years in a full- or half-time capacity immediately prior to retirement; The retiree must have been on a University health and/or dental plan for at least five consecutive years immediately prior to retirement; The retiree must be at least age 55; The retiree must begin drawing a retirement benefit (i.e., Social Security, IRA, TIAA-CREF) immediately upon retirement; and The retiree must not be eligible for Medicare coverage.
The retiree must pay the full health and/or dental premium plus a 2% administrative fee by the 1st day of each month they are due. The University will not bill retirees for monthly premiums. Health and/or dental coverage will be terminated automatically if premiums are not received by 1st day of the month in which they are due. Continuation of coverage through the University health and/or dental plan includes health and/or dental benefits only. When the retiree reaches the age of eligibility for Medicare coverage, they will no longer be eligible for the University medical and/or dental plan. Life insurance, accidental death and dismemberment insurance, and long-term disability insurance are terminated upon retirement.
Group Term Life Insurance: Employees who normally work annually at least twenty (20) hours per week are provided term life insurance (including accidental death and dismemberment) at no cost, which pays a designated beneficiary an amount equal to one and one-half times the employee’s base salary or annualized base wages. The maximum benefit is $150,000. Beneficiaries must be listed on the life insurance application or the beneficiary designation form. Faculty and staff members receiving life insurance coverage equal to $50,000 or greater are required to pay tax on the benefit. It is the employee’s responsibility to update beneficiaries as needed. Please review your term life insurance plan booklet for more detailed information.
Long-Term Disability Insurance: Employees who normally work annually at least twenty (20) hours per week are provided long-term disability insurance at no cost. Please review the long-term disability plan booklet for specific information about the definitions of disability, payable benefits and coverage.
Consolidated Omnibus Reconciliation Act of 1985 as amended (COBRA)
In certain instances where coverage under the University’s health and/or dental plan would otherwise cease (such as death of the covered employee, termination of employment or reduction of work hours, divorce or legal separation of the employee, or loss of dependent student status), the University is required, under the Consolidated Omnibus Budget Reconciliation Act of 1985 as amended (COBRA), to offer employees and their families the opportunity for a temporary extension of health and/or dental
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coverage at group rates. Employees (and their dependents) covered by the health and/or dental plan are entitled to elect to remain in the plan(s) after coverage otherwise would expire unless termination of employment is due to gross misconduct. The employee must pay 100% of the cost of the insurance, including the University’s portion of the premium plus a 2% administration fee by the 1st day of each month for which coverage is provided. The University will not provide billing for monthly premiums. Health coverage will be terminated automatically if premium payments are more than thirty (30) days late. The employee or family member must inform the Director of Human Resources of a divorce, legal separation or loss of child’s dependent status within sixty (60) days of the qualifying event in order to ensure continuation of coverage. Upon notification to the director of Human Resources of one of the above events by the employee, or in the case of other known qualifying circumstances, the employee or family member will be provided written notification of COBRA Continuation Rights and Responsibilities from the specific insurance carrier or third party administrator regarding their right to continue coverage as well as all necessary forms. Timely completion of the form(s), as well as payment of premiums, is the sole responsibility of the employee. Further information about continuation of coverage (under COBRA) is available in the Human Resources office. This option does not apply to life (including accidental death and dismemberment) or long-term disability coverage. Upon applicable reduction of hours and/or termination of employment, the director of Human Resources will discuss the option to continue benefit coverage with the employee.
Continuation of Health and/or Dental Benefits Coverage for Retirees is different from COBRA and is no longer available when the retiree reaches the age of eligibility for Medicare coverage.
TIAA/CREF Retirement Plan
Retirement Annuity Plan: University employees who normally work twenty hours per week (1,000 per year) may participate in the Teacher’s Insurance Annuity Association-College Retirement Equities Fund (TIAA-CREF) Retirement Plan (RA) beginning with the first pay period following employment. Eligible employees may contribute any amount from zero – five percent by payroll reduction. The University will match the employee contribution up to five percent. Please refer to the summary plan description for more detailed information.
Supplemental Retirement Annuity Plan: University employees may elect to participate in the voluntary TIAA/CREF Group Supplemental Retirement Annuity Plan (SRA). Employees may place part of their earnings into their SRA account by payroll reduction. Features, options and limitations are similar to the RA. There are special tax rules and TIAA/CREF rules to follow. There is a limitation for the annual amount the employee can contribute to his/her SRA account. Please refer to the summary plan description for more detailed information.
Employees are permitted a total of two (2) salary reduction changes to their RA and/or SRA annuity plan(s) per calendar year. Additional information about the TIAA/CREF and SRA retirement plans may be obtained from the Human Resources Office.
Workers Compensation: While safety is every employee’s responsibility, accidents do occur. All employees are covered by the Workers Compensation laws of Kentucky. The purpose of this insurance is to provide for payment of medical and/or disability costs to an employee injured while on the job. Any job-related accident must be reported immediately to the employee’s supervisor, manager or any member of the President’s Cabinet. A Brescia University Accident Report form must be completed and submitted to the Director of Human Resources as soon as possible to ensure timely reporting for Workers Compensation, OSHA, benefits, and insurance requirements. Brescia University pays the full amount of this premium.
2.13.3 TUITION REMISSION: Provided they fulfill admission requirements, spouses and legal dependents of full-time administrative, faculty, clerical, housekeeping and maintenance employees may enroll in Brescia undergraduate classes tuition-free, paying only appropriate fees. (See Faculty Handbook, Section 2.10.3, for definition of “full-time” and for tuition remission policy for part-time faculty members.)
Full-time employees of the University and their dependents (as defined by the Internal Revenue Service Code) are eligible for up to 100% remission of tuition costs. All funds received through Pell and/or State grants will be used by the University to offset the tuition remission benefit.
To qualify for undergraduate tuition remission, eligible participants will
1) Complete a University application form for tuition remission; and 2) Complete the free application for Federal Student Aid (FAFSA). (This secondary requirement may be waived if the Financial Aid Office judges that there is no eligibility for financial aid—for example, when the employee/dependent plans to enroll for fewer than 6 semester hours.)
Recipients of Tuition Remission whose employment terminates during the tuition remission period will remit to the University the value of the benefit received after the termination of employment. This remission will be based upon the refund schedule in effect for the period.
Institutional standards for satisfactory progress for financial aid (available from Financial Aid Office) must be maintained for continuation of tuition remission.
ALL EMPLOYEES MUST COMPLETE A TUITION REMISSION APPLICATION FOR EACH TUITION REMISSION RECIPIENT. THIS FORM MUST BE SIGNED BY THE APPLICANT, EMPLOYEE, EMPLOYEE’S SUPERVISOR, FINANCIAL AID DIRECTOR AND THE DIRECTOR OF HUMAN RESOURCES BEFORE TUITION REMISSION WILL BE APPLIED.
Normally, an employee will not schedule classes during working hours. Exceptions will require the immediate supervisor’s written approval, which is kept in the employee’s personnel file.
University employees are permitted to enroll in classes on a space available basis.
2.13.4 TUITION EXCHANGE: CIC Tuition Exchange: Brescia University belongs to the Council of Independent Colleges’ Tuition Exchange (CIC-TEP) program. This entitles University employees, their spouses and/or legal dependents to attend any member college tuition- free, provided they are admitted to that college and pay all other expenses. Per CIC-TEP requirements, continued eligibility for participation is determined by the annual filing of the CIC-TEP Student Application Form. Students in good standing are automatically eligible for up to three years of annual renewal of tuition remission for undergraduate study (for a total of four years). A list of colleges participating in the program is filed in the office of the VPAA/Academic Dean.
The Tuition Exchange: Brescia also belongs to the Tuition Exchange (TE) program, a group of over 600 private and public not-for-profit colleges and universities (list available at http://www.tuitionexchange.org/partinst.cfm). This entitles University employees, their spouses and/or legal dependents to apply for member schools. The TE has two levels of opportunity: The number of students Brescia can export to the smaller subset of “Co-op” schools is unlimited. However, unlike the CIC program, the full TE list of schools works is an exchange program, where exports from Brescia must be balanced by imported students from other member schools. Access, then, to the full list of TE schools is limited. For more information about application, contact the VPAA/AD. (Cabinet 2012)
Catholic College Cooperative Tuition Exchange: Brescia University is a member of the Catholic College Cooperative Tuition Exchange Program (CCCTE), an organization of more than fifty (50) colleges and universities. Participating colleges and universities offer eligible dependents of eligible employees of member institutions a tuition-free or reduced-tuition undergraduate benefit. Each college may limit the number of participants; early application is beneficial. Applications can be secured through the office of the VPAA/Academic Dean or online at www.cccte.org. (Cabinet, 11-13-2007) Western Kentucky University: Brescia’s current consortium arrangement with Western Kentucky University provides for full-time employees to enroll at Western Kentucky University for one course per semester tuition-free. The necessary forms may be obtained from the Human Resources Office.
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2.13.5 CREDIT UNION: Employees are entitled to participate in the benefits of membership in the Evansville Teachers Federal Credit Union, Owensboro Federal Credit Union and the Kentucky Telco Federal Credit Union. Credit union enrollment forms may be obtained from the Human Resources Office.
2.13.6 SICK LEAVE: During a prolonged illness, the faculty member will be paid for the first thirty working days (see Family Leave Act). Faculty members on a twelve month contract must fill out absence reports.
Procedure for Covering Classes During Absence: Unless the absence is to be an extended one, faculty members within the area or division/school will cooperate to meet the faculty member’s responsibility. The faculty member, if possible, ought to prepare course assignments and activities for the duration of the sick leave. In cases of extended absence where the faculty member is the only individual in a discipline or no other members have the competence or willingness to provide the necessary services, the institution would need to arrange for appropriate coverage of classes. In situations when faculty members elect to accept extra responsibility that results in an overload, they should receive a pro-rated overload payment.
Family Leave (FMLA Leave): Brescia University will comply with the Family and Medical Leave Act implementing Regulations as revised effective January 16, 2009. The function of this policy is to provide employees with a general description of their FMLA rights. In the event of any conflict between this policy and the applicable law, employees will be afforded all rights required by law.
A. General Provisions: Under this policy, Brescia University will grant up to 12 weeks (or up to 26 weeks of military caregiver leave to care for a covered service member with a serious injury or illness) during a 12-month period to eligible employees. The leave may be paid, unpaid or a combination of paid and unpaid leave, depending on the circumstances of the leave and as specified in this policy.
B. Eligibility: To qualify to take family or medical leave under this policy, the employee must meet all of the following conditions:
1) The employee must have worked for the University for 12 months or 52 weeks. The 12 months or 52 weeks need not have been consecutive. Separate periods of employment will be counted, provided that the break in service does not exceed seven years. Separate periods of employment will be counted if the break in service exceeds seven years due to National Guard or Reserve military service obligations or when there is a written agreement stating the University’s intention to rehire the employee after the service break. For eligibility purposes, an employee will be considered to have been employed for an entire week even if the employee was on the payroll for only part of a week or if the employee is on leave during the week.
2) The employee must have worked at least 1,250 hours during the 12-month period immediately before the date when the leave is requested to commence. The principles established under the Fair Labor Standards Act (FLSA) determine the number of hours worked by an employee. The FLSA does not include time spent on paid or unpaid leave as hours worked. Consequently, these hours of leave should not be counted in determining the 1,250 hours eligibility test for an employee under FMLA.
3) The employee must work in a worksite where 50 or more employees are employed by the University within 75 miles of that office or worksite. The distance is to be calculated by using available transportation by the most direct route.
C. Type of Leave Covered: To qualify as FMLA leave under this policy, the employee must be taking leave for one of the reasons listed below:
1. The birth of a child and in order to care for that child. 2. The placement of a child for adoption or foster care and to care for the newly placed child. 3. To care for a spouse, child or parent with a serious health condition (described below). 4. The serious health condition (described below) of the employee.
An employee may take leave because of a serious health condition that makes the employee unable to perform the functions of the employee’s position.
A serious health condition is defined as a condition that requires inpatient care at a hospital, hospice or residential medical care facility, including any period of incapacity or any subsequent treatment in connection with such inpatient care or a condition that requires continuing care by a licensed health care provider.
This policy covers illnesses of a serious and long-term nature, resulting in recurring or lengthy absences. Generally, a chronic or long-term health condition that would result in a period of three consecutive days of incapacity with the first visit to the health care provider within seven days of the onset of the incapacity and a second visit within 30 days of the incapacity would be considered a serious health condition. For chronic conditions requiring periodic health care visits for treatment, such visits must take place at least twice a year.
Employees with questions about what this FMLA policy under the University’s sick leave policy should consult with his/her supervisor or Director of Human Resources.
If an employee takes paid sick leave for a condition that progresses into a serious health condition and the employee requests unpaid leave as provided under this policy, the University may designate all or some portion of related leave taken as leave under this policy, to the extent that the earlier leave meets the necessary qualifications.
5) Qualifying exigency leave for families of members of the National Guard and Reserves when the covered military member is on active duty or called to active duty in support of a contingency operation.
An employee whose spouse, son, daughter or parent either has been notified of an impending call or order to active military duty or who is already on active duty may take up to 12 weeks of leave for reasons related to or affected by the family member’s call-up or service. The qualifying exigency must be one of the following: 1) short-notice deployment, 2) military events and activities, 3) child care and school activities, 4) financial and legal arrangements, 5) counseling, 6) rest and recuperation, 7) post- deployment activities and 8) additional activities that arise out of active duty, provided that the employer and employee agree, including agreement on timing and duration of the leave.
The leave may commence as soon as the individual receives the call-up notice (son or daughter for this type of FMLA leave is defined the same as for child for other types of FMLA leave except that the person does not have to be a minor). This type of leave would be counted toward the employee’s 12- week maximum of FMLA leave in a 12-month period.
6) Military caregiver leave (also known as covered service member leave) to care for an ill or injured service member.
This leave may extend to up to 26 weeks in a single12-month period for an employee to care for a spouse, son, daughter, parent or next of kin covered service member with a serious illness or injury incurred in the line of duty on active duty. Next of kin is defined as the closest blood relative of the injured or recovering service member.
D. Amount of Leave: An eligible employee can take up to 12 weeks for the FMLA circumstances (1) through (5) above under this policy during any 12-month period. The University will measure the 12-
2-43 month period as a rolling 12-month period measured backward from the date an employee uses any leave under this policy. Each time an employee takes leave, the University will compute the amount of leave the employee has taken under this policy in the last 12 months and subtract it from the 12 weeks of available leave, and the balance remaining is the amount the employee is entitled to take at that time.
An eligible employee can take up to 26 weeks for the FMLA circumstance (6) above (military caregiver leave) during a single 12-month period. For this military caregiver leave, the University will measure the 12-month period as a rolling 12-month period measured forward. FMLA leave already taken for other FMLA circumstances will be deducted from the total of 26 weeks available.
If a husband and wife both work for the University and each wishes to take leave for the birth of a child, adoption or placement of a child in foster care, or to care for a parent (but not a parent “in-law”), the husband and wife may only take a combined total of 12 weeks of leave. If a husband and wife both work for the University and each wishes to take leave to care for a covered injured or ill service member, the husband and wife may only take a combined total of 26 weeks of leave.
E. Employee Status and Benefits During Leave: While an employee is on leave, the University will continue the employee’s health benefits during the leave period at the same level and under the same conditions as if the employee had continued to work.
If the employee chooses not to return to work for reasons other than a continued serious health condition of the employee or the employee’s family member or a circumstance beyond the employee’s control, the University will require the employee to reimburse the University the amount it paid for the employee’s health insurance premium during the leave period.
Under current University policy, the employee pays a portion of the health care premium. While on paid leave, the University will continue to make payroll deductions to collect the employee’s share of the premium. While on unpaid leave, the employee must continue to make this payment, either in person or by mail. The payment must be received in the Human Resources office by the 1st day of each month. If the payment is more than 30 days late, the employee’s health care coverage may be dropped for the duration of the leave. The University will provide 15 days notification prior to the employee’s loss of coverage.
F. Employee Status after Leave: An employee who takes leave under this policy may be asked to provide a fitness for duty (FFD) clearance from the health care provider. This requirement will be included in the employer’s response to the FMLA request. Generally, an employee who takes FMLA leave will be able to return to the same position or a position with equivalent status, pay, benefits and other employment terms. The position will be the same or one which is virtually identical in terms of pay, benefits and working conditions.
G. Use of Paid and Unpaid Leave: An employee who is taking FMLA leave because of the employee’s own serious health condition or the serious health condition of a family member must use all earned vacation leave, earned sick leave, personal short-term disability bank leave and donated leave prior to being eligible for unpaid leave.
Disability for the birth of the child and for an employee’s serious health condition, including workers’ compensation leave (to the extent that it qualifies), will be designated as FMLA leave and will run concurrently with FMLA. An employee who is taking leave for the adoption or foster care of a child must use all earned vacation leave, earned sick leave or personal short-term disability bank and donated leave prior to being eligible for unpaid leave.
An employee who is using military FMLA leave for a qualifying exigency must use all earned vacation leave prior to being eligible for unpaid leave. An employee using FMLA military caregiver leave must use all earned vacation leave, earned sick leave, personal short-term disability bank and donated leave (as long as the reason for the absence is covered by the University’s sick leave policy) prior to being eligible for unpaid leave.
H. Intermittent Leave or a Reduced Work Schedule: The employee may take FMLA leave in 12 consecutive weeks, may use the leave intermittently (take a day periodically when needed over the year) or, under certain circumstances, may use the leave to reduce the workweek or workday, resulting in a reduced hours schedule. In all cases, the leave may not exceed a total of 12 workweeks (or 26 workweeks to care for an injured or ill service member over a 12-month period).
The University may temporarily transfer an employee to an available alternative position with equivalent pay and benefits if the alternative position would better accommodate the intermittent or reduced schedule, in instances of when leave for the employee or employee’s family member is foreseeable and for planned medical treatment, including recovery from a serious health condition or to care for a child after birth, or placement for adoption or foster care.
For the birth, adoption or foster care of a child, the University and the employee must mutually agree to the schedule before the employee may take the leave intermittently or work a reduced-hours schedule. Leave for birth, adoption or foster care of a child must be taken within one year of the birth or placement of the child.
If the employee is taking leave for a serious health condition or because of the serious health condition of a family member, the employee should try to reach agreement with the University before taking intermittent leave or working a reduced hours schedule. If this is not possible, then the employee must prove that the use of the leave is medically necessary.
I. Certification for the Employee’s Serious Health Condition: Brescia University will require certification for the employee’s serious health condition. The employee must respond to such a request within 15 days of the request or provide a reasonable explanation for the delay. Failure to provide certification may result in a denial of continuation of leave. Medical certification will be provided using the DOL Certification of Health Care Provider for Employee’s Serious Health Condition (http://www.dol.gov/esa/whd/forms/WH-380-E.pdf ).
Brescia University may directly contact the employee’s health care provider for verification or clarification purposes using a health care professional, or the Director of Human Resources. The University will not use the employee’s direct supervisor for this contact. Before the University makes this direct contact with the health care provider, the employee will be a given an opportunity to resolve any deficiencies in the medical certification. In compliance with HIPAA Medical Privacy Rules, Brescia University will obtain the employee’s permission for clarification of individually identifiable health information.
Brescia University has the right to ask for a second opinion if it has reason to doubt the certification. The University will pay for the employee to get a certification from a second doctor, which the University will select. The University may deny FMLA leave to an employee who refuses to release relevant medical records to the health care provider designated to provide a second or third opinion. If necessary to resolve a conflict between the original certification and the second opinion, the University will require the opinion of a third doctor. The University and the employee will mutually select the third doctor, and the University will pay for the opinion. This third opinion will be considered final. The employee will be provisionally entitled to leave and benefits under the FMLA pending the second and/or third opinion.
J. Certification for the Family Member’s Serious Health Condition: Brescia University will require certification for the family member’s serious health condition. The employee must respond to such a request within 15 days of the request or provide a reasonable explanation for the delay. Failure to provide certification may result in a denial of continuation of leave. Medical certification will be provided using the DOL Certification of Health Care Provider for Family Member’s Serious Health Condition (http://www.dol.gov/esa/whd/forms/WH-380-F.pdf ).
Brescia University may directly contact the employee’s family member’s health care provider for verification or clarification purposes using a health care professional or the Director of Human Resources. Brescia University will not use the employee’s direct supervisor for this contact. Before the University makes this direct contact with the health care provider, the employee will be a given an
2-45 opportunity to resolve any deficiencies in the medical certification. In compliance with HIPAA Medical Privacy Rules, the University will obtain the employee’s family member’s permission for clarification of individually identifiable health information.
Brescia University has the right to ask for a second opinion if it has reason to doubt the certification. The University will pay for the employee’s family member to get a certification from a second doctor, which the University will select. The University may deny FMLA leave to an employee whose family member refuses to release relevant medical records to the health care provider designated to provide a second or third opinion. If necessary to resolve a conflict between the original certification and the second opinion, the University will require the opinion of a third doctor. The University and the employee will mutually select the third doctor, and the University will pay for the opinion. This third opinion will be considered final. The employee will be provisionally entitled to leave and benefits under the FMLA pending the second and/or third opinion.
K. Certification of Qualifying Exigency for Military Family Leave: Brescia University will require certification of the qualifying exigency for military family leave. The employee must respond to such a request within 15 days of the request or provide a reasonable explanation for the delay. Failure to provide certification may result in a denial of continuation of leave. This certification will be provided using the DOL Certification of Qualifying Exigency for Military Family Leave (http://www.dol.gov/esa/whd/forms/WH-384.pdf ).
L. Certification for Serious Injury or Illness of Covered Service member for Military Family Leave: Brescia University will require certification for the serious injury or illness of the covered service member. The employee must respond to such a request within 15 days of the request or provide a reasonable explanation for the delay. Failure to provide certification may result in a denial of continuation of leave. This certification will be provided using the DOL Certification for Serious Injury or Illness of Covered Service member (http://www.dol.gov/esa/whd/forms/WH-385.pdf ).
M. Recertification: Brescia University may request recertification for the serious health condition of the employee or the employee’s family member no more frequently than every 30 days and only when circumstances have changed significantly, or if the employee receives information casting doubt on the reason given for the absence, or if the employee seeks an extension of his or her leave. Otherwise, the University may request recertification for the serious health condition of the employee or the employee’s family member every six months in connection with an FMLA absence. Brescia University may provide the employee’s health care provider with the employee’s attendance records and ask whether need for leave is consistent with the employee’s serious health condition.
N. Procedure for Requesting FMLA Leave: All employees requesting FMLA leave must provide verbal or written notice of the need for the leave to his/her supervisor or Director of Human Resources. Within five business days after the employee has provided this notice, the Director of Human Resources will complete and provide the employee with the DOL Notice of Eligibility and Rights (http://www.dol.gov/esa/whd/fmla/finalrule/WH381.pdf ).
When the need for the leave is foreseeable, the employee must provide his/her supervisor or Director of Human Resources with at least 30 days notice. When an employee becomes aware of a need for FMLA leave less than 30 days in advance, the employee must provide notice of the need for the leave either the same day or the next business day. When the need for FMLA leave is not foreseeable, the employee must comply with the University’s usual and customary notice and procedural requirements for requesting leave, absent unusual circumstances.
O. Designation of FMLA Leave: Within five business days after the employee has submitted the appropriate certification form, the Director of Human Resources will complete and provide the employee with a written response to the employee’s request for FMLA leave using the DOL Designation Notice (http://www.dol.gov/esa/whd/forms/WH-382.pdf ).
P. Intent to Return to Work From FMLA Leave: On a basis that does not discriminate against employees on FMLA leave, the University may require an employee on FMLA leave to report periodically on the employee’s status and intent to return to work. [Updated March 2009, Director of Human Resources]
2.13.7 LEAVE OF ABSENCE WITHOUT PAY: Since each faculty member is a vital part of the University, leaves without pay are discouraged and should be requested only in emergencies. A leave of absence without pay may be granted for one year and renewed for one-year periods at the discretion of the VPAA/Academic Dean. The University’s sole commitment is to rehire the individual at the termination of the approved period.
The period spent on a leave of absence does not count toward tenure unless the individual has spent the time as a full-time faculty member at another institution. The time spent on a leave of absence does not count toward a sabbatical leave. A request for a leave of absence should be made formally through a letter to the VPAA/Academic Dean no later than April 1 before the academic year in which the leave is to begin.
2.13.8 SABBATICAL LEAVE: The term “sabbatical” implies a continuance of institutional salary support during the planned period of absence from regular campus responsibilities. A tenured faculty member is eligible to apply for one sabbatical leave during each period of seven years’ service, including the period of the leave. S/he is eligible to apply for the first sabbatical leave after completing six years of full-time service with the rank of assistant professor or above. Eligibility will be counted from the date of employment. Requests for sabbatical leave are due in the office of the VPAA/Academic Dean by December 15 of the year prior to the requested time for sabbatical.
The purpose of sabbatical leave is to strengthen the University by encouraging the intellectual and professional development of the faculty member. The applicant must present a written plan for proposed study, research, or other appropriate activity to the VPAA/Academic Dean no later than a semester prior to the beginning of the proposed leave. The plan should include the following elements:
a. An explanation of how the leave can benefit the faculty member professionally and how it will benefit the University. This part might include a section on follow-up activities to be carried out after the leave. b. Suggestions on how the faculty member’s courses may be covered in his/her absence, or an estimate of the number of part-time teachers that will be needed.
Compensation during sabbatical leave is as follows: a full academic year at half salary, or one semester at full salary. Social Security and TIAA/CREF payments will be made as though the faculty member were in residence.
A faculty member who received a sabbatical leave must return for a full academic year of service after the leave unless prevented by some grave reason, such as illness.
Sabbatical leaves are not cumulative. They will not be granted during the last two years before retirement. Given that all other criteria for the sabbatical leave have been met, the granting of the leave will depend on the availability of funds and the determination by the VPAA/Academic Dean that adequate arrangements can be made for carrying on the faculty member’s responsibilities during his/her absence, and that the activity is appropriate to qualify as sabbatical leave.
The final approval for granting a sabbatical leave rests with the President’s Cabinet of the University on recommendation of the VPAA/Academic Dean.
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2.14 THE PROFESSIONAL LIBRARIAN
2.14.1 DEFINITION:
Full-time professional librarians are considered to be non-teaching, administrative faculty. They hold faculty rank but are not eligible for tenure.
2.14.2 LIBRARIANS AND FACULTY RANK:
Full-time professional librarians meet and exceed the criteria for assigned rank as listed below.
2.14.2.1 Instructor:
Education: Masters of Science in Library or Information Science. Variations in the discipline of the terminal degree are rare, but may be made by the VPAA/ Academic Dean and the Director of Library Services to allow the hiring of a candidate with a graduate degree in a field other than library science. The VPAA/Academic Dean shall provide the individual and the Director of Library Services with a written copy of his/her decision.
Experience: None is required for this rank.
2.14.2.2 Assistant Professor:
Education: Masters of Science in Library or Information Science.
Experience: At least 1 year of acceptable experience, as determined by the Director of Library Services, at the rank of instructor/professional librarian at Brescia.
2.14.2.3 Associate Professor:
Education: Masters of Science in Library or Information Science.
Experience: Minimum of five years’ professional experience in librarianship at the rank of Assistant Professor/professional librarian at Brescia University.
2.14.2.4 Professor:
Education: Doctorate in librarianship or a Masters of Science in Library or Information Science and a doctorate degree in another subject area.
Experience: Minimum of five years of full-time service at the rank of Associate Professor/professional librarian.
2.14.2.5 Professor Emeritus:
Upon retirement, a professional librarian may be retained with this title, in which case workload and continuation are determined by the administration on a year-to-year basis.
2.14.3 POLICIES ON RECRUITMENT AND APPOINTMENT:
Policies governing recruitment, appointment and documents and records are set forth in Sections 2.5.1, “Recruitment”; 2.5.2, “Appointment of Ranked Faculty”; and 2.5.4, “Documents and Records.” For clarification, it is understood that the term “division” is equivalent to library; Division/School Chairperson is the Director of Library Services; area faculty are the professional librarians; and tenure is not applicable to librarians.
2.14.4 POLICIES ON PROMOTION:
Promotion to the ranks of assistant professor, associate professor, and professor require a record of successful fulfillment of criteria at the lower level. In the Fr. Leonard Alvey Library, the primary
criterion for evaluating librarians is excellence in librarianship and service. Excellence must be amply documented in the individual’s annual evaluations and in the annual faculty summary.
2.14.4.1 Standards for Promotion to Specific Ranks
All activities shall be judged by professional colleagues on the basis of their contribution to the profession of librarianship and library service. The basic criterion for promotion in academic rank is to perform professional level tasks that contribute to the educational and research mission of Brescia University.
2.14.4.2 Professional Experience:
A year of full-time, ranked professional experience means that an individual has fulfilled the duties and responsibilities of a ranked faculty member and librarian for a full fiscal year. Minimum amount of service at Brescia University is required before promotion to the next rank. (See Section 2.14.2.)
2.14.4.3 Job Effectiveness:
Excellence in job performance by librarians is important. The following should be used as guidelines in determining a librarian’s job effectiveness: a. mastery of one’s specialty area; b. performance of one’s responsibilities; c. ability to delegate responsibility and supervise non-professional staff; d. participation in continuing education for the pertinent technology for academic libraries; e. ability to improve one’s area of responsibility and implement ideas gained from professional reading and development activities; f. demonstration of honesty, industry, objectivity, and ability to work with others; g. membership in professional organizations.
2.14.4.4 Service to the University:
The Director of Library Services reports to the VPAA/Academic Dean. The professional librarians’ first line of administrative responsibility is to the Director of Library Services.
2.14.4.5 Service to the Community: (See Section 2.6.2.5.)
2.14.4.6 Interpersonal Relationships: (See Section 2.6.2.6.)
2.14.4.7 Sources of Documentation:
Evidence that a librarian meets the above criteria and standards includes, but is not limited to, the following sources of documentation: a. self-evaluations; b. Director of Library Services evaluations; c. peer ratings or testimony; d. testimonials by faculty or community leaders; e. further coursework or activities in one’s field; f. awards, prizes, commendations, or official appointments; g. faculty activity summary sheet.
2.14.4.8 Procedures for Promotion to Specific Ranks
Professional librarian candidates for promotion in academic rank shall follow the procedure for faculty promotion in Section 2.8.
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Promotion in rank is a decision made by the President. This decision is based on a judgment of whether the individual meets the criteria established in Sections 2.14.2 through 2.14.4.6 as determined by the Rank and Tenure Committee according to the procedures established in Section 2.8.
No librarian is entitled to promotion solely because of length of service.
2.14.5 STATEMENT ON TENURE FOR LIBRARIANS:
Brescia does not grant tenure to its professional, non-teaching faculty. An annual contract which states rank, salary, and the term of appointment is given to the librarians. Librarians are entitled to due notice of non-reappointment as stated in Section 2.9.2.
Initial salary and benefits for librarians are competitive and based on academic/ professional credentials, experience, and level of responsibilities. Increases for promotion, years of experience, and adjustments for cost-of-living will be comparable to those given to full-time faculty (2.12.2.2). [Approved FWC 04- 23-2013]
2.14.6 POLICIES AND PROCEDURES RELATING TO SEVERANCE:
The types of severance action which may apply to professional librarians are resignation, retirement, non-renewal, layoff, and dismissal. These policies are explained in Section 2.9. Librarians are entitled to due notice of non-reappointment as stated in Section 2.9.2.
2.14.7 DUTIES AND RESPONSIBILITIES:
2.14.7.1 Professional librarians, as non-teaching faculty members, have the following duties and responsibilities.
2.14.7.2 Workload and Employee Benefits:
Professional librarians work an average of thirty-seven and one-half hours per week for either eleven or twelve months, receiving employee benefits as stated in Section 2.13.
2.14.7.3 Faculty Development (See Section 2.10.3.)
2.14.7.4 Developmental Evaluation and Professional Plans:
In late April or early May, professional librarians will review their goals and activities of the current year, and complete the “Annual Faculty Summary” (APPENDIX E). The professional librarian and the Director of Library Services will review the “Faculty Activity Summary” in light of library responsibilities and personal and university goals. Both will sign the form; it will be submitted to the VPAA/Academic Dean as part of the Library Services Annual Report on June 1.
2.14.8 RIGHTS AND PRIVILEGES:
Professional librarians have the same rights and privileges as other members of the faculty (as set forth in Section 2.11: Academic Freedom and Grievance procedures) except as modified or clarified below.
2.14.8.1 Academic Freedom:
Academic freedom, defined as the right to think and express oneself freely within the University community, is accorded to all professional librarians because they are present at the point of student contact with ideas. Librarians are free from fear of dismissal or reprisal for carrying out
job-related tasks such as those listed below, particularly for those duties which are carried out only after consultation with the teaching faculty i.e., a. and b. below a. selection of publications, including determination of what to discard from an existing collection and what to accept or refuse from donors; b. determination of restrictions on circulation or on access with regard to library materials; c. determination of the degrees of prominence in the shelving of selected library materials; d. issuance of bibliographies that might include controversial publications; and e. advising students about what to read.
2.14.8.2 Letters of Appointment:
Letters of appointment for professional librarians are issued on a fiscal year basis. Letters will specify rank, salary, primary duties of the individual, and the term of appointment. In addition, an initial letter of appointment will set forth any special conditions or considerations.
2.15 UNIVERSITY POLICIES
2.15.1 CHANGES IN PERSONAL STATUS: It is the responsibility of each employee to notify the Director of Human Resources of any change in personal status. Any change in name, marital status, number of dependents, telephone number, address, tax exemptions, citizenship, individuals to be contacted in the event of an emergency, and other such status reports should be accurate and current at all times. Employees are also responsible for informing the Director of Human Resources if there is a need for changing life insurance beneficiaries or adding/deleting dependents on health and/or dental coverage.
2.15.2 PAYROLL WITHHOLDINGS AND DEDUCTIONS: The University is required by law to withhold federal and state income taxes, social security and Medicare (FICA), and local occupational tax from each employee’s pay. A W-4 form (Employee’s Withholding Exemption Certificate) and K-4 (Kentucky Withholding Exemption Certificate) must be completed and turned in to the Human Resources Office before any employee can receive payroll checks. Employees may choose to have additional payroll withholdings fro the TIAA-CREF Retirement Plan, Evansville Teachers Federal Credit Union, Kentucky Telco Federal Credit Union, Owensboro Federal Credit Union, United Way, financial institutions, health and/or dental benefits, and contributions to the University or alumni funds. The Director of Human Resources can answer any questions pertaining to payroll withholdings and deductions.
NOTE: It is recommended that employees keep paycheck stubs. These stubs provide a complete record of earnings, including year-to-date earnings, and payroll deductions.
2.15.3 DIRECT DEPOSIT: Direct deposit is required of all new employees. Paychecks can be direct deposited into any financial institution that receives and participates in an electronic funds transfer program (EFT). Check stubs are distributed in campus mailboxes.
2.15.4 DISABILITY ACCOMMODATION: Brescia University is committed to complying with the Americans with Disabilities Act (ADA), Section 504 of the Rehabilitation Act and all applicable laws providing for nondiscrimination in employment against qualified individuals with disabilities.
It is the policy of the University to provide reasonable accommodation(s) for qualified disabled individuals who are employees or applicants for employment. Brescia University adheres to all applicable federal and state laws, regulations, and guidelines with respect to providing reasonable accommodations as required to present equal employment to qualified disabled individuals. Reasonable accommodations will be provided in a timely and cost-effective manner. Employment opportunities shall
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not be denied because of the need to make reasonable accommodations to an individual’s disability.
This policy is neither exhaustive nor exclusive. If, in the course of your employment, you become disabled and need accommodation to continue doing the essential functions of your position, talk with your supervisor and contact the Director of Human Resources for a Disability Accommodation Request Form.
NOTE: The University is not required to provide the accommodation requested or the best accommodation, only an accommodation that is effective in enabling employees to perform the essential functions of their job.
2.15.5 IMMIGRATION LAW COMPLIANCE: Brescia University is committed to employing only United States citizens and aliens who are authorized to work in the United States, and does not unlawfully discriminate on the basis of citizenship or national rights. All new employees, as a condition of employment, must complete the Employment Eligibility Verification Form I-9 and present documentation establishing identity and employment eligibility. Every employee is required to present documentation to confirm identity and employment eligibility to be verified by the Director of Human Resources. Former University employees, who are rehired, must also complete the form if they have not completed an I-9 with Brescia University within the past three years, if their previous I-9 is no longer retained, or if their employment authorization is no longer valid.
2.15.6 HIPAA COMPLIANCE: Brescia University is in compliance with the Health Insurance Portability and Accountability Act of 1996. Brescia’s policy can be obtained by contacting the Human Resources Office. The HIPAA Security Compliance Officer is the Director of Information Technology. The HIPAA Privacy Compliance Officer is the Director of Human Resources.
2.15.7 MILITARY LEAVE: The University complies with the Uniformed Services Employment and Reemployment Rights Act (USERRA) and the Veteran’s Reemployment Rights statute. This law was established to encourage civilian service in the military by working to eliminate the disadvantages employees could face due to such service. USERRA governs the employer’s and employee’s responsibilities during a military leave and upon the employee’s return to work. A military leave of absence will be granted to staff employees who are absent from work due to voluntary or involuntary service in the U.S. uniformed military services, certain types of service in the National Disaster Medical System, or any other category of persons designated by the President of the United States in time of war or emergency. Verbal or written advance notice of such service is required, unless military necessity prevents such notice or it is otherwise impossible or unreasonable.
The military leave will be unpaid; however, employees may use any available paid time off for the absence.
Health, dental, and pension plan benefits are available as required by law.
Vacation leave and sick leave do not accrue for the unpaid portion of the military leave; however, such accrual will resume upon the employee’s return to active employment. The length of the military leave will be included as though worked for purposes of applying different vacation accrual rates based on length of service (e.g. three weeks of vacation beginning with the tenth year anniversary of employment) should reemployment occur.
For participants granted a military leave, the long-term disability coverage ceases at the end of the last day worked at the University.
Health, dental, life (including accidental death and dismemberment) and long-term disability benefits terminated during the military leave will be reinstated without waiting periods of any imposed exclusions due to the absence. The employee is entitled to any new benefits added if they would have been reasonably eligible if the military leave had not occurred.
2.15.8 SAFETY AND FIRST AID: It is the University’s policy to maintain a work environment that is safe for everyone. The University believes that safety must be integrated into the day-to-day operations of each department, and that each employee must be involved in a concerted safety effort.
Although the following general safety rules will apply in all workplaces of the University, each supervisor may prepare additional safety rules as needed:
1. Employees should pay attention to their work and avoid practical jokes and horseplay. 2. Employees should heed all warning signs and devices and avoid any hazardous situation. 3. Employees should inform their supervisors of any unsafe working conditions. 4. Employees should wear proper job safety equipment and follow directions and exercise care in operating equipment. 5. Employees and passengers should wear seat belts at all times when operating and/or riding in University vehicles.
In case of minor injuries that do not require outside medical treatment, a first aid kit is located in the Human Resources office. Small kits are available in all major University buildings.
Employees who are injured on the job should report all injuries to their supervisor immediately. The supervisor should then immediately complete and submit a Brescia University Accident Report (Appendix R) to the Director of Human Resources to assure timely reporting for Worker’s Compensation, OSHA and benefits requirements.
2.15.9 SERVICE AWARDS: All full-time faculty and staff, part-time staff, and half-time employees are invited to participate in the service awards program. Only full-time employees are eligible to receive service awards. Part-time employees will receive certificates of appreciation for years of service at five-year intervals. Service award guidelines are as outlined below:
1. Service awards will be given in five-year increments of full-time service. A service year begins September 1 and ends August 31. An employee must complete a full five-year increment before a service award will be given. For example, an individual who began full-time employment on 6/7/01 will receive a five-year award in August, 2006. If employment began on 9/1/01, taking into consideration the August 31 cutoff date, this individual will receive a five-year award in August, 2007. 2. Sabbatical years will count as years of service. 3. If the duration of a leave of absence is six months or longer, the year of the leave will not be counted toward years of service. 4. If there is a break in employment, full years of service prior to the break will be counted as full years of service for the purpose of this award only. However, any year in which there was a break in employment will not be counted as a full year of service. 5. Half-time Brescia employees who have reached their 70th birthday and have received a 30-year award for full-time service will be eligible for the 35th and 40th year service award.
2.15.10 EXIT INTERVIEW: Employees are responsible for scheduling an appointment with the Director of Human Resources for an exit interview before the last day of employment. An employee will not be considered having completed job responsibilities without the exit interview. This will protect the employee’s right to understand continuation of benefits and other necessary federal and state regulations. All University property must be returned on or before the last day of employment.
An employee can expect the following to take place at the exit interview:
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1. To be informed of his/her rights to continue health, dental, life (including accidental death and dismemberment) and long-term disability coverage after separation of employment with Brescia University. An employee, currently enrolled in the health and/or dental benefit plan at the time of separation of employment with Brescia University, can continue health and/or dental benefits for a maximum of eighteen (18) months after termination of employment or until other health and/or dental coverage is obtained (within eighteen months), unless termination of employment is due to gross misconduct. The employee must assume 100% of the cost of the benefits, including the University’s portion of the premium plus a 2% administration fee.
2. To return keys, library books, and other property of the University, as well as to settle any outstanding financial obligations to the University.
3. To complete any necessary paperwork and leave a forwarding address so that W-2 forms and any other necessary correspondence can be forwarded to the employee after employment is terminated.
SECTION 3
ACADEMIC ORGANIZATIONAL INFORMATION
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3.1 CURRICULUM
3.1.1 GENERAL INFORMATION: See the University Catalog for detailed information on current curriculum and academic policies.
3.1.2 COURSE SYLLABI: The Southern Association of Colleges and Schools Commission on Colleges — accrediting agency for Brescia University — requires that “each institution maintain a permanent file of course descriptions, credit and non-credit.” Each faculty member submits to the Vice President for Academic Affairs (VPAA)/ Academic Dean and to the Division/School Chair a syllabus for each course s/he teaches. Syllabi, which should be updated annually, should follow the form given in APPENDIX F. All syllabi should give evidence of activities designed to address Brescia University’s Educational Outcomes in a manner appropriate to the course level and its GER or non-GER status (see APPENDIX J for expectations of GER and non-GER courses). Both Appendices are available on the University Intranet. [Liberal Arts Committee, 12-08-98; Educational Outcomes Assessment Committee, Spring 2014 and 2015]
3.1.3 COURSE REQUIREMENTS: At the beginning of each course, the instructor will provide to students a written course syllabus which includes all items in Appendix F (available on the University Intranet), e.g.,
a. a description of course content and number of credit hours assigned; b. course weekly schedule and deadlines (e.g., papers, reports, projects, research); and c. methods of evaluation and the proportional value of each, including any special grading scales and the probable number of evaluations. [CSC Minutes 09-13-0]
3.1.4 NEW COURSES: The development of new courses contributes to a healthy, responsive curriculum, but excessive course proliferation reduces class size across the University and increases costs. Careful consideration of course additions is an important task of the faculty.
A new course may be offered twice on a pilot basis without Curriculum Committee approval. The pilot course must be approved by the Division/School Chairperson and the VPAA/Academic Dean, and a course description and outline must be filed in the office of the VPAA/Academic Dean.
The offering of a pilot course as a fulfillment of general education requirements must be approved by the Curriculum Committee.
Before a new course is offered on a regular basis, it must be approved by the Curriculum Committee. A New Course Proposal Form is found in Appendix I (or on the Brescia University Intranet) and is returned to the VPAA/Academic Dean for presentation to the committee.
3.1.5 NEW PROGRAMS: New programs are developed by faculty with the approval of the Division/School Chairperson and the VPAA/Academic Dean, and presented to the Curriculum Committee following the guidelines on a New Program Proposal Form available as Appendix T or on the Brescia University Intranet.
3.1.6 PROGRAM REVIEW: Every five years, each academic program is subject to review by the Academic Program Review Committee (APRC), an advisory committee to the VPAA/Academic Dean. During the fall semester two years after a program is reviewed, the Area Coordinator will submit to the APRC a mid-cycle update on progress toward addressing the recommendations made by the committee at the end of the full Review. [Revision approved, FA 11-11-2014]
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The APRC may serve as a presidential advisory committee to review programs in the event that programs must be discontinued because of financial exigency or for education reasons. (See APPENDIX A.)
3.2 COURSE SCHEDULES
3.2.1 DEADLINES: Schedules are developed through divisional planning and must be submitted to Registrar, the Division/School Chairperson, and to the Associate Academic Dean (AAD) by the following dates:
Schedules for upcoming academic year (Summer, Fall, Spring): 2 weeks prior to Spring Break Schedule UPDATES/CHANGES for Spring Semester schedules: October 1
The Division/School Chairperson is responsible for ensuring that Area Coordinators submit area schedules according to guidelines established by the Division/School Chairpersons and distributed by the VPAA/Academic Dean. Area Coordinators submit schedules (preferably electronically, using the form sent out by the Registrar) by established deadlines to the Registrar, the Division/School Chairperson, and the Associate Academic Dean. Divisions/Schools may meet to coordinate area schedules, but the responsibility for overall coordination of the schedule rests with the Division/ School Chairpersons (through the Dean’s Council) and the AAD, who may request areas to revise submitted schedules in order to ensure an appropriate number and distribution of courses.
3.2.2 TIME SLOTS: The following time slots are to be used for scheduling three-credit courses. Courses of other lengths should be scheduled to minimize conflicts with courses scheduled in these time slots. Science and math labs as well as studio art courses that require more time than these established time slots (usually two hours minimum) should be scheduled in the afternoons, starting with the 2 p.m slot if at all possible. Any other exceptions to this policy requires permission of the VPAA.
Day Classes
MWF MW TTH
8:00 – 8:50 12:30 – 1:50 8:00 – 9:20 9:00 – 9:50 2:00 – 3:20 9:30 – 10:50 10:00 – 10:50 3:30 – 4:50 12:30 – 1:50 11:00 – 11:50 2:00 – 3:20 12:00 –12:50 3:30 – 4:50 Evening Classes
MW TTH ONE EVENING
5:30 – 6:50 5:30 – 6:50 5:00 – 7:40 7:00 – 8:20 7:00 – 8:20 5:30 – 8:10 7:00 – 9:40 Graduate MBA Classes Saturday 9:00 – 5:00 Online Chat Sessions M, T, W, Th: 6:00 – 7:00 p.m.; 7:00 – 8:00 p.m.; 8:00 – 9:00 p.m.
3.2.3 CLASSROOM DESIGNATION: Classrooms are assigned by the Registrar, who should be contacted regarding change of location for a class.
3.2.4 INSTRUCTOR ABSENCE: If an instructor is unable to meet a scheduled class, s/he notifies the Division/ School Chairperson and the VPAA/Academic Dean. (See 2.13.6 for Class Coverage Guidelines.)
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3.2.5 FINAL EXAMS: A final examination is required in all classes, to occur during the final exam period [CSC 03-17-05].
3.3 GRADES
3.3.1 GRADING SYSTEM: An explanation of the grading scale will be found in the current University Catalog.
3.3.2 PASS-FAIL: Students have several options for taking courses on a pass-fail basis (see current University Catalog). Unless the student wishes to inform the course instructor of this arrangement, the instructor will not be notified.
3.3.3 INCOMPLETE: The grade “I” indicates that the student has not completed course requirements due to extenuating circumstances. It is the student’s responsibility to arrange for the completion of the work in consultation with the instructor.
In submitting an “I” grade to the Registrar, the instructor includes a letter stating
a. the reason for the “I” grade; b. the exact course content, test(s), or project(s) required to complete the course; and c. the grade that should be recorded if the student does not complete the work, unless an automatic “F” is intended. For example, a student lacking a relatively small part of work may still receive a passing grade, even if the work is not completed.
If the deadline is sooner than six weeks of the following semester, a statement indicating the agreed upon deadline must be signed by the faculty member and the student and submitted to the Registrar’s office along with the statement of work required to complete the course. It is the student’s responsibility to arrange for the completion of the work in consultation with the instructor for the course.
If the student has not completed the work within the designated time of the following semester (excluding summer sessions), the teacher will either notify the Registrar of the grade to be recorded or request in writing an extension of the incomplete grade. A request should include reasons for the extension and should specify a completion date within the current semester. If the instructor does not notify the Registrar at the end of the six-week period or designated extension period, the grade submitted in the original letter will be recorded.
3.3.4 WITHDRAWAL: A student who stops attending class is not automatically withdrawn and may receive an “F” for the course if formal procedures are not followed. (See the current University Catalog for withdrawal procedure.) Time specifications for withdrawal and a refund schedule may be found in the current Catalog.
3.3.5 GRADE REVIEW: A student who believes that s/he has received an unfair course grade may use the following procedure:
1) The student should bring the complaint before the instructor who gave the questionable grade. 2) If a student cannot communicate with the instructor or is dissatisfied with the meeting, s/he should bring the complaint to the Chairperson of the appropriate Division/School; if the Division/School Chairperson is the instructor in question, to the VPAA/Academic Dean. 3) If a student is not satisfied with the results of these steps, s/he may submit a formal written complaint to the VPAA/Academic Dean, who will consult all persons involved to determine the present status of the problem and then try to resolve the issue. 4) If all attempts to settle the dispute informally fail, the VPAA/Academic Dean will appoint a review board consisting of a. three faculty members from outside the divisions/school in question, whose selection will be subject to approval of the student and the instructor involved; and
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b. two students chosen by the Judicial Council of the Student Government Association, also subject to the approval of both parties. 5) The review board will select a chair for the proceedings from among the three faculty representatives, who will moderate the meetings of the group, vote only in case of a tie, and submit records of the proceedings to the VPAA/Academic Dean. [Curriculum and Standards Committee, 02/05/09] 6) This board will hear both sides of the issue, gather information needed, and vote on the appropriateness of the grade. A simple majority (one over half) will be required to approve/disapprove of the grade. 7) The board may use moral persuasion to have the grade changed. If the instructor refuses, the VPAA/Academic Dean, at the student’s request, will place a memo detailing the resolution of the grade dispute in the student’s permanent file. The memo will be attached to the official transcript when the transcript is distributed if the student requests the attachment at that time. 8) Students in traditional format and 16-week online classes have six (6) weeks from the start of the following regular semester (fall/spring) in which to submit the formal written complaint to the VPAA/Academic Dean. Students in 8-week online classes have until the end of the 4th week of the following Fall/Spring Module to submit the formal written complaint to the VPAA. The VPAA/Academic Dean should form the Review Board and meet within a four-week period after the student has made the request for a formal hearing. [Item #8 approved CSC 01-22-15]
3.3.6 STUDENT COMPLAINTS:
Informal (Unwritten) Complaints Informal (unwritten) complaints are handled by the Division/School Chair (see Division Chair’s Handbook (Personnel Responsibilities 1.b. p. 2). The faculty member will have ten working days to respond to the complaint.
Unresolved student complaints may then proceed to a Grade Review or a grievance hearing as outlined in the Faculty Handbook for grade reviews( see Grade Review and Academic Dishonesty Sections 3.3.5 and 3.8) and the Student Handbook for all other topics (see Academic Issues, Administrative Issues, Discrimination Issues and Academic Issues pp. 108-110).
Formal (Written) Complaints Formal (written) complaints from students about faculty are handled initially by the Division/School Chair. If the formal (written) complaint remains unresolved, the complaint will move to a Grade Review or grievance hearing, whichever is appropriate to the nature of the complaint. The formal (written) complaint then becomes a part of the record of those proceedings.
Formal (written) complaints that do not result in a Grade Review or other grievance hearing are kept in a complaint file in the Academic Dean’s Office. The Academic Dean keeps a record of the complaint and the written explanation of the handling of the complaint by the Division/School Chair, including the report to the complainant report of the University’s response.
The faculty member has a right to read and respond to a formal (written) complaint that does not result in a Grade Review or grievance hearing and any material in the file. Any faculty response is to be made within ten working days of the filing of the written complaint. The response is then a part of the written record.
A copy of the formal (written) complaint and any related material are kept in the complaint log for three years. [Approved FWC 03/27/2012]
3.4 ATTENDANCE AND RECORDS
3.4.1 RECORDS: Class records should be kept so as to be intelligible to a substitute teacher or, in emergency, to the VPAA/Academic Dean and Registrar. Grade reports should be submitted promptly when requested. The instructor should retain class records in case evidence is necessary.
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3.4.2 PRIVACY: The University is bound by the Family Educational Rights and Privacy Act of 1974 (FERPA) in the release of student information to the public. For details see the current Catalog.
3.4.3 ATTENDANCE POLICY: Students are expected to attend all classes. A student missing 20 percent or more of the scheduled class meetings for a course may be denied credit for that course unless there are extenuating circumstances, and the student demonstrates adequate comprehension of course content. In the regular semester, each instructor is free to set individual class attendance standards.
3.4.3.1Class Attendance and Intercollegiate Athletics:
1) Brescia’s athletes are, first and foremost, students, and their coaches are educators. Therefore, Brescia coaches should emphasize continuously to players the importance of class attendance and the necessity of keeping current with class assignments. 2) Coaches should regularly monitor players’ class attendance and academic standing. In accordance with the university’s statement on confidentiality detailed in the Student Handbook, coaches may directly consult instructors to investigate or head-off real or potential academic problems with student-athletes. 3) At the beginning of each semester, coaches will give instructors and members of the Student Welfare Committee a complete team roster and schedule of games. 4) Coaches do not support athletes’ missing classes for practices, team meetings, or pre-game meals. In addition, coaches do not support athletes who are academically-ineligible-to- compete missing classes for road trips. 5) Missing class for a game counts as a class absence. Athletes missing classes are responsible for all work assigned in those classes. 6) Athletic coaches do not authorize class absences. Class attendance, performance, and evaluation are matters between a teacher and a student. Early in the semester, athletes should meet with their instructors if any regularly scheduled games conflict with their class schedule. If the instructor judges that the class absences could put a particular athlete in academic jeopardy, the instructor should so advise the athlete. If an athlete has evidence that missing classes will harm his or her academic standing, the athlete should meet with the coach to discuss the athlete’s long-term best interests. 7) When building game schedules, coaches must try to avoid conflicts with regularly scheduled class times by a) scheduling games late in the day or on weekends; b) rotating games on alternate days of the week; c) encouraging athletes to register for classes held early in the day when their sport is in season; and d) monitoring carefully the number of road games requiring extended absence from campus. [Approved by Student Welfare Committee, May 9, 1997.]
3.4.4 ATTENDANCE REPORTS: Faculty members are requested to submit to the office of the VPAA/Academic Dean names of all students who should be withdrawn from classes because of excessive absence and those in danger of failing because of absence.
3.4.5 WARNING (FORMERLY “PINK”) SLIPS: Students in danger of failing should be warned informally throughout the early weeks of the semester, and formally at midterm by means of the warning form (slips) available on the University intranet. The original should be given to the student, the goldenrod kept by the instructor, and the two remaining copies should be forwarded to the VPAA/Academic Dean who will forward one copy to the advisor.
3.4.6 LATE TEST FEES: A student who is absent for an examination during the semester may be charged a late test fee of $5.00 by the instructor, who may keep the fee as recompense for the extra work. The late fee for a final examination is $10.00. The instructor may enforce this policy as s/he sees fit; exceptions may be made for excused absences or emergencies.
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3.5 CREDIT POLICIES AND PROCEDURES
For general information about degree requirements and academic policies and procedures, see the current University Catalog.
3.5.1 TRANSFER OF CREDIT: Transcripts of students transferring to Brescia University are forwarded to the Registrar who (in consultation with the appropriate Area Coordinator, who may recommend exceptions to major requirements) evaluates and returns them to the Vice President for Enrollment Management with a written evaluation. (See Advisor Handbook available on the University Intranet)
Continuing students wishing to take courses at other colleges or universities to transfer credits back into Brescia University must first fill out a “Course Transfer Approval Form” (available on the University Intranet) and submit it with required signatures to the Registrar. After such courses have been completed, the student is responsible for ensuring that official transcripts of their work are submitted to the Registrar to evaluate and file with the student’s records.
3.5.2 SPECIAL CREDIT ARRANGEMENTS:
See the current University Catalog and Advisor Handbook for policies and procedures.
Fees (Effective 4/5/05): Examination/evaluation fee: One-third of the undergraduate rate per credit hour $100 due from student PRIOR to taking exam Balance due from student immediately following successful completion of exam. No credit will be given to student until the full amount is paid
Payment to Faculty: The faculty member performing non-traditional evaluation will receive $25.00 per credit hour. Payment will be added to the next paycheck following receipt of the $100 payment to the Cashier’s office. Faculty may contact the Cashier’s office to confirm student payment prior to the examination.
Directed Study: This is a regular catalog course that is pursued under the direct supervision of a faculty member outside of normal classroom arrangements. This alternative is available if scheduling difficulties prevent the student from taking the course as scheduled.
Registration and tuition are the same as for standard course offerings. However, the instructor must first agree to act as tutor and should accept the arrangement only if the student is judged to be capable of successfully completing the course under limited supervision. (For compensation policy for directed study, see Section 2.12.2.4.)
The student applying for directed study must a. complete an Approval for Directed Study form, available in the office of the VPAA/Academic Dean. b. submit the approval form to the instructor for approval.
The faculty approving a directed study must a. obtain written approval from the Division Chair and the VPAA/Academic Dean. b. submit a syllabus for the Directed Study to the VPAA/Academic Dean.
The student may officially register for the course when the approval form has been signed by the instructor, Division Chair, and the VPAA/Academic Dean. [Dean’s Council, 01/27/00]
Independent Study: A student initiates a project to investigate a topic not covered in the published academic offerings of the university. The scope of the project is limited only by the resources available, including the competency of the faculty advisor. Regardless of ability, only those students who have demonstrated the necessary intellectual maturity should be permitted to engage in independent study. The student applying for independent study must
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a. complete an independent study application form, available from the office of the VPAA/Academic Dean; b. submit the application to the cooperating faculty member(s) for approval and acceptance; c. obtain written permission from the VPAA/Academic Dean to register for the course; d. submit a copy of the plan of study to the Registrar; and e. follow usual registration procedures with two exceptions the student may register outside the regular registration days; and s/he may take more than a semester to complete the work.
BUonline: The BUonline program at Brescia is designed for adult students who cannot attend regular University classes because of career/family responsibilities, distance, or similar reasons. Persons seeking information about this program should contact the BUonline Office.
3.6 SPECIAL STUDENT CLASSIFICATIONS
Auditors: Auditors attend classes without receiving academic credit and without obligation to complete assignments. Auditors, who pay half tuition, are not entitled to individual assistance from the instructor. Because some courses, by the very nature of their content, require full and active participation (e.g., studio art courses), admission to these courses requires full payment as a “non-credit” student, or special permission of the instructor.
Auditors register with the help of a designated advisor according to procedures set up for special students. They are listed on course lists as “Audit.”
An auditor may change to credit status at any time before midterm, provided that all class assignments have been completed and all requirements for admission have been met.
No-credit Students: Students wishing to attend classes without receiving academic credit, yet receiving the full benefit of the course, including individual instructor assistance, may enroll for “no credit.” These students pay regular tuition fee. They are not required to complete assignments or to take examinations.
No-credit students register according to procedures set up for special students. They are listed on course lists as “NC” or “No Credit.”
A no-credit student may change to credit status at any time prior to midterm provided that all class assignments have been completed and all requirements for admission have been met.
Senior Citizens: Citizens who have reached the age of 65 may enroll in on-campus courses tuition free ($15 registration and class fees must be paid.)
3.7 ACADEMIC DISCIPLINE
Consult the current University Catalog and the VPAA/Academic Dean for detailed information on probation, suspension, and dismissal.
3.7.1 POLICY ON CLASSROOM DISRUPTION: Brescia University protects the right-to-learn for all students and will not tolerate behaviors in the classroom, lab, or library that disrupt the educational process. Brescia will take all appropriate actions necessary to protect the right-to-learn.
3.8 ACADEMIC INTEGRITY
An instructor who becomes aware of an act of deliberate academic dishonesty, including plagiarism, should report the student(s) involved to the VPAA/Academic Dean and describe the disciplinary action proposed. (Note: “Plagiarism” is defined as the deliberate use of another’s ideas, work, or words as one’s own, without properly documenting and crediting the original source.)
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If the incident is serious or particularly damaging to the University community, or if the proposed disciplinary action seems out of proportion to the gravity of the incident, the VPAA/Academic Dean may interview the student(s) personally. After conferring with the faculty member, the VPAA/Academic Dean will either support the proposed disciplinary action or recommend an alternative.
Academic dishonesty is so serious that a repeated offence may result in the VPAA/Academic Dean’s decision to suspend or dismiss the student from the University. [CSC 09-27-01]
Any student who feels that s/he has not had a fair hearing, or that the severity of the penalty is unwarranted, may appeal to the VPAA/Academic Dean within ten days for a hearing by an ad hoc board similar to that used for grade review appeals. (See Section 3.3.5.)
3.9 LIBRARY
Information about resources, guidelines and procedures may be found in the Brescia library handouts which are available in the library, and at the library web page at www.brescia.edu/bulibrary/default.htm.
3.9.1 GENERAL SERVICES:
For faculty members a. Assistance in use of online catalog and internet databases. b. Provision of library skills seminars for specific classes. c. Assistance to an instructor in directing a library project for a specific class. d. Interlibrary loan service.
For students a. Assistance in use of online catalog and internet databases. b. Response to student requests for individual/group instruction in special library skills. c. Interlibrary loan service.
3.9.2 REQUESTS FOR BOOKS AND OTHER MATERIAL: Faculty members are responsible for assuring the quality of library resources in their areas of expertise. To request the purchase of books or other materials for the library, the faculty member must request purchase of materials from the Library Director. Faculty may also make recommendations by selecting materials from Choice.
3.9.3 AUDIO-VISUAL EQUIPMENT: Faculty and administration may reserve audio-visual equipment by calling the library media staff. Equipment should be requested a day in advance. If requested, transportation and operational instruction are provided.
Long-term borrowers are asked to return equipment for servicing at the end of the semester/academic year.
3.10 ARCHIVES
The Archives preserve the significant records documenting the institution’s history, its policies and procedures, its legal establishment and operations, and its fiscal operation. While some records are archived electronically (such as committee minutes), faculty and staff are urged to submit other significant records (publicity materials, photographs, records of faculty/staff achievement, student club records, etc.) annually to appropriate Cabinet supervisor (for example, faculty to the VPAA, student activities to the VP for Student Development, BUonline and Admissions staff to the VP for enrollment, and so on), who places them in the Archives.
3.11 COUNSELING CENTER
The Brescia University Counseling Center provides general counseling assistance which is adjunct to the academic program. During the regular school year, it is open weekdays from 8:30 a.m. to 4:30 p.m.
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Responsibilities: a. personal counseling services for students; b. educational counseling services; c. career interest testing and collation and distribution of current career information including graduate school catalogs; d. referral of students needing tutorial assistance to the appropriate tutorial service; e. referral of students to available off-campus counseling services; f. assistance with programs designed to assist new students; g. devising and coordinating student seminars (e.g., Human Potential Seminar, seminars for problem-solving); h. accepting referrals from faculty members; i. preserving confidentiality of counselees.
Counseling sessions are free to full-time students, full-time staff, and full-time faculty of Brescia University. Fees are charged for materials by Educational Testing Service (ETS). Counseling is available to online students via telephone when appropriate, or the Director of the Counseling Center may make recommendations for qualified counselors in the local communities online students live.
3.12 STUDENTS WITH SPECIAL NEEDS According to United States law, faculty must make reasonable accommodations for students with documented special needs. Contact the Coordinator of Disability Services or the VPAA/Academic Dean before determining such accommodations are appropriate. The Coordinator of Disability Services will be responsible to notifying faculty of any accommodations that must be made for documented disabilites. For information about who is currently serving in this position, please contact the VAPP/AD.
3.13 CANCELLATIONS
If inclement weather or other emergencies warrant the canceling of classes or closing of offices, the decision will be announced on various radio/television stations and posted to faculty, staff, and students through the One-Call system.
One-Call System: All official communications involving the One-Call system regarding school closing and other emergency notifications will be issued in consultation with the President either before, when possible, or soon after the message has been sent. Official school closing announcements due to weather, or other conditions, will be issued by the VPAA/Academic Dean or designee. Emergency situations calling for immediate actions or lockdown will be issued by the Dean of Students or designee. The message should state, “This is an official (or emergency) communication from Brescia University (followed by the notification).” Other communication needs, non-emergency, (from which a student may opt out) will be issued by the Director of Residence Life or the Director of student Activities, as appropriate, after consultation with the Dean of Students [Cabinet 01-20-09]
Classes are cancelled implies that staff are expected to report to work.
Brescia University is closed indicates that all classes are canceled and all offices are closed.
SECTION 4
SUPPORT SERVICES
4-1 4.1 UNIVERSITY BOOKSTORE
Brescia University has partnered with the largest textbook supplier in the nation, MBS Direct. MBS currently serves the needs of nearly half a million students nationwide, with over 7 million books in their Columbia, Missouri facility. MBS Direct was developed to help institutions such as Brescia improve textbook services. The MBS Direct program ensures course materials will be available when academic terms begin. This program provides convenient ordering, accurate and timely fulfillment, and better overall services for our students.
BOOK ORDERS: Deadlines for book orders are as follows
Summer February 28 Mod 1 February 28 Mod 2 February 28
Fall Semester Friday after Spring Break
Christmas Term October 15 Spring Semester October 15 Mod 3 October 15 Mod 4 October 15
Book adoption orders will be processed directly through the online provider, MBS Direct.
MBS Direct maintains a current list of Brescia University courses and materials; in the event of any changes, MBS Direct notifies students.
Students may access the online Virtual Bookstore 24/7 and MBS Direct also maintains a convenient online buyback option.
Book orders are shipped via UPS from MBS Direct within 24 hours.
DESK COPIES: Desk copies or review copies can be requested directly from the publishers. The bookstore has toll free numbers for most publishers. The library also has listings of publishers in Books in Print.
OTHER BOOKSTORE MATERIAL: Departmental purchases can be made at the bookstore. An authorized signature on the sales ticket is needed as well as the account number to be charged.
The bookstore accepts VISA, MasterCard, personal checks, money orders, travelers’ checks, and cash for purchases.
4.2 MAILROOM
In addition to other assigned duties, the University Mailroom Clerk mails letters and packages and sells stamps. Packages should be pre-wrapped. Items mailed at Brescia’s expense may be mailed through the University mailroom during the hours of 8:00 a.m. to 3:30 p.m. Each item to be mailed should bear the two-digit postage account number of the department to which it will be charged. The daily mail generally leaves the mailroom at approximately 4:15 p.m. Items received after 3:30 p.m. may not be mailed until the next working day.
Bulk Mailings: Consult the Mailroom Clerk (ext. 237) regarding bulk mailing procedures.
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4.3 DUPLICATING SERVICES
Duplicating machines are located in the Administration Building, Science Building, Lechner Graduate Center; coin operated duplicating machines can be found in the Campus Center and the Library. Duplicating services are available in the mail/duplication room during regular office hours. The following procedures are required
Routine Examinations: A typed copy of the examination should be submitted two days before copies are needed.
Major Examinations: Mid-semester and final examinations should be submitted at least seven days before copies are needed.
Non-examination Materials: A photocopy machine is available for duplicating of programs, departmental forms, schedules, directories. These materials must be submitted at least three days before copies are needed. The number of copies made is automatically recorded by a required user code. Consult the mailroom supervisor for the current charges.
4.4 FINANCIAL SERVICES AND PROCEDURES
4.4.1 ACADEMIC BUDGET CONTROL: The Division/School Chairperson, in consultation with the members of the division/school, is responsible for the preparation, submission, and control of the annual division/school budget.
The Division/School Chairpersons must submit budget requests by the stated deadline to the VPAA/Academic Dean. All capital requests and technology requests must be itemized. After review by the VPAA/Academic Dean, Vice President of Business and Finance, the President’s Cabinet, and the Board of Trustees, the approved budgets are discussed with the Division/School Chairpersons.
The Division/School Chairperson is responsible for control of all budgeted items. If an emergency requires an expenditure over and above the budget, the Division/School Chairperson must submit a written request to the VPAA/Academic Dean and the Vice President of Business and Finance for this expenditure. The Business Office submits a monthly report of expenditures to each Division/School Chairperson.
4.4.2 PURCHASING PROCEDURES:
Purchase Authorization Forms and Purchase Orders [Approved President’s Cabinet 10-13-2014] The Purchase Authorization Policy is designed to ensure adequate financial control and budgetary oversight of all purchases. All purchases must be made in accordance with the requirements of this policy, regardless of the method of payment. Any purchases made without the appropriate documentation and approval will be in direct violation of this policy and deemed unauthorized.
The Vice President of Business & Finance may waive parts of this policy to accommodate the needs of the Department/University. In such instance, documentation must be submitted within one business day of the order unless specifically waived by the VP of Business & Finance.
All purchases require department head or department supervisor approval. The level and number of required approvals will be determined based on dollar amounts of the total order unless otherwise noted within this policy. Splitting a vendor order to avoid additional approval is a violation of this policy. Division Chairs, Area Supervisor, and supervising Cabinet Members have the authority to require/request additional approvals for any/all departments under their supervision. The VP of Business & Finance and the President may require additional approvals for any/all departments and for any/all purchases. Repeat and/or significant violation of this policy may lead to additional purchase restrictions and additional required approvals.
4-3 Purchase Amount – Required Approval $0–$499 – requires approval by Department/Area Coordinator $500–$999 – requires additional approval by Department Supervisor/Division Chair $1,000–1,999 – requires additional approval by supervising Cabinet Member $2,000 or more – requires additional approval by VP of Business & Finance
Purchases of $2,000 or more require the completion and approval of the Purchase Authorization (PA) Form by the VP of Business & Finance before the order is placed. Purchase Orders will not be issued unless required by vendor and requested by originator of the PA Form.
The VP of Business & Finance must be notified of purchases of a single item with a cost of $1,000 or more for consideration of inclusion as capital asset.
Purchase Authorization Approval Process The Purchase Authorization Form is available on the Brescia University Intranet. This form is recommended for all purchases of $500-$1999 and REQUIRED for purchases of $2,000 or more.
PA Forms must be completed with all of the following information and approvals and submitted electronically to VP of Business & Finance. Printed name and signature of originator of purchase request Seven-digit account number Description and cost of requested purchase Vendor mailing address Division Chair or Area Supervisor signature Director of Information Technology signature, if technology purchase (see list below) Supervising Cabinet Member’s signature
PA Forms that are not completed properly will be returned and approval will be delayed.
Once the PA Form has been approved by the VP of Business & Finance, the originator of the request will be sent an electronic copy of the approved PA Form with a PA Number. When the invoice is received, originator must verify and approve (sign) the invoice and may, in lieu of routing for same approvals, write the PA number on the invoice or check request and send directly to Business Office for payment processing.
Purchase Orders will not be issued unless required by vendor and requested by the originator of the PA Form. If a Purchase Order is required/requested, a Purchase Order Number will be issued instead of a PA Number and copies of Purchase Order will be routed to originator of purchase request through campus mail. Originator of purchase request will receive the original copy (white) for the vendor as well as a file copy (goldenrod). When the invoice is received, originator must verify and approve (sign) the invoice and, in lieu of routing for same approvals, may attach a copy of the Purchase Order to invoice and send directly to Business Office for payment processing.
Request for Purchase Authorizations and/or Purchase Orders will not be processed during the last two weeks of the fiscal year which ends May 31. Regardless of the order date, expenditures are charged against the budget in the fiscal year the goods/services are received. For example, supplies ordered in May but not received until June will be charged to the next fiscal year, not the year in which the supplies were ordered.
Any and all orders are subject to review by the President and Cabinet members and orders may not be approved if the expenditure is considered to be contrary to tax exempt purpose, a violation of Federal, State or local laws, a violation of Brescia policy, or generally not in the best interest of Brescia.
Technology Purchases Purchases of any technology items listed below require the completion and approval of the PA Form before the order is placed.
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Desktop computer Laptop computer Netbook computer Tablet (iPad, Galaxy, Surface, etc.) Network printer Any other device being connected directly to Brescia network (wired or wireless) Internal components of any items in this list (except by IT department) Software Purchase and receipt of any technology items listed above must be registered with the Information Technology department for inventory control. The Information Technology department may not provide support for any technology item purchased without a PA Number. Although a PA Number is not required for other technology items, such as monitor, desktop printer or scanner, it is recommended that these purchases be approved by the Information Technology department in order to insure the best pricing and compatibility.
Additional Technology Purchase Guidelines (NOTE: The Institutional Computing Committee – ICC – itself does not have a budget for technology purchases; anticipated capital technology needs that might come from institutional funds should be identified and submitted through the budget planning process.) a. to insure system compatibility and appropriate licensure, decisions to purchase software and any item beyond peripherals for individual office computer systems should be made in consultation with the Director of Information Technology; b. capital technology requests (requests more than $500) will go through the originator’s respective Cabinet member (e.g., athletics will go through the VP of Student Development); the Cabinet member will clear the request with the Director of Information Technology before requesting a purchase order; c. the same will apply for multi-user and/or institutional software purchases (most of which will probably be capital expense items); d. for questions arising regarding a technology purchase (e.g., with the Brescia University Strategic Technology Plan), the issue can be referred to the ICC. [Institutional Computing Committee, 11-12-2007]
Purchases from Mailroom and Bookstore Office Supplies should be ordered from the Mailroom for best prices using the PA Form. Departmental purchases from the Mailroom or Brescia Bookstore must have the appropriate level of approval as required by this policy for any orders over $25.
Contracts PA Numbers are not required for properly approved and executed contracts. All contracts must be reviewed and approved by the VP of Business & Finance and can only be signed by a Corporate Officer, Corporate Officers are the President, Vice President (VPAA only) and Secretary/Treasurer (VP of Business & Finance).
Emergency Purchase Authorization Purchase authorization may be obtained verbally or electronically from the VP of Business & Finance only when the appropriate supervisor determines that an emergency situation exists. An emergency situation is defined as one in which any delay in obtaining the authorization may result in danger to individuals or loss or damage of University property. When emergency purchase authorization is obtained, the PA Form must be completed and submitted to VP of Business & Finance within one business day.
Exclusions The following items do not require a PA Number: 1) Properly approved and executed contracts 2) Athletic Team Meal Allowance request 3) Athletic Team hotel charges for away games/tournaments 4) Purchase by Brescia Bookstore (requires use of Bookstore Purchase Order) 5) Mailroom Postage less than $5,001
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Supply Reimbursement/Petty Cash: For supplies purchased for less than $25.00, faculty may obtain a Petty Cash slip from the Student Account Clerk’s Office, complete the slip, and submit it to the Student Account Clerk. Petty Cash slips must include receipt(s), account number, and the signature of Area Coordinator. For supplies purchased for more than $25.00, a Check Request must be submitted, available on University intranet.
Course Materials: The procedure for obtaining free desk copies and teacher’s manuals is described in Section 4.1.2.
Photographs: Persons or divisions/schools/offices requesting photographs must bear the cost of developing and printing. See the Director of Public Relations for current rates.
4.4.3 ACQUISITION OF FUNDS
Payment Requests A payment request submitted with properly approval and documentation are typically processed and paid within three (3) business days of receipt in the Business Office. If a payment is needed sooner, the requestor should deliver the approved request directly to the Vice President of Business & Finance. Do not place rush requests in the Business Office mailbox in the Brescia mailroom.
A payment request must be made by one of the following documents: Check Request Form (available on intranet) Vendor Invoice Employee Reimbursement Request/Travel Expense Report/Brescia Charge Card Report (available on intranet) Athletic Meal Allowance Form (available on intranet)
The Business Office will keep originals of all documents submitted. If any form or document should be mailed with the check, requestor must include a separate copy of these documents, preferably in an addressed envelope, or only check will be mailed by Business Office.
Regardless of payment request document used, all of the following information must be included: Payee name and address Check Request Date (and Time if needed before noon) Due Date Amount Purchase Authorization or Purchase Order Number, if applicable Invoice Number Description of the expenditure Seven-digit account number (s) Amount to be charged to account number(s) Signature of individual requesting payment Approval of Department/Area Coordinator Approval of Department Supervisor/Division Chair if applicable (amount > $499) Approval of supervising Cabinet Member, if applicable (amount > $999)
Payment request documents that are not properly completed will be returned to requestor via campus mail and no payment made until document is completed and returned to the Business Office.
Any payment request document made payable to a Brescia employee must be approved by the supervising Cabinet member or the President. All payment requests for services or awards paid to any individual must be approved by the supervising Cabinet Member or President and Vice President of Business & Finance. Payments for services or awards paid to employees may be considered additional taxable income and may require an adjustment on the employee’s paycheck. Payment requests for services by non-employees may require the completion of an IRS Form W-9 – Request for Taxpayer Identification and Certification prior to payment.
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Any and all expenditures are subject to review by the President and Cabinet members and payment may not be processed if the expenditure is considered to be contrary to tax exempt purpose, a violation of Federal, State or local laws, a violation of Brescia policy, or generally not in the best interest of Brescia.
Regardless of the order date, expenditures are charged against the budget in the fiscal year the goods/services are received. For example, supplies ordered in May but not received until June will be charged to the next fiscal year, not the year in which the supplies were ordered.
Reimbursement for University Expenses: Reimbursements for supplies or other academic-program- related expenses should be requested through the Employee Reimbursement Request Form found on the University intranet. The form should be filled out completely, with all relevant signatures. Requests should be submitted to the Business Office within 10 days of incursion of expenses.
Faculty Development Funds: A faculty member should contact his/her Division/School Chairperson for information regarding the annual allotment for faculty development funds. Requests for such funds must be approved by the Division/School Chair and the VPAA/Academic Dean.
University-Related Travel: Brescia University maintains several cars for University use, mainly for recruiting. When not in use by the Admissions staff, these cars may be used by University personnel for University-related business. Each department is responsible for returning the cars filled with gas and reporting any damage or service needs to the Director of Physical Plant (ext. 4572). The Admission Office maintains a car schedule. Faculty wishing to use a University vehicle should call the Admissions Office Assistant (ext. 4241) to reserve a car. If these cars are not available, the Director of Housekeeping (ext. 4257) may be contacted for accessibility of other University vehicles.
Reimbursement for use of personal vehicles on authorized travel for the University may be obtained by submitting a Travel Expense Report (available on Brescia intranet) to the Business Office. Mileage reimbursement is currently forty-five cents ($.45) per mile.
Employee meals, including taxes, tips and gratuity, for approved overnight travel will be reimbursed at actual costs not to exceed $41 per day. In accordance with IRS regulations, on the departure/return date of approved overnight travel, reimbursement for meals may not exceed ¾ of daily rate. Meal expenses must be supported by original, itemized receipts. Credit card charge slips alone are not sufficient. In accordance with IRS regulations, meals will NOT be paid for one-day travel unless the meal is part of a conference program.
The University may pay or reimburse properly documented meals whose primary purpose is University business if approved in advance by a Cabinet member. In addition to an itemized receipt, IRS regulations require documentation of the time, date, place, business purpose, and attendees at the meal. All meal expenses must be itemized on the Travel Expense Report and original, itemized receipts must be attached to the report.
A Travel Expense Report must be completed for all expenses incurred relating to business travel, regardless of the method of payment (cash, Brescia credit card, or personal credit card) and should include information regarding the date and business purpose of the expense. Advances and/or payments made using Brescia credit cards will be deducted from total amount due on the Travel Expense Report. The Travel Expense Report must have requesting signature, receipts, account number, and the signature of the Division/School Chair.
Brescia also maintains vans and buses for University-related business. Vehicles are reserved through the Athletic Office (ext. 4330). Federal law requires a special Commercial Driver’s License (CDL) to drive the bus. Additional information about the CDL can be obtained from the VP of Student Development. [Faculty Welfare Committee, 10-23-2007]
Alcohol: University funds may not be used for the purchase of alcohol unless specifically approved in advance by a Cabinet member for a Brescia-related activity hosting an individual(s) external to the
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University. In all cases, charges for alcoholic beverages should be reasonable and appropriate for the circumstances and for an institution of higher education. [Faculty Welfare Committee, 10-23-2007]
Commercial Driver’s License: Brescia faculty whose responsibilities require a Commercial Driver’s License (CDL) should receive approval from the Division/School Chair and the Academic Dean to take the CDL test. The CDL requires a physical examination, which the Human Resources Office will schedule with OMHS. The University will cover the cost of the physical exam provided that the exam is authorized and OMHS completes the exam. The University will cover all other licensing fees for the CDL except the portion of the fee required for the standard driver’s license.
4.4.4 LONG-DISTANCE TELEPHONE CALLS: Long-distance calls are no longer billed to separate academic programs and University departments; expense for such calls is part of Brescia’s phone plan.
4.4.5 PHYSICAL PLANT SERVICE REQUESTS: When routine repair or replacement of physical property if necessary, a Brescia University Physical Plant Office Service Request must be submitted to the Physical Plant. These forms are available in
1. Administration Building — Mailroom 2. Human Resources Office — Adm 159 3. Merici Basement — Mer 103 4. Saffer Basement — Saf 120 5. Campus Center — Director of Residential Life
Requests for physical changes requiring major renovation or remodeling are submitted to the Director of Physical Plant (ext. 9572). Emergencies should be reported to the Director of the Physical Plant (ext. 9572).
4.4.6 PRIVATE INCOME: Faculty or administrators wishing to make use of University property for private income must
a. obtain the permission of the VPAA/Academic Dean; b. pay 15% of the income received to the University; and c. pay an additional 10% if University equipment is used.
For the policy on faculty income from late test fees, see Section 3.4.6. For policy on fees for non-traditional credit evaluations, see Section 3.5.2.
4.5 AUTOMOBILE REGISTRATION AND PARKING
Faculty Identification Decals: All employees who park on the University campus must display a Brescia University parking tag on their motor vehicle. There is no charge for the tag. The parking tag grants the owner the privilege to legally park in a University parking space — it is not a guarantee to a parking space. To obtain a parking tag, employees must complete a Brescia University Vehicle Registration form. These forms can be obtained from the Director of Human Resources.
Parking is within reasonable walking distance of the University. Employees may park in the following parking lots:
1. The faculty/staff lot beside the Science Building; 2. The faculty/staff lot between the Ramold Center and the Library; 3. The faculty/staff lot beside the Lechner Building; and 4. The faculty/staff lot beside the current BUonline Building. 5. Faculty, staff, and students may also park in the St. Ann St. lot behind the Student Services Center and behind the 613 Frederica School of Business.
Employees should not park in the Campus Center or student parking lots. Employees who park on the street should abide by parking restrictions posted by the city. Common sense dictates that employees should not park on lawns, in
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areas designated for individuals with disabilities, in restricted parking areas, or in any manner that would impede vehicle or pedestrian traffic.
The Physical Plant Department issues citations for parking violations. Citations must be paid in the Student Account Clerk’s Office. If citations are paid within five (5) working days, the fine is $5.00. After five (5) working days, the fine is $10.00. The fine is $25.00 for unauthorized parking in a handicapped space. Faculty and staff should be advised that city police officers are authorized to issue tickets to anyone parking illegally in handicapped spaces.
Employees should lock their vehicles while vehicles are unattended. The University assumes no responsibility for damages to or theft of automobiles or other personal property while on University grounds.
4.6 STUDENT SUPPORT SERVICES
For information about student services, consult the University Catalog or the Student Handbook, available through the Student Development Office.
4.7 KEYS
The Director of Housekeeping, the Director of IT, and the Director of Human Resources work together to provide accessibility to buildings and facilities primarily through “swipe cards,” while maintaining appropriate levels of security. Swipe cards must be updated/renewed each semester; updates may be obtained from the Office of Student Development or at the Library.
External building keys are distributed only for buildings without swipe-card access. For all positions that require inside room keys, a Key Request Form must be completed by the employee and signed by the employee’s supervisor. Key Request Forms may be obtained from the Director of Human Resources. Keys are issued by the Director of Human Resources.
All keys are the property of Brescia University and must be returned to the Director of Human Resources upon termination of employment.
Employees are issued keys based upon need as authorized by the appropriate University Cabinet member, director, manager, or supervisor. Employees are not permitted to remove master keys to University facilities from the campus. The Vice President of Business and Finance may make exceptions for compelling reasons. All stolen or lost keys should be reported immediately to the Director of Human Resources.
The University retains the right to change locks and to deny access to facilities based on security issues.
SECTION 5
EXTERNAL RELATIONS INFORMATION
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5.1 PUBLICATIONS
The Office of Institutional Advancement is responsible for publication of the magazines, BRESCIA NOW and the PRESIDENT’S ANNUAL REPORT, both directed toward alumni and friends/supporters of the University. Particular responsibility for the magazines lies with the Director of Public Relations. The Director of Public Relations is happy to consult with administration, faculty and staff regarding any publications they may have. Everyone at Brescia University should be constantly alert for newsworthy items and direct this information to the Director of Public Relations.
5.1.1 MISSION STATEMENT: The Brescia University mission statement must be included in all electronic and non-electronic official publications of Brescia University [President’s Cabinet, 08-28-2007].
5.2 MEDIA CONTACT
The Public Relations Office issues regular news releases to area media regarding University events and university/ individual achievements excepting sports which is disseminated by the Sports Information Director. The assistance of the faculty is vital in providing information. Ordinarily, prior notice is required, but a “breaking story” should be reported regardless of any deadlines.
Faculty/staff members approached by the media are asked to inform the Public Relations Office about media contact. Press conferences should be called only in the event of major news stories; otherwise, the story should be handled by release, phone, or fax by the Public Relations Office. Any employee who wishes to call a press conference should clear this with the Public Relations Office to evaluate the appropriateness of the conference.
If it is decided a press conference is appropriate, employees on campus should be notified and invited to attend the press conference. This announcement should come from the President’s Office or from another administration office, if the President’s Office designates.
5.3 ADVERTISING
The primary purpose of the University’s advertising efforts is student recruitment. The Public Relations Office usually prepares advertising copy and places ads.
5.4 MASTER CALENDAR
Early reservation of a date on the master calendar maintained in the Student Development Office will assure minimal conflict among University events and between University and community events. In order to avoid conflicts, before scheduling any event, faculty should check with the Campus Calendar located in the Student Development Office. Once an event has been scheduled, faculty should notify the Student Development Office, the Director of Public Relations, and the Switchboard operators of pertinent information, e.g., what, where, when, and who to contact for further information. (NOTE: Students must contact the Student Development Office before scheduling an event.)
Room Reservations: If the event is sponsored by Brescia, faculty should contact the Registrar’s Office to reserve a room in the Administration Building, and the Student Development Office to reserve a room in the Campus Center and Science Building.
Catering: Faculty may contact the food service manager in the cafeteria, or elect to use an approved community catering service. For information about which community businesses are approved, faculty may contact either the VP for Student Development or the VPAA/Academic Dean.
Equipment: Tables, chairs, dry erase boards, easels — Director of Physical Plant Overheads, projectors, microphones — Audiovisuals in the Brescia Library.
5.5 PHOTOGRAPHY SERVICES
The Public Relations Office will arrange for a photographer for special events. Requests for photography should be made early to ensure the availability of a photographer.
APPENDICES
APPENDIX A GUIDELINES FOR PROGRAM REVIEW AND DISCONTINUANCE [Revision Approved Faculty Assembly 02-10-2015]
2.14.3 PROGRAM* REVIEW
* “Program” is defined as all baccalaureate academic majors and minors, all associate degree programs, as well as the body of coursework that makes up the General Education Program.
A. Purpose – The process of academic program review at Brescia University has a three-fold purpose to assure the maintenance of quality and to stimulate continued development in all programs; to recognize and reward excellence in strong programs; to provide for adequate faculty, administrative, and student involvement in the discontinuance of programs.
B. Frequency of Review – Reviews will be staggered across a five-year period as listed below. Under special circumstances a review of a particular program may be requested by the President, Academic Dean, or Division/School Chairpersons.
Sequence for Academic Years 2013–2014 through 2017–2018 [unless otherwise indicated, minors, certificates, and associate degrees are reviewed within their parent baccalaureate programs] 2013-2014 Art/Art Education/Graphic Design; Computer Science; History/Social Studies; Speech Pathology/Audiology; Theatre/ Speech & Drama Associate – Liberal Arts Minor/Associates – Physics; Engineering 2014-2015 Accounting; Business and Business with Emphases; Theology/Theology with Emphasis in Pastoral Studies; Mathematics; Modern Languages; Addictions Counseling 2015-2016 Education (includes Elementary Education, IECE, Middle School Education, Secondary Education, Special Education; Spanish Ed, Art Ed), MSTL; Political Science; Pre-Law Studies 2016-2017 Biology/Medical Technology; Chemistry/Biochemistry; English and English with Emphasis in Professional Writing ; Integrated Studies Minor – Philosophy; Music; Women’s Studies; Sports Management; General Education Requirements 2017-2018 Psychology; Social Work/Human Services; MBA & MSM Associate – Liberal Arts [APRC, 02-14-14] NOTE: Course offerings that do not constitute a portion of a minor or major (for example, French or Speech) would be reviewed within the most relevant broader program. (For example, Modern Languages and Drama.)
C. Review Process
1. a. The Academic Program Review Committee (APRC) functions as an advisory committee to the Academic Dean in the review of academic programs. The committee will consist of representatives selected from each division/school by members of that division/school and the SGA Judicial Vice- President or a student designated by the Judicial Vice-President; the University SACS liaison (if other than the VPAA) serves as ex officio non-voting member of the committee. Faculty members will serve two-year renewable terms to a maximum of four years. When an area is reviewed, the following individuals will be present to answer questions and clarify data: the Area Coordinator, a current student selected by the area faculty, and a graduate selected by the area faculty. The Area Coordinator has the option of inviting the Division/School Chairperson. A committee member whose program is reviewed will absent him/herself from the committee during deliberations regarding that program. [FA Update Approval 02-11-2014]
b. When commissioned to do so by the President, the APRC will serve as a presidential advisory committee for questions related to global program assessment and evaluation. [APRC Update Approval 05-26-04]
c. When commissioned to do so by the President, the APRC will serve as a presidential advisory
committee in the event that programs must be discontinued because of declared financial exigency or for educational reasons (Section II, A).
2. The Academic Dean will notify faculty in the programs to be reviewed, and will discuss the review process with them.
3. Data will be submitted by individuals as listed in Section IV.
D. Actions of the Committee – The committee should note strengths and weaknesses of the area. The committee may make recommendations to the area in question regarding minor improvements that could be made. It may also submit to the University administration recommendations for further program enhancement. Progress on addressing both categories of recommendations must become part of the annual assessment report (“grid”) prepared by the Area Coordinator by October 1 submitted to the VPAA and the Director of Institutional Effectiveness. The committee may also charge the APRC chair to share outstanding examples of strength for a reviewed program with the faculty assembly.
If serious weakness is found, the committee will recommend some specific steps to be taken to improve the program within a reasonable time frame or recommend that the program be considered for reduction or discontinuance.
The findings of the committee should be submitted in writing to the Academic Dean, the appropriate Division/School Chairperson and the Area Coordinator.
Follow-up after the Review – During the fall semester two years after a program is reviewed, the Area Coordinator will submit to the APRC a mid-cycle update on progress toward addressing the recommendations made by the committee at the end of the full Review.
II. PROGRAM REDUCTION OR DISCONTINUANCE
A. For Financial Exigency
1. Definition [update re: AAUP] – “Financial exigency” is an imminent financial crisis that threatens the survival of the institution as a whole and that cannot be alleviated by less drastic means (AAUP Recommended Institutional Regulations on Academic Freedom & Tenure, 2006). Declaration of financial exigency should be used as a measure of last resort, and program discontinuance or staff reduction for that reason should preclude developing other programs or hiring staff in other areas at the same time.
2. Prior to Determination of financial exigency a. All feasible alternatives to program discontinuance and faculty termination will be pursued and shared with the faculty. To this end, the President should provide information on other planned reductions in the University. Such information should also include a financial analysis of the savings that will actually be realized by program discontinuance or staff reduction, considering loss of fee income, unemployment compensation and the like. b. The likelihood of faculty retrenchment should be announced to the entire faculty and student body well in advance of initiating any procedures; at every major step, all constituencies should be informed in writing while safeguarding each individual’s right to privacy.
3. Determination of Financial Exigency – Determination of financial exigency is the purview of the Board of Trustees.
4. Reduction of program and/or faculty – The APRC shall develop criteria for identifying programs and individuals to be eliminated. a. Program. The committee will recommend the academic area(s) where cuts would best be made, based on the criteria developed and maintenance of a viable academic program. Generally, programs lowest in viability and/or centrality to the University mission will be recommended for discontinuance. The Dean will select the programs to be discontinued and submit the decision and evidence for same to the committee for discussion, and then to the President. If the committee disagrees with the decision of the Dean, the dissenting member(s) will submit a separate letter to the President, describing their
objections and giving their own recommendations. Programs chosen for discontinuance must have the final approval of the President and the Academic Affairs Committee of the Board of Trustees. b. Faculty. In a similar fashion, the committee will submit criteria for faculty reduction to the President. An administrative individual or group approved by the President and faculty as a whole shall identify individuals to be cut, based on criteria established in a. above, and submit a recommendation to the President. Ordinarily, the order in which faculty positions are eliminated would be part-time, non- tenured, tenured (with more senior faculty last). Exceptions to this order could be made if following it would result in a severe distortion of the academic program. For example, the committee could make exceptions to take into account qualifications, teaching effectiveness, institutional goals, refusal of senior faculty to retrain, or possibility of early retirement. c. Terminated tenured faculty are given opportunity to relocate within the institution if positions exist for which they are qualified. When possible, the institution may bear part of the cost of relocating or retraining tenured faculty for a position within the institution. d. Reasonable attempts will be made by the University administration to find positions at other colleges for terminated tenured faculty. All tenured faculty have the right to a full hearing, using the due process procedures described in the Faculty Handbook under “Dismissal of Faculty”. Any appeal should be based not on the decision of the faculty group to terminate the program, but on such questions as What is the evidence that the termination recommended will result in real financial savings to the institution? Were all possible individuals considered and judged by the same criteria? Did the procedures used show fair play and due process? e. Generally, a moratorium should exist on replacements in the same area for several years. f. Students in terminated programs should be protected by termination over a reasonable period of time (usually 24 months when possible); no admissions into a program being formally considered for closure by the APRC; provision for student input into decisions for program termination.
The student representative to the APRC will work with the Judicial Board to assure adequate student input.
B. For Educational Reasons
1. Definition – Programs may be considered for discontinuance when maintenance of current expenditures and size of staff would create static academic and financial conditions, when there is significant difficulty in supplying additional positions to growing academic areas and/or maintaining reasonable equity in teaching loads and class sizes, or when the maintenance of quality is deemed impossible by the committee. Decisions for discontinuance should not be based on cyclical or temporary fluctuations of enrollment, but on long-range educational considerations that the educational mission as a whole will be enhanced.
2. Process for program reduction a. The President must give the APRC a specific charge in writing with a description of actions to be taken once the recommendations are made. b. Following the process in Section II.A.3.a-b., the APRC will recommend specific programs for reduction, and will establish criteria for faculty reductions within those programs. c. The Academic Dean will meet with faculty in the programs recommended for reduction or discontinuance to discuss the factors involved in the APRC decision and to hear the suggestions of the faculty. Alternatives may be discussed, e.g. merge with another unit to increase productivity or improve services; transfer retrained faculty to another unit; develop joint programs with another college; make significant curricular changes to reduce cost; improve productivity; initiate new activities or offer new services. d. The President and program head may agree on an outside consultant to perform an independent assessment if that is perceived to be of value. e. The final decision rests with the President; if it is for program reduction or discontinuance, the steps
outlined in Section II.A.4.b-f. will be followed. f. Faculty in programs chosen for discontinuance may appeal the President’s decision to the Board of Trustees.
III. DEVELOPMENT OF NEW CURRICULA
A. Development of new courses – The development of new courses contributes to a healthy, responsive curriculum, but excessive course proliferation reduces class size across the University and increases costs. Careful consideration of course additions is an important task of the faculty.
B. Development of new programs – Because of the decentralized nature of a university, the curriculum requires continuing review and control if a reasonable balance is to be maintained between enrollment, demands of society and students, costs, and number of programs. Each decision for an addition to the curriculum requires the reallocation of institutional resources and should be made after careful consideration.
New programs are developed by faculty with approval of division/school chairperson and Academic Dean, and presented to Curriculum Committee on a form obtained in the Academic Dean’s Office. The Curriculum Committee may use the guidelines in Section IV in their consideration of the program. If a program approved by the Curriculum Committee would have serious budgetary implications, or if it represents a significantly new direction for the University, it must be taken by the Academic Dean to the Cabinet and Academic Affairs Committee of the Board of Trustees for final approval.
New programs will be approved for a period of three years after which they are subject to a special review by the APRC. In addition to the usual evaluation, this review should include data on
enrollment figures for each course in the program for each semester of the three-year period; sources of enrollment in each course for the previous year (Are the students majors or from other academic areas? Are they new students or transfers from other majors?).
New programs which display areas of severe weakness will be considered for discontinuance, especially if they involve new faculty positions and/or new courses.
IV. REVIEW CRITERIA FOR DEGREE-GRANTING ACADEMIC PROGRAMS (REPORT TO BE SUBMITTED TO THE VPAA NO LATER THAN SEVEN DAYS BEFORE COMMITTEE REVIEW)
SECTION A – SUPPORT OF THE BRESCIA UNIVERSITY MISSION STATEMENT
1. Describe briefly how the Ursuline educational tradition (Brescia University Catalog, p. 9), including the ethical dimension of the program discipline, is conveyed to students. 2. Describe the components in the major that deepen and refine the achievements of the University’s Education Outcomes. 3. Briefly describe or review how the credit hours awarded in the courses offered within the program follow the University’s Credit Hour Policy. 4. Provide sample evidence of “academic excellence.” This can be an outstanding student research project or paper, evidence of significant syllabus revision, EOAC documents or reports, or other documentation. 5. Describe the ongoing development and evaluation of the program to assure that it corresponds with enrollment inquiries or interest in the program (e.g., ACT data) and employment trends for program graduates. 6. Describe the manner in which the program provides preparation and opportunities for graduate or professional schools. 7. Describe the opportunities the program provides for practica and internships. 8. Describe clubs, class activities, and the relationship of the major to community service and leadership. 9. Describe how the campus resources (including personnel and facilities) for this program are used to serve the community.
SECTION B – ASSESSMENT
1. Include a copy of the assessment grids which include intended outcomes, assessment criteria, assessment methods, time line, data location, and actions taken as a result of the assessment for the past five years. These
annual assessment reports must include assessment of both on-campus and (if relevant) online components of the program (degree-completion programs, majors and/or minors, or service to the GER as outlined in Section VI below [still being developed]). New Area Coordinators inheriting data from previous years should note any areas of perceived deficiencies (inadequate data collection or use of results, for example) and in Section D below address how those deficiencies will be addressed. 2. Report how the recommendations, if any, of the previous Review, were incorporated into the overall planning process for the program, as illustrated in the annual program assessment (“grids”), Division goals and assessments, individual goals and evaluation, and/or budget requests. Show how these recommendations were implemented, monitored, and assessed? 3. Describe the efficacy of delivery systems employed (e.g., traditional, Saturday, evening, online) and how the systems are assessed for comparable program quality. 4. For programs with external accreditation, include any recommendations from the most recent accreditation review.
SECTION C – ADDITIONAL INFORMATION REGARDING GOALS
1. Describe the process whereby the goals of the program (i.e., the goals identified on the program assessment grids) are communicated to students. 2. Indicate how those goals are appropriate for the blend of faculty members and students in the program.
SECTION D – PLANNING QUESTIONS
1. Identify your vision for the program. 2. Articulate the enhancements required to realize the vision. 3. Identify resources needed toward realization of this end (faculty, institutional and departmental budget). 4. Document how Program Planning connects to and results from Program Assessment.
SECTION E –OFFICE OF INSTITUTIONAL RESEARCH
The Institutional Research Office will supply the following data for the period since the last review
1. faculty workload for faculty in area and institutional average; 2. grade distribution for courses in the area (overall, upper division courses, and lower division courses) 3. average number of students per a) lower level classes, b) upper division classes, c) all classes per year and institutional average; 4. number graduates per year with an average for the total period; 5. number and percentage of full time faculty teaching full time in the program, number and percentage of full time faculty teaching part time in the program, number and percentage of part time faculty (by number of classes taught per semester); 6. percent of classes taught by faculty with terminal degrees (as required by SACS); 7. number of classes offered per semester (identified by number of 3-hour classes, number of labs, number of classes with semester-hour designations other than traditional 3-hour designation); 8. number of directed instruction classes (and enrollment) and number of independent study courses; 9. number of practicum, internship, student teaching offerings together with their length and enrollment.
SECTION F- OFFICE OF ACADEMIC DEAN
The Academic Dean will provide
1. any relevant SACS accreditation recommendations; 2. the most recent APRC recommendations; and 3. faculty qualifications and professional activities (from Faculty Activity Sheets). [APRC 05/21/2008] V. REVIEW CRITERIA FOR ACADEMIC MINORS [new section from APRC 04/26/2010] (REPORT TO BE SUBMITTED TO THE VPAA NO LATER THAN SEVEN DAYS BEFORE COMMITTEE REVIEW)
SECTION A – SUPPORT OF THE BRESCIA UNIVERSITY MISSION STATEMENT
1. Describe briefly how the Ursuline educational tradition, including the ethical dimension of the program
discipline, is conveyed to students. 2. Describe the components in the minor that deepen and refine the achievements of the University’s Education Outcomes. 3. Briefly describe or review how the credit hours awarded in the courses offered within the program follow the University’s Credit Hour Policy. 4. Provide sample evidence of “academic excellence.” This can be an outstanding student research project or paper, evidence of significant syllabus revision, EOAC documents or reports, or other documentation. 5. Describe the manner in which the program provides preparation and opportunities for graduate or professional schools, if appropriate to the program. 6. Describe clubs, class activities, and the relationship of the minor to community service and leadership. 7. Describe how the campus resources (including personnel and facilities) for this program may be used to serve the community.
SECTION B – ASSESSMENT
1. Include a copy of the assessment grids which include intended outcomes, assessment criteria, assessment methods, time line, data location, and actions taken as a result of the assessment for the past five years. These annual assessment reports must include a review of any online components of the program (either service to the GER, degree-completion programs, or online majors and/or minors). See above comments. 2. How were the recommendations, if any, of the previous Review, incorporated into the planning process for the program? How were these recommendations implemented, monitored, and assessed? 3. Describe the efficacy of delivery systems employed (e.g., traditional, weekend, evening, online) and how the systems are assessed for comparable program quality.
SECTION C – PLANNING QUESTIONS
1. Identify your vision for the program. 2. Identify resources needed to establish and/or maintain this vision. 3. Document how Program Planning connects to and results from Program Assessment?
SECTION D –OFFICE OF INSTITUTIONAL RESEARCH
The Institutional Research Office will supply the following data for the period since the last review
1. faculty workload for faculty in area and institutional average; 2. grade distribution for courses in area (overall, upper division courses, and lower division courses); 3. average number of students per a) lower level classes, b) upper division classes, c) all classes per year and institutional average; 4. number and percentage of full time faculty teaching full time in the program, number and percentage of full time faculty teaching part time in the program, number and percentage of part time faculty (by number of classes taught per semester); 5. number of classes offered per semester (identified by number of 3-hour classes, number of labs, number of classes with semester-hour designations other than traditional 3-hour designation); 6. number of directed instruction classes (and enrollment) and number of independent study courses.
SECTION F- OFFICE OF ACADEMIC DEAN
The Academic Dean will provide
1. the most recent APRC recommendations and any relevant SACS recommendations; and 2. faculty qualifications and professional activities (from Faculty Activity Sheets). [APRC 04/26/2010]
APPENDIX B
AGREEMENT ON GUIDELINES FOR CLASSROOM COPYING IN NOT-FOR-PROFIT EDUCATIONAL INSTITUTIONS WITH RESPECT TO BOOKS AND PERIODICALS
The purpose of the following guidelines is to state the minimum standards of educational fair use under Section 107 of H.R. 2223. The parties agree that the conditions determining the extent of permissible copying for educational purposes may change in the future; that certain types of copying permitted under these guidelines may not be permissible in the future; and conversely that in the future other types of copying not permitted under these guidelines may be permissible under revised guidelines.
Moreover, the following statement of guidelines is not intended to limit the types of copying permitted under the standards of fair use under judicial decision and which are stated in Section 107 of the Copyright Revision Bill. There may be instances in which copying which does fall within the guidelines stated below may nonetheless be permitted under the criteria of fair use.
GUIDELINES
I. Single Copying for Teachers
A single copy may be made of any of the following by or for a teacher at his/her individual request for his/her scholarly research or use in teaching or preparation to teach a class
a. A chapter from a book; b. An article from a periodical or newspaper; c. A short story, short essay or short poem, whether or not from a collective work; d. A chart, graph, diagram, drawing, cartoon or picture from a books, periodical, or newspaper.
II. Multiple Copies for Classroom Use
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
a. The copying meets the test of brevity and spontaneity as defined below; and b. Meets the cumulative effect test as defined below; and c. Each copy includes a notice of copyright.
Definitions
“Brevity” i.) Poetry: a.) A complete poem if less than 250 words and if printed on not more than two pages, or b.) from a longer poem, an excerpt of not more than 250 words.
ii.) Prose: Either a complete article, story or essay of less than 2,500 words or 10% of the work, whichever is less, but in any event a minimum of 500 words.
(Each of the numerical limits stated in “I” and “ii” above may be expanded to permit the completion of an unfinished line of a poem or of an unfinished prose paragraph.)
iii.) Illustration: One chart, graph, diagram, drawing, cartoon, or picture per book or per periodical issue.
iv.) “Special Works”: Certain works in poetry, prose, or in “poetic prose” which often combines
language with illustrations which are intended sometimes for children and at other times for a more general audience fall short of 2,500 words in their entirety. Paragraph “ii.” Above notwithstanding, such “special works” may not be reproduced in their entirety; however, an excerpt comprising not more than two of the published pages of such special work and containing not more than 10% of the words found in the text thereof, may be reproduced.
“Spontaneity” i.) The copying is at the instance and inspiration of the individual teacher, and;
ii.) 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 i.) The copying of the materials is for only one course in the school in Effect” which the copies are made.
ii.) Not more than one short poem, article, story, 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.
iii.) There shall not be more than nine instances of such multiple copying for one course during one class term.
(The limitations stated in “ii” and “iii” above shall not apply to current news periodicals and newspapers and current news sections of other periodicals.)
III. Prohibitions as to I and II Above
Notwithstanding any of the above, the following shall be prohibited
a. Copying shall not be used to create or to replace or substitute for anthologies, compilations or collective works. Such replacement or substitution may occur whether copies of various works or excerpts there from are accumulated or produced and used separately.
b. There shall be not copying of or from works intended to be “consumable” in the course study or of teaching. These include workbooks, exercises, standardized tests and test booklets and answer sheets and like consumable material.
c. Copying shall not 1. substitute for the purchase of books, publisher’s reprint or periodicals; 2. be directed by higher authority; 3. be repeated with respect to the same item by the same teacher from term to term.
d. No charge shall be made to the student beyond the actual cost of the photocopying.
Agreed March 19, 1976. Ad Hoc Committee on Copyright law Revision By Sheldon Elliott Steinbach
Author-Publisher Group Authors League of America By Irwin Karp, Counsel Association of American Publishers, Inc. By Alexander C. Hoffman, Chairman, Copyright Committee.
APPENDIX C
RANK/TENURE APPLICATION FORM
(To be submitted to the Divisional/School Chair and VPAA/Academic Dean)
NAME DATE
DIVISION/SCHOOL
DATE OF FIRST APPOINTMENT AT BRESCIA UNIVERSITY
ACADEMIC RANK PRESENTLY HELD
DATE OF PROMOTION TO PRESENT ACADEMIC RANK
I wish to apply for promotion tenure
(Signature of faculty member)
(Signature of Chair)
(Signature of VPAA/Academic Dean)
Date of submission of application: No later than September 15
Amended July 1992
APPENDIX D
STUDENT EVALUATION FORM FOR PERSONNEL DECISIONS
Part I: General Observations
In this section, rate the instructor on a 1-5 scale based on this course and/or past experience.
_____ 1) In my opinion, the instructor overall presents the material
5 - More effectively than most 4 - Very effectively 3 - About average 2 - Ineffectively 1 - Very ineffectively
_____ 2) How much have you learned from this instructor/course?
5 - A great deal 4 - More than average 3 - Average 2 - Less than average 1 - Very little
_____ 3) How would you rate the overall difficulty of this course?
5 - Very difficult 4 - Difficult 3 - Average 2 - Easy 1 - Very easy
_____ 4) The availability of the instructor outside class, including office hours and appointed time is
5 - Very good 4 - Good 3 - Average 2 - Fair 1 - Poor 0 - No opportunity to observe
_____ 5) My overall evaluation of the instructor’s performance is
5 - Excellent 4 - Very good 3 - Average 2 - Below average 1 - Poor
Part II: Special Comments (Answer on back of this page)
Please take some time to clarify any of your ratings above or to make any special comments about the teaching ability of your instructor, whether with regard to teaching skills, course structure, clarity of presentation, teacher-student interaction, interest in student and in subject matter, or anything you think may help the Rank & Tenure Committee to determine the value of this teacher’s service to the University. 7/98
APPENDIX E ANNUAL FACULTY ACTIVITY SUMMARY
For the period from May/June ______to May/June ______
PART I: The material in this section may be used in future salary or promotion considerations, so please do yourself justice and list everything you can in the areas listed below. Continue on the back of this page or on a separate sheet, if necessary.
A. Professional Development Activities: Activities should include a) special contributions to teaching as a profession and to one’s discipline; b) intellectual vitality and breadth; c) participation in university programs of personal/professional development; d) activity in professional organizations; e) possession of professional integrity, industry, and open-mindedness in teaching; and f) continued growth and improvement in teaching.
B. Service to Community: Activities should include a) participation in civic, church, or community activities; b) service to community groups within or without one’s discipline. (Outside employment will generally not be considered “Service to Community.”)
C. Service to the University: Activities should include a) special service to area, division/school, university; b) support of student activities and/or intellectual life; c) consistent fulfillment of contractual duties.
D. Other: (special duties in university, service and ad hoc or advisory committees, any other activities worthy of note)
PART II: This section is considered “developmental” and will not be used directly in making personnel decisions, unless you request that it be considered.
A. Evaluate your success in meeting the goals you set last year. (Tenured faculty who develop three-year goals should review them and report their progress to date.)
B. List your goals for the coming academic year.
C. List several specific steps you will take to attain the goals you have set.
______Division/School Chairperson Date
______Faculty Member Date
11/15/96 revision
APPENDIX F
INFORMATION TO BE INCLUDED IN SYLLABUS
I. Number and title of course, semester and year, number of credit hours
II. Name of instructor; office location, office hours, Brescia email address
III. Prerequisites (if any) or other limitations
IV. Required text and/or materials
V. Indication of whether the course fills a General Education Requirement, and if so, the area in the general education curriculum it fulfills (e.g., “This course fulfills general education outcome #1 in writing clearly and analytically” or “This course fulfills general education outcome #6 in analyzing theories that shape human behavior” or “This course fulfills general education outcome #5 in analyzing the impact of literature on the individual.”)
VI. Indication of whether the course is a major requirement, a major elective, a related subject requirement, or open only to non-majors (e.g., “This course fulfills a major elective in computer and mathematical science and is a related subject requirement for the mathematical studies specialty area of the middle grades education program.”)
VII. Evidence of activities designed to address and assess University’s Educational Outcomes, the General Education Outcomes (if applicable), and any relevant Program and/or Student Learning Outcomes for the major (see Appendix J for expectations of GER and non-GER courses). Course assignments should be directly tied to expected outcomes in order to be easily assessed; this is particularly important if course has been identified as a key or primary channel for targeting a particular Student Learning Outcome in the major.
VIII. Description of course content, including additional course objectives/learning outcomes not identified in # VII, as well as a weekly schedule
IX. Principal instructional techniques
X. Course requirements, including attendance and course deadlines (e.g., papers, reports, projects, research)
XI. Methods of evaluation (including the proportional value of each, the grading scale, and the probable number of evaluations); remember that “products” evaluated should correspond to stated Outcomes in #s VII and VIII above
XI. Information about how to access reasonable disability accommodations if needed*
XII. Miscellaneous Information: academic integrity policy, other instructor policies
[Revision Approved FA 02-10-2015] *Sample Disabilities Statement: Reasonable accommodations are available for students with a documented disability. If you have a documented disability and need accommodations to participate fully in this course, please contact Mr. Dwight Ottman (Office 411 on the fourth floor of the Science Building). All academic accommodations must be approved in advance through his office. Please drop by or call 270-686-4281 to make an appointment, or contact him by email at [email protected].
APPENDIX G
BRESCIA UNIVERSITY TECHNOLOGY USE POLICY
I. Definition:
At Brescia University, institutional technology includes computer laboratories, computer and related equipment, software access, network bandwidth, phone system, access card system, multimedia systems, copiers, security and fire systems, university-owned cell phones.
II. Purpose:
Brescia University’s institutional technology is primarily provided to enhance learning, to enrich educational opportunities, and to increase the efficiency of university operations. Personal use of institutional technology within the parameters of the Brescia Technology Use Policy can enrich the campus and is permitted. Any use which is incompatible with purposes of institutional technology or the mission of Brescia University is prohibited.
III. Ethics:
All use will be in accordance with federal, state, and local law, as well as with basic ethical principles. In particular
A. No material may be installed, downloaded, or transmitted in violation of copyright law or intellectual property rights. B. Use of technology to compose or transmit anything that could be considered discriminatory, offensive, obscene, threatening, harassing, intimidating, demeaning, slanderous or disruptive to any employee or other person is prohibited. C. Use of technology as a forum for broadcasting grievances is prohibited. All grievances must be handled in accordance with the provisions of the respective handbooks (i.e.., Faculty, Staff, Student). D. Use of technology to intentionally receive, view, transmit, print or copy pornographic information or images is prohibited. Materials are deemed pornographic at the sole discretion and judgment of the University. E. Deliberate vandalism to equipment or systems including creating or intentionally propagating viruses, malware, etc., stealing or sabotaging other’s work, disabling or by-passing security systems, hacking into private files, or reconfiguring systems without permission from the Director of IT is prohibited. F. Non-Brescia commercial use of Brescia technology, without appropriate Cabinet permission, is prohibited.
IV. Courtesy:
All technology users shall be courteous of other users. Resources including laboratory access, computer and related equipment, software access, and network bandwidth are to be equitably shared with recognition of higher priority needs. As determined by the IT department, excessive use of such technology resources, may be limited or prohibited.
V. Responsibility:
A. Brescia equipment and systems are to be reasonably cared for by all users. In particular, all equipment connecting to the Brescia network is required to have active, up-to-date virus and spy-ware protection. Users must inform and obtain approval from the Brescia IT Department before making significant changes to equipment (e.g., location, installation or removal of licensed software or hardware). B. All users must keep private information secure. This includes selecting sound passwords, regularly changing passwords, and maintaining security of passwords. C. All users should maintain reasonable backups of important electronic files. Further, they should respect limits on storage capacity of all systems and comply with directives from the IT director to delete unnecessary files. Materials which jeopardize the functionality of the Brescia network may be deleted by the IT staff, though reasonable effort to notify the owner will be made beforehand. D. Each user is personally responsible for the content of his or her email and for the content of files on his or her computer or storage media to which he or she has access. Attempts to disguise or misrepresent the
origin of information are prohibited. Users must recognize that even private electronic communications are not necessarily secure, and that publicly posted information may be impossible to completely rescind. E. Users should not waste resources, e.g. by excessive printing.
VI. Communications:
As open intellectual inquiry and freedom of thought are essential characteristics of meaningful education, Brescia does not censor content of legal communication and encourages openness. As part of a learning community, individuals are expected to show commitment to such values as human dignity, professionalism, respect, and truth.
Brescia e-mail distribution lists (e.g. all users, faculty assembly, etc.) are provided as a service to the community and do carry additional restrictions.
A. Distribution lists are to be used only for official Brescia business or announcements of clear relevance to the Brescia community. B. Distribution lists are not to be circulated outside the Brescia community C. Announcements should use the smallest list suitable for the announcement’s purpose.
NOTE: Faculty teaching for Brescia University must use their Brescia email address in all email communication with Brescia University students. [FWC 11/28/2014]
VII. Privacy:
The Brescia IT department respects user privacy. Files, including e-mails, stored on Brescia equipment are the property of Brescia and may be accessed in the following cases:
A. To retrieve files or work on files at the user’s request, B. To diagnose problems with, or maintain the functionality of Brescia equipment, C. To comply with legal mandates (e.g. subpoena), D. To conduct essential Brescia business, or E. To investigate evidence of suspected violation of the Brescia Technology Use Policy.
In cases C, D and E above, the IT Director will first obtain written permission from the President or the Vice President of Business and Finance or the Vice President of Academic Affairs.
For purposes of technology planning and maintenance, it is occasionally necessary to collect technology use statistics. In general, such data will be studied only in the aggregate without identifying specific users associated with given activity. When violations of the Brescia Technology Use Policy are detected, Brescia reserves the right to track and identify the individuals responsible.
VIII. Enforcement
Violators of the Brescia Technology Use Policy are subject to the provisions of their respective handbooks (i.e., Faculty, Staff, or Student). If circumstances allow, users violating these policies may receive a notification from IT prior to sanctions. Sanctions may also include the following:
A. A verbal or written warning B. Restriction of technology privileges and/or suspension or denial of Brescia technology use C. Notification to supervisor or other agent for disciplinary action D. Any combination of the above.
Any person receiving sanctions under the Brescia Technology Use Policy is entitled to review/grievance procedures as delineated in other, appropriate Brescia documents such as the faculty, staff, and student handbooks. [Developed by ICC and approved through President’s Cabinet, 05/11/2010]
APPENDIX H
MR. & MRS. F. M. HART ENDOWMENT
Thanks to the generosity of Mr. & Mrs. F. M. Hart, Brescia University has been able to establish an endowment for professional development. This endowment will be used to fund Hart Summer Stipends, Hart Faculty Time-Outs, Hart Summer or January Institutes and Hart Travel Stipends. The request deadline will be February 1 of the year prior to the fiscal year of the expenditure.
Guidelines
Eligibility Full-time faculty who are in at least the second year of service at Brescia University may apply for the Hart Grants. The grants themselves are dependent upon a commitment by the faculty member to teach at Brescia for at least one year beyond the fiscal year in which the grant money is expended. If projects are comparable, preference will be given to a request from an individual who has not previously received a Hart Grant. (FWC 9.28.04)
Following the awards for the February 1 applications, the Dean’s Council will review the amount of funds remaining and, if appropriate, designate an amount to be used by faculty for applications received prior to October 1 of the upcoming fiscal year. (Dean’s Council, October 12, 1995)
Other special eligibility criteria are stated with the guidelines for each grant.
I. Hart Summer Stipend
A. Summer Stipend for Improvement of Instruction
This award would be for the purpose of providing financial support and incentive for individuals who wish either to develop courses in new areas or to apply innovative ways of approaching what they have already taught. (Course should be or become regular a Brescia offering.)
The proposal should include 1. A description of the course, its objectives, issues to be explored, and the format that the course will take (if reworking a course, include a syllabus for the old course). 2. A rationale for how the course serves departmental and/or university curricular interests. 3. A timetable for implementation of the course within two academic years. 4. An explanation of how the course will be evaluated in order to share that information with the faculty. 5. An endorsement from the appropriate division/school chairperson or program director.
Funding of up to $1500 may be provided based on the complexity of the project and the submitted budget. Stipends for improvement of instruction amounts will be based on the following criteria a maximum of one-third of the amount may be provided for modifying or adjusting an existing course; a maximum of two-thirds of the amount may be given for the preparation of a new course in an existing discipline area; a maximum of one-third of the amount may be given for the development of an on-line version of a course already in the curriculum [Dean’s Council, 2009]; and the entire amount may be awarded for preparing a completely new course in a different discipline.
Awards will be based primarily on benefit to Brescia University. Please use the application form when submitting the request.
B. Summer Stipend for Scholarship and Artistic Projects
This stipend is awarded in support of exploratory scholarship and artistic projects of quality. This stipend may allow an individual to do preliminary work on a larger project that is intended at some point to end in a product, or to complete a project smaller in scope that might be shared with the academic community.
The proposal should 1. Clearly state the purpose of your project. 2. Outline the scholarship objectives and methodology (for a scholarly project) or outline goals, methods, and issues to be explored (for an artistic project). 3. Indicate how the project represents a contribution to the field of study and/or to the enhancement of teaching. 4. Indicate how the fruits of your artistic endeavor or scholarship will be shared with a larger community. This community may involve an audience of faculty colleagues from Brescia or the larger academic community outside Brescia. 5. An endorsement from the appropriate division/school chairperson or program director.
Funding of up to $1500 may be provided based on complexity of the project and the submitted budget.
Awards will be based primarily on benefit to Brescia University. Please use the application form when submitting the request.
II. Hart Faculty Time-Outs
A faculty time-out is released time from one course or its equivalent in order to develop a new program or new courses, to engage in study for improvement of instruction, or, on rare occasions, to prepare a manuscript for publication or a work for exhibit.
Special Eligibility Criteria This grant is available for full-time faculty members who meet the general eligibility criteria and for whom a part-time replacement may be hired. A faculty member who has not previously had a time-out will have preference over one who previously had a time-out.
The proposal should 1. Clearly state the purpose and expected outcome of the time-out. 2. Outline the activities in which the faculty member will engage in order to achieve the purpose/outcome. 3. Contain a timetable for the semester’s activities. 4. Indicate how the time-out will benefit Brescia University. 5. Indicate a plan for hiring a part-time faculty member or otherwise meet obligations uncovered as a result of released time. 6. Contain an endorsement from the division/school chairperson.
Funding will provide for part-time replacement and up to $250 for specific items related to the project.
Awards will be based primarily on the benefit to Brescia University. Please use the appropriate form when submitting the request.
III. Hart Summer or January Institutes
A group of three or more faculty members may request funding for an on- or off-campus common experience/institute for a minimum of one week up to a maximum of three weeks. The purpose of the institute should be the improvement of student learning, including teaching methodology, assessment, advising, and interdisciplinary teaching.
The proposal should include
1. Purpose of the project; 2. Expected outcome of the project; 3. Faculty members who will participate with one named as Institute Director; 4. A statement indicating how the project will benefit Brescia University; 5. Proposed budget and timetable; 6. Endorsement from appropriate chairperson(s).
Funding for expenses up to $3,000 will be provided. Money may be used for a facilitator, for an enrollment fee, for travel expenses or, if appropriate, for the payment of faculty in attendance.
Awards will be based primarily on the benefit to Brescia University. Please use the application form when submitting the request.
IV. Hart Travel Stipend
A faculty member may request travel money to avail him/herself of special resource material, to experience a different cultural setting or to engage in other learning experiences which enhance the quality of teaching and student learning and are place specific. “Place” in this context includes places that have unique resources. An area or division/school may request travel funds to bring a visiting artist or scholar on campus.
The proposal must include 1. Purpose of the travel; 2. Clear statement of why the travel is necessary (or highly desirable) to achieve the purpose; 3. Rationale for how the travel will enhance the quality of teaching and student learning at Brescia University; 4. A timetable and a budget; 5. An endorsement from the appropriate division/school chairperson.
Funding of up to $700 may be requested for actual travel, and for room and board.
Awards will be based primarily on benefit to Brescia University. Please use the application form when submitting the request.
V. Hart Conference Stipend
A faculty member may attend a regional or national conference in their field of study.
Funding of up to $1,000 may be requested for actual travel, registration fees, and room and board.
Awards will be based primarily on the benefit to Brescia University. Please use the application form when submitting the request.
Revised 09/04
APPENDIX I
NEW COURSE PROPOSAL GUIDE
Please follow this guide in preparing a new course proposal. If the proposal is for a General Education Requirement, complete all sections of the guide including section X. The guide will also serve as a check-sheet for Curriculum Committee members.
All course proposals should be submitted to the Dean’s Office for the Curriculum Committee agenda at least three weeks prior to fall/spring pre-registration to allow time for committee review and approval.
_____ I. Course Number, Title, Credit hours, Prerequisites and Description (as they will appear in the Catalog)
_____II. Proposed Instructor(s), Planned Pattern of Offering, Enrollment Projection, and Basis for Enrollment Projection
_____III. Special needs (staff, space, equipment, library resources)
_____ IV. Course syllabus (see APPENDIX F of Faculty Handbook)
_____ V. Relation of course to other work within the discipline
NOTE a) If this course replaces an old course, please explain the rationale of the proposal (its position in the context of other department offerings, the circumstances that brought the proposal, specific reasons for prerequisites, etc.). Generally speaking, the courses offered in an academic area should not exceed the requirements for the major by 20%. If a given program is at this limit, addition of a new course usually implies elimination of another course.
b) If this course is an addition to current department offerings, please add the rationale for the new course offering. Explain the intellectual necessity, centrality to the mission, or other cogent reasons for the increased offerings. If appropriate, please add how academic and budgetary issues will be handled.
_____ VI. If the course is a non-standard course (e.g. team-taught, distance education), explain in detail the faculty member’s responsibility and what additional resources are needed to offer the course.
_____ VII. Demonstrate the need for a course as illustrated by any or all of the following a. student survey b. pilot testing c. course availability at nearby colleges d. consultant comments e. other
_____ VIII. Relation of course to work in other areas at Brescia
_____ IX. Relation to General Education Requirements (GER)
If not proposed as a GER, submit the above course proposal to the Academic Dean with the names and dated signatures of proposer and division chairperson…
_____ X. If proposed as a General Education Requirement (GER), please complete the following
A. Rationale for the GER request. Provide in detail why the GER designation is important for this course.
B. Provide justification for the GER in relation to each of the following Bresica Educational Outcomes
_____ Skills (thinking, research, communication, and creativity) _____ Values (global, human, and personal welfare) _____ Knowledge (religion/philosophy, culture/communication, science/human behavior)
NOTE The General Education Requirements broadly address all of the educational outcomes; and the upper-level General Education Requirements should advance particular Educational Outcomes to a greater depth.
A course approved for GER will promote each of the four skills and three values outcomes and it will address all those outcomes unless there exists good reason not to do so. A GER course also will focus on the appropriate knowledge outcome but should address as many elements of the other two knowledge categories as possible. See Brescia Catalog pp 31-32 for more detail.
SKILLS
A. _____Thinking: Students should be able to apply logic to everyday life; to reason from hypothesis to conclusion, to interpret date, to identify core issues, to evaluate judgments.
B. _____ Research: Students should be able to find, observe, and investigate information; to utilize appropriate technology in processing and analyzing information; to synthesize information from disparate sources and disciplines.
C. _____ Communication: Students should be able to produce organized, purposeful writing in an appropriate style; to speak articulately; to listen effectively; to read with discernment; to constructively interact with others.
D. _____ Creativity: Students should be able to recognize and analyze aesthetic impact, to perceive the world from different perspectives; to apply innovative approaches to solving problems; to explore avenues of creativity for their own enrichment and the good of others.
VALUES
A. _____ Global Welfare: Students should value creation and recognize its wonder; understand the environment and our impact upon it; serve as stewards of the earth.
B. _____ Human Welfare: Students should promote justice; cultivate leadership for the service of others; respect individual differences; build community; appreciate diversity of culture.
C. _____ Personal Welfare: Students should care for their health; continue intellectual development; seek spiritual growth.
KNOWLEDGE
A. _____ Religion and Philosophy: Students will acquire knowledge derived from the ideal and the abstract; that is, they will know religious and spiritual traditions, will appreciate the dialogue between reason and faith; will apprehend the nature of reality and truth.
B. _____ Culture and Communication: Students will acquire knowledge arising from society and reactions to society; that is, they will know the major people, events and forces which shape human lives; will be aware of the heritage of human expression; will comprehend differing traditions of various peoples.
C. _____ Science and Human Behavior: Students will acquire knowledge based on observation, investigation, and analysis; that is, they will understand theories of human development and interaction; patterns of mathematical reason; principles governing the behavior of the natural world; advances in technology.
_____XI. Identify the means of assessment used to measure student mastery of these outcomes in accord with the proposed course level (i.e. lower/upper level GER).
_____ XII. Names and dated signatures of proposer and division chairperson.
_____XIII. Substantive Change Consideration
Upon receipt of the signed proposal for transmission to the Curriculum and Standards Committee, the VPAA/ Academic Dean will review the proposal and the documentation, determine and indicate the anticipated notification procedures for the Southern Association of Colleges and Schools – Commission on Colleges, and sign the document.
____ Notification only (prior to implementation) ____ Prospectus and Substantive Change (6 months prior to implementation) ____ Prospectus and Substantive Change (12 months prior to implementation)
[Curriculum and Standards Committee 02-05-2009]
The Liberal Arts Committee, in conjunction with the Academic Dean, the Curriculum Committee, the Dean of Student Development, and the Student Welfare Committee will insure that all the skills, values, and knowledge outcomes are fully addressed by the various elements of the curriculum and co-curriculum.
APPENDIX J
A PRESCRIPTION FOR APPLYING EDUCATIONAL OUTCOMES TO THE GER, THE REST OF THE CURRICULUM, AND THE CO-CURRICULUM
1. Brescia’s Educational Outcomes (see Catalog, page 33) should be perceived not as artificial add-ons to a course but as opportunities to enrich the course content and presentation. Every course should do what it can to advance the Outcomes. The General Education Requirements broadly address all of the Educational Outcomes; Non-General Education Requirements and upper-level General Education Requirements advance particular Educational Outcomes to a greater depth.
2. A course approved for GER will promote each of the four skills and three values outcomes, and it will address all elements of those outcomes unless there exists good reason not to do so.* A GER course also will focus on the appropriate knowledge outcome but should address as many elements of the other two knowledge categories as possible.
3. A Non-GER course will be attuned to the Educational Outcomes and will address elements of the Educational Outcomes at every possible opportunity and at a depth appropriate to the level of the course.
4. The co-curriculum will offer students opportunities to apply knowledge, skills and values in ways that facilitate further attainment of the Outcomes.
5. The Liberal Arts Committee, in conjunction with the VPAA/Academic Dean, the Curriculum Committee, the Dean of Student Development, and the Student Welfare Committee will insure that all the skills, values, and knowledge outcomes are fully addressed by the various elements of the curriculum and co-curriculum.
* For example, a GER course reasonably can be expected to incorporate all elements of “Communication Skill” writing, reading, speaking, listening, and interaction with others.
7/98
APPENDIX K
Brescia University Space Rental Policies – Internal Use Only Revised 03-29-2010 [Cabinet]
General
Space may not be reserved without completion of the application, required payment AND APPROVAL BY BRESCIA OFFICIAL. You MUST communicate this to potential renters. Purpose of rental must be detailed on the application. Brescia reserves the right to reject any application at its sole discretion for any reason that may include, but is not limited to, events considered to be in conflict with the Catholic mission and intent of the University. All applications must be formally approved by a Brescia official. Applications to reserve the requested space/date/time will not be considered for approval until a completed/signed application is received along with payment for deposit and ½ of rental charges. Space/date/time will be reserved if application is approved by Brescia official. Applications will be considered for approval in order of receipt. Incomplete applications will be returned without consideration for approval. Official notification of acceptance/rejection of application will be to mailing address and/or e-mail address of Primary Contact as stated on the Application. If the event is catered, caterer must be selected from Brescia’s Approved Caterers List. For purposes of this agreement, catering refers to any and all services that an individual or business performs on Brescia property related to food/drink for which they are compensated, unless specifically excluded. These services include, but are not limited to: preparation, heating/cooling, serving, or any service that involves the individual or business being present on Brescia property during the event as part of the agreement with the renter. It specifically excludes an agreement by an individual or business to ONLY deliver food/drink to the event on Brescia property and leave.
See application for complete list of Terms & Conditions.
Space Rental Charges
½ of the space rental charge plus full amount of the security deposit is due at time of reservation with the balance due two days before use of facility. If the renter cancels the reservation, there are no refunds. All amounts are refunded if the application is not approved. After the completion of the rental, the security deposit is refundable if the renter has paid all charges and has not violated any of the Terms & Conditions of the Space Rental Application. Space rental charges include minimal clean-up. Duration of space rental begins when renter first accesses space. If nothing is scheduled for the day before the event, they can access space in afternoon for setup/decoration only, for an additional $50. If nothing is scheduled for the day after the event, they can access space in morning for cleanup only, for an additional $50. Unauthorized access before or after reserved/paid times/dates will result in loss of deposit and possible loss of reservation and rent paid and/or possible additional rental charges. Alumni renting space for personal use will receive a 15% discount off of the regular rate. Not-for-profit entities will receive a 15% discount off of the regular rate. Faculty, staff & students, renting space for personal use, will receive a 25% discount off of the regular rate. Faculty, staff, students or alumni, renting space for an organization to which they belong, will be charged regular rates. Members of the Mount Saint Joseph Ursulines, renting space for a not-for-profit organization as that organization’s board member, will not be charged for the rental
APPENDIX L
APPLICATION FOR TENURE STATUS REVIEW Initial Application
(To be submitted to the VPAA/Academic Dean)
NAME______DATE______
DIVISION/SCHOOL ______
DATE OF FIRST APPOINTMENT AT BRESCIA UNIVERSITY ______
ACADEMIC RANK PRESENTLY HELD ______
______DATE ______Signature of Faculty Member
First Year Second Year VPAA/Academic Dean VPAA/Academic Dean
Classroom visitation date______Classroom visitation date ______
Interview date______Interview date______
Letter submitted______Letter submitted______
Signature ______Signature______
First Year Second Year Division/School Chair Division/School Chair
Classroom visitation date______Classroom visitation date______
Interview date______Interview date______
Letter submitted______Letter submitted______
Signature______Signature______
cc: Division/School Chair
Prepared by the Faculty Welfare Committee – Fall 1996
APPENDIX M
APPLICATION FOR TENURE STATUS REVIEW Third Year Review
(To be submitted to the Chair of the Rank & Tenure Committee)
NAME______DATE______
DIVISION/SCHOOL______
DATE OF FIRST APPOINTMENT AT BRESCIA UNIVERSITY ______
ACADEMIC RANK PRESENTLY HELD ______
I wish to apply for a tenure status review by the Rank & Tenure Committee.
______Signature of Faculty Member Date
Date of submission of application: January 15 Date of submission of portfolio: February 15
cc: VPAA/Academic Dean cc: Division/School Chair
Prepared by the Faculty Welfare Committee – Fall 1996
APPENDIX N BRESCIA UNIVERSITY
GRANT APPLICATION APPROVAL PROCESS
Date ______
Project Title ______
Prepared by ______Department ______
Source of Funding ______
Funding Request $______Application deadline ______
Project/Program description, including goals
General Project/Program objectives — measurable outcomes of the project or program 1)
2)
3)
Benefit to Brescia University (Include relationship of proposal to departmental priorities as well as to the institutional priorities.)
Will grant funds relieve or enhance any expenses in the annual operating budget? Yes No
If yes, approximately how much? In what fiscal year(s)? ______
Will institutional funds be needed to support the grant? Yes No
Matching From departmental budget ______
From in-kind gift ______
During the grant period, will any of the following be required? (Explain the indicated items in the space provided.) 1) Additional personnel, either full-time or part-time Yes ______No _____ 2) Additional space Yes _____ No _____ 3) Additional library materials Yes _____ No _____ 4) Additional equipment Yes _____ No _____ 5) Faculty overload or release time Yes _____ No _____
Will any of the items identified in the preceding question be covered by grant funds? _____ If yes, please identify.
Will the grant generate any new courses? Yes _____ No _____
Does the project/program anticipate external funding after the grant period? Yes _____ No _____
Will the project/program require ongoing expenses following the grant period (e.g., equipment maintenance, additional personnel, space, equipment, library materials)? Yes _____ No _____
If yes, will funding be expected through the annual operating budget? Yes _____ No _____
For how many years? ______
Process for Submission
1. Copy this form from the Faculty Handbook appendix or obtain a form from the Academic Dean’s Office. 2. Discuss your proposal with your immediate supervisor. 3. Meet with the cabinet-member in your area to identify needs and promote support. 4. Complete the Grant Application Approval Form. 5. Obtain the signature of your immediate supervisor. 6. Attach a draft proposed budget. All grants which do not provide 100% funding directly to the institution must include a 15% line item for indirect costs. 7. Present the Grant Application Approval Form and proposed draft budget to the appropriate cabinet member. 8. The cabinet member then sends a copy of the Grant Application Approval Form and proposed draft budget to the Vice President for Institutional Advancement for signature. 9. The VP/Institutional Advancement gives a copy of the signed approval form to the University Grants Coordinator.
______Faculty/Staff Signature Date Cabinet Member Signature Date
______Chair/Supervisor Signature Date VP/Institutional Advancement Signature Date
APPENDIX O Format for Committee Minutes
Committee Name Date of Meeting
Call to Order:
Members Present:
Members Absent:
Approval of Minutes (Include Date):
Announcements:
Old Business:
New Business:
Proposed Policy: (In draft form, which will not receive final approval from the committee until at least the next meeting.)
Final policy decisions: (In bold print with these statements following)
If the President wants this item deliberated in the Faculty Assembly, s/he should check here ______and notify the Executive Committee by returning a copy of this section of the minutes to the Chair of the Faculty Assembly.
If a faculty member wants this item deliberated in the Faculty Assembly, s/he should check here ______attach signatures of five faculty members, and notify the Executive Committee by returning a copy of this section of the minutes to the Chair of the Faculty Assembly.
Adjournment:
Date of Next Meeting:
Submitted By:
[FWC 04-21-2005, amended and approved FA 05-03-2005]
NOTE: This form contains information relating to employee health and must be used in a manner that protects the
confidentially of employees to the APPENDIX P extent possible while the information is BRESCIA UNIVERSITY being used for occupational safety and health purposes. ACCIDENT REPORT
Recordable accident cases include those injuries and illnesses which involve, but are not limited to: loss of consciousness; restriction of work activities or motion; transfer to another position; or medical treatment other than first aid.
EMPLOYEE NAME: ______JOB TITLE: ______
ADDRESS: ______
CITY, STATE, ZIP: ______PHONE: (____) ______
DATE OF BIRTH: _____/_____/____ DATE OF HIRE: _____/______/_____
SOC. SEC. NO.: ______SEX: ______MARITAL STATUS: ______
DATE OF ACCIDENT: ______TIME: ______LOCATION: ______
WITNESS(ES) NAME(S):______
DETAILS OF ACCIDENT: (Describe in detail events and conditions that may have contributed to the accident.) ______
______
NATURE OF INJURY (Include part of body injured.): ______
______
______
DESCRIBE MEDICAL TREATMENT GIVEN (If know): ______
______
NAME AND ADDRESS OF MEDICAL FACILITY:
______
______
EMPLOYEE SIGNATURE: ______DATE: ______
SUPERVISOR SIGNATURE: ______DATE: ______
PLEASE COMPLETE AND RETURN THIS FORM TO THE HUMAN RESOURCES OFFICE
APPENDIX Q
Institutional Review Board Submission Form
Primary Researcher name and contact information:
Faculty Sponsor or secondary researcher name and contact information:
Researcher Status: Circle One Faculty Staff Undergraduate Student Graduate Student
Date Submitted:
Project Title:
Proposed Start date of Research Project:
Project Description: (You may describe on another sheet of paper and attach to this form)
Materials to be used in Research Project:
Participants: Who are they?
How will you recruit them?
Are the participants particularly vulnerable (e.g, children, mentally ill, etc)?
Is there the potential for harm to the participants? If so, explain.
Will your participants receive compensation and, if so, what is the compensation?
If compensation is provided, will participants be penalized in any way should they not complete the project?
Can the participants freely volunteer to participate? (e.g., prisoners)
Will participants sign a consent form? If so, please attach a copy of the consent form to this form.
Who will sign the consent form if the participant is a minor or incapable of signing?
How will you inform the participants well enough that they can be said to provide informed consent?
How will you provide information about the participants’ rights to the participants?
How do you plan to maintain confidentiality?
How will you keep others from knowing who participated in your study?
How will you debrief your participants?
Will you give them copies of the study when it is completed?
What will you do if participants need additional information or counseling after the study is completed?
If deception is involved in your study, you must indicate this and give a rationale for its use. (Attach additional paper if needed)
Signature of Researcher ______Date ______
If the researcher is a student, his/her faculty supervisor must also sign this form.
I certify that this project is under my direct supervision and that I am responsible for insuring that all provisions of approval are met by the researcher.
Signature of Supervisor ______Date ______
I ______agree to comply with all of the research protocols and procedures articulated by the University Review Board. If I fail to abide by these procedures I recognize that I am solely responsible for the consequences and will hold the university blameless for my failure to comply with established protocol.
Appendix R Brescia University Intellectual Property Rights Policy
Introduction
Within its mission, Brescia University supports the learning, teaching, scholarship, service, and creative activities of its faculty, students, and staff. This Intellectual Property Rights Policy is intended to:
encourage excellence and innovation in teaching, scholarship, and creative activities by identifying and protecting the intellectual property rights of faculty, staff, students, and the University; encourage the notion that creative and scholarly works produced at Brescia University advance the state of knowledge and contribute to the public good; acknowledge and preserve the traditional property rights of scholars with respect to products of their intellectual endeavors (e.g., books, articles, manuscripts, musical scores, and works of art); and guide policy and process for commercial uses of intellectual property other than the traditional products of scholarly work.
This Policy covers all types of intellectual property, including, in particular, works protected by copyright, patent and trade secret laws. Although the following list is not exhaustive, it provides examples of the kinds of work the Policy addresses: inventions, discoveries, trade secrets, trade and service marks, writings, art works, musical compositions and performances, software, and literary works.
Policy
Ownership: The University owns the rights to all works, inventions, developments and discoveries (herein referred to as “work” or “works”) created by employees within the scope of their employment (including students working in University-sponsored work study assignments) or whose creation involves the substantial use of University equipment, services, or resources. This includes any patentable invention, computer-related software, databases, web-based learning, and related materials, but will not be applied to such traditional scholarly works as books, articles, manuscripts, musical scores, and works of art (from here on, “scholarly works”). The “work-for-hire” rule in the Copyright Act gives the University ownership of the copyright to copyrightable works produced by any employee within the scope of their employment. (See “I.” below for “ownership of intellectual property” and “II.” For “scope of employment.”) However, in the case of scholarly works, the University cedes copyright ownership to the author/creator(s). It is not the intent of this Policy to change the relationship between author/creator and the University that has existed in relation to copyright ownership of scholarly works.
Substantial Use: The use of University equipment, services or resources is “substantial” when it entails a kind or level of use not ordinarily available to all, or virtually all, faculty, staff, and/or students. (See “III.” Below for “substantial use.”) Where questions arise as to whether a particular work involves “substantial use” or falls within the “scope of employment,” the matter shall be referred to an ad-hoc committee comprised of two members of the Executive Committee selected by the author/creator, the Vice-President for Academic Affairs or designee, and the Vice-President of Business and Finance or designee.
Third Party Awards: When employee-created intellectual property results from third-party grants, contracts, or awards made to the University, the intellectual property is owned by the University unless written agreement involving the University, the employee, and the sponsor establishes an alternative ownership
arrangement. No such alternative ownership agreement shall be entered into without the review and approval of the Vice-President for Business and Finance.
Compilation: A compilation is a work formed by the collection and assembly of University-owned and individual-owned intellectual property in such a way that the resulting work as a whole constitutes an original work. If a work is a compilation, each contributor shall retain all ownership interests in his/her intellectual property; but by allowing the work to become part of the compilation, he/she thereby grants a non-exclusive, royalty-free license to the University for use of his/her contribution. While the University shall own rights to the compilation, it shall own no rights to the underlying work beyond said license and will share any net proceeds from the compilation as described below.
Commercial Development: If an employee creates intellectual property other than a scholarly work and which may lead to commercial development, then he/she is expected to immediately notify his/her division/school chair or department head and relevant Cabinet officer in order to provide them with sufficient information to permit the University to evaluate the work, both its ownership and its commercial potential, and, if appropriate, to take steps to protect the University’s intellectual property rights. If ownership rests with the University, but the University elects not to exercise its ownership rights, then ownership rights and responsibilities related to patenting, copyrighting and licensing shall revert to the author(s). In such a case, the University retains a nonexclusive, royalty-free right to use the work for non-commercial purposes.
Ceding Ownership: In the case of employee-owned intellectual property, the author/creator may petition the University to accept assignment of ownership rights and the attendant control of and responsibility for development. The University, however, is under no obligation to accept this assignment and would do so only when independent evaluation indicates that accepting the assignment would further the mission and work of the University.
Revenue Sharing
The University wishes to encourage excellence and innovation in teaching, scholarship and creative activities and to support the notion that works produced at Brescia University should be used in service of the common good. In this context, the University endorses the legitimate expectation of employee authors/creators to share in any net revenues produced by licensing or other development of intellectual property. Accordingly, for any work in which the University asserts ownership interest under this Policy, the University and the author/creator(s) will share any annual net revenue (revenues less recovery of all legal and other costs involved in protecting the intellectual property rights of the work, licensing costs, and other directly related administrative costs) in the following percentages, unless different contractual agreements have been reached in relation to particular works:
Net Revenue Author/Creator(s) Brescia University < $5,000 100% 0% $5,000-$25,000 75% 25% $25,000-$100,000 60% 40% > $100,000 50% 50%
If a work involves more than one employee as author/creator, the author/creators will divide their share equally unless they provide the University with an alternative revenue distribution agreed upon by them. Use of net revenues received by the University under this Policy shall be restricted to the support of scholarly, research, or creative activity on the part of faculty, staff, and/or students.
Review
Recognizing that this area is complex and rapidly evolving, Brescia University remains open to the possibility of arriving at special agreements as the need may arise in relation to particular projects. This policy shall be reviewed at least every three years by the Faculty Welfare Committee and revised as necessary.
I. Who has ownership of intellectual property?
When does the University own employee- or student-created intellectual property? Any one of these circumstances will result in University ownership: 1. If intellectual property is created (including student employees working within the scope of the labor program) within the scope of employment (including the Student Labor Program); or 2. If intellectual property is created on University time with substantial use of University equipment, services or resources; or 3. If intellectual property is commissioned by the University pursuant to a signed contract; if it fits within one of specific categories of works considered works for hire under copyright law. 4. If intellectual property results from research supported by Federal funds or third party sponsorship and no written agreement involving the University, the researcher and the sponsor have established an alternative ownership arrangement.
When does an individual own intellectual property? 1. If it is unrelated to the employee’s or student’s job responsibilities and the employee has not made substantial use of University equipment, services or resources; or 2. If it is a work that has been released to the author/creator in accordance with this Policy; or 3. If the intellectual property is embodied in such traditional scholarly works as books, articles, manuscripts, plays, writings, musical scores, and works of art even though such a work may be within the scope of employment and even if significant University resources were used UNLESS the work is: created by someone who was specifically hired or required to create it or commissioned by the University In either of these cases, the University, not the creator, will own the intellectual property.
II. What is meant by “within the scope of employment”?
Works related to an individual’s job responsibilities, even if he or she is not specifically requested to create them, will belong to the University as works-for-hire. A copyright work is related to job responsibilities if it is the kind of work the person is employed to do and the person does it, at least in part, for use at work, or for use by fellow employees, the University or the University’s clients. The work should be performed substantially at work using work facilities, but the employee’s use of personal time or other facilities to create the work will not change its basic nature if it is related to the employee’s job as described above. Works that have nothing to do with job duties will remain the property of the employee, so long as he or she makes no more than incidental use of University facilities.
For example, if the employee’s job is “Safety Engineer,” a software program that he/she creates on his/her own initiative to run on each employee’s computer to show a graphic of their nearest fire exits is related to job duties and will belong to the University, even if no one specifically asked the employee to create it and he/she did some of the programming at home on his/her own computer. A program that an employee creates that does
not relate to his/her job, that neither he/she nor others use at work, and that he/she creates on his/her own time would belong to that employee.
III. What is meant by “substantial use”?
The Intellectual Property Rights Policy uses the phrase “substantial use of University equipment, services, or resources” in determining when the University claims ownership of intellectual property, not including work identified in the Policy as traditional “scholarly works.” The purpose of this appendix is to amplify the intended meaning of “substantial use.”
For the purpose of this Policy, “substantial use” is the use of resources other than those “ordinarily available” to most or all faculty, staff and/or students. At this date, such ordinarily available resources include office space and personal office equipment, office computer, library and other general use information resources, and means of network access to such resources. By contrast, utilization of University laboratories or special instrumentation, dedicated assistance by University employees, special financial assistance, or extensive use of shared facilities would constitute substantial use.
The understanding of “substantial use” may be revised from time to time by the Vice-President for Academic Affairs to reflect changes in technological paradigms.
Modeled on Berea College Intellectual Property Rights Policy Vetted by Brescia University Attorney, E.H., spring 2008 Submitted to Faculty Welfare Committee for comment, fall 2008 Approved by Executive Committee of the Brescia University Board of Trustees, 12-29-08
APPENDIX S Brescia University Online Learning Policy
Online Learning Mission Statement
The quality liberal arts program at Brescia University extends its mission of preparing students for successful careers and service to others by providing a challenging, accessible, and responsive learning environment online. Uniquely designed for students struggling to overcome barriers of time and distance, the program is particularly suited for those students with a capacity for independent learning, a commitment to scholarly work, and an interest in integrating their life experience with their academic work. In this way, the program serves the Ursuline mission of shaping the “whole person” by inspiring them to engage in life-long learning. For the purposes of these policies, “online learning” is defined as:
Learning or training conducted via a computer network, using a common course management system determined by the University, e.g., The Learning House, Blackboard. Courses taught primarily in a face-to-face setting and incorporating occasional uses of blogs, threaded discussions, or electronic delivery are not considered “online learning.”
Policies for Online Learning
Consistency of Expectations
A. All online courses will adhere to the guidelines in section 3.1, Curriculum, of the Faculty Handbook and the academic policies in the most recent university catalog. B. As with all University offerings, online learning programs and courses shall adhere to all accreditation requirements. C. Faculty teaching online courses will hold the same rights, privileges, and responsibilities as when teaching courses for Brescia University in other formats. For a complete description of the rights, privileges, and responsibilities, refer to the Faculty Handbook. D. Students enrolled in online courses will hold the same rights, privileges, and responsibilities as students enrolled in classes in which course work is delivered on campus. For a complete description of the rights, privileges and responsibilities, refer to the Student Handbook (URL will be provided when web redesign is completed). E. Adjunct (Part-time) faculty may be hired to teach online courses following the procedures outlined in Section 2.5.1.3 of the Faculty Handbook. F. Syllabi for online courses must be comparable to those for on-ground courses, incorporating equivalent course outcomes and a variety of instructional techniques.
Course Development Criteria and Maintenance of Standards
G. The Learning House is the Learning Management System used at Brescia University. Individual courses may be proposed for approval using any of the four following methods: 1) Option 1: Adopt and Adapt a Pre-Existing Course (Learning House retains ownership of the course). Faculty works with Learning House to customize the course to the Brescia syllabus. * “Faculty” refers to the person retained by Brescia to teach the specific online course.
2) Option 2: Learning House Builds Course for Client (Learning House retains ownership of the course). Learning House Subject Matter Expert, working with Brescia faculty, writes original content for the course. Faculty works with Learning House to customize the course to the Brescia syllabus. 3) Option 3: Textbook Driven Course (publisher retains ownership of the book; University retains ownership of the course). Brescia faculty selects the textbook, securing rights from the publisher, and Learning House staff assists the faculty, preparing course materials around the textbook. Faculty works with Learning House to customize the course to the Brescia syllabus. NOTE: Intellectual property rights are defined in the Intellectual Property Rights Policy in the Faculty Handbook. 4) Option 4: Client Writes Course (the Brescia faculty who develops the course material will retain ownership of the course material; the University and the faculty member will retain use of the material) [Curriculum and Standards Committee 4/16/09]. Learning House provides Client Writer’s Guide and templates to the Brescia faculty, who writes the course. The Learning House Content Development Specialist and Instructional Media Designers place the course in the Learning Management System. NOTE: Intellectual property rights are defined in the Intellectual Property Rights Policy in the Faculty Handbook. H. Course syllabi must be submitted to Learning House at least 60 days before the initial course meeting. I. Learning House will post courses and give instructors access at least 30 days before the initial course meeting; instructors will review the posting and share any concerns with Learning House. J. All full-time and part-time faculty teaching online courses will complete the training offered by Learning House prior to beginning instruction. K. Student evaluations of the online courses will be placed into each course and conducted each time the course is taught during the start-up phase of the programs. The evaluations will be a combination of satisfaction with the Course Management System, perception of class value, and instructor effectiveness. While the evaluation of the Course Management System will occur for each class, the need to evaluate each class for class value and instructor effectiveness will be re-examined by the program coordinator, Division/School Chair, and Academic Dean within two years following program implementation. L. Opportunities for student-to-student-to-faculty interaction are required in all Brescia online courses. These interactions may be synchronous (as in chat sessions), asynchronous (as in discussion boards), or both asynchronous and synchronous. M. Brescia online courses will meet a minimum of eight (8) weeks; in consultation with the program coordinator, Learning House, and the Vice President for Academic Affairs (Academic Dean), instructors may extend the course by an additional week. N. Any technical problems with the course will be reported to the respective Learning House Client Development Specialist (CDS). If such contact is the source of the difficulty, the instructor should notify the Academic Dean. O. Additional policies may be required for specific program participants and will be outlined within those program descriptions in the catalog.
Recruitment, Enrollment, and Scheduling
P. Recruitment of students for the online courses will be accomplished by the Office of Admissions, BUonline, Learning House, and divisions/schools working together. Q. Enrollment in online courses will be open to the following: 1) All degree-seeking or otherwise matriculating students shall adhere to the Brescia University policies and procedures. 2) Admission requirements for degree-completion and certification programs may exceed the minimal criteria for on-ground students; these criteria will be approved by the admission committee and noted online and in the next printing of the University Catalog.
3) Summer General Education online courses will be open to any current Brescia University student making satisfactory academic progress. 4) Brescia University students not enrolled in the degree-completion or certificate online programs may obtain permission to enroll in those courses from their advisor and course instructor (or program coordinator). 5) Non-degree seeking, non-matriculated, and transient students seeking to enroll in online courses will meet the University policies and criteria applicable to such candidates. R. Students participating in online degree-completion or certificate programs will provide evidence of competency in use of electronic library resources through completion of Brescia University IDC 100 – Information Resources (1 semester hour), similar coursework, or through demonstrated competencies. S. Students may not audit online courses. T. Class size should not exceed 15 students; the instructor may grant permission for additional students to enroll up to a total of 20 students. Permission for the class size to exceed 20 students should be given in consultation with the instructor, the Division/School Chair and the Academic Dean. Other institutional policies governing class size apply. U. Students will pay the established on-line fee. V. Registration will close at the end of the week prior to the commencement of the class. In extenuating circumstances, the instructor, in consultation with the Academic Dean, can accept later registrants. W. The determination to cancel an online class rests with the Academic Dean with input from the instructor, program coordinator, and division/school chair. Every effort will be made to keep the class open long enough to determine true enrollment numbers. X. Students may drop an online course before the first scheduled chat session; the course will not appear on the student’s transcript. Y. Students in an eight-week course may withdraw with a “W” appearing on the transcript after the first chat session and before the beginning of the chat for the fourth week. Students in full semester online courses follow the same withdrawal dates as for on-campus courses. The withdrawal must be processed through the instructor, the Registrar’s Office, Financial Aid, and the BUonline Office. The process may be accomplished electronically.
[Curriculum and Standards Committee, 11/20/2008]
APPENDIX T NEW PROGRAM PROPOSAL GUIDE
Submit completed proposal to the Academic Dean for the Curriculum Committee.
I. Program Goals and Plan for Assessment (This is a critical item.)
II. Program Title and Description List all courses to be taught over the next three years. State the specific role of the program in the college and how it would contribute to the college mission and goals.
III. Staffing State number of faculty and required qualifications indicating whether or not current faculty will staff the program. Describe the impact of this program on current faculty workloads.
IV. Enrollment Describe the program’s intended population. State enrollment projection and the basis for the projection.
V. Special Needs List and indicate the costs associated with program needs for staff, space, equipment, library resources, etc.
VI. Program Quality Present data from your research on the structure of comparable programs at similar institutions.
VII. Program Justification This may include student surveys, analysis of potential student needs, job market study or needs analysis, personnel projections, analysis of Brescia’s image, analysis of campus climate, review of other “competitive” programs in the region, analysis of program costs, projection of start-up costs, cost/benefit analysis, analysis of potential donor or grant support, analysis of impact on the college system, and accreditation, certification, or other external agency dictates.
VIII. Uniqueness of Program
IX. Name and Dated Signature of Proposer and Division Chairperson
X. Substantive Change Consideration Upon receipt of the signed proposal for transmission to the Curriculum and Standards Committee, the Vice President of Academic Affairs/Academic Dean will review the proposal and the documentation, determine and indicate the anticipated notification procedures for the Southern Association of Colleges and Schools – Commission on Colleges, and sign the document.
____ Notification only (prior to implementation) ____ Prospectus and Substantive Change (6 months prior to implementation) ____ Prospectus and Substantive Change (12 months prior to implementation)
[Curriculum and Standards Committee 02-05-2009]
APPENDIX U Conflict of Interest Policy
All trustees, officers, agents, and employees of Brescia University shall disclose all real or apparent conflict of interest that they discover or that have been brought to their attention in connection with this University’s activities.
A “conflict of interest” occurs where a person is responsible for promoting the interest of the University at the same time he or she is involved in a competing personal interest (financial, business or personal).
“Disclosure” shall mean providing properly, to the appropriate person, a written description of the facts comprising the real or apparent conflict of interest. An annual disclosure statement shall be circulated to trustees, officers, and certain identified agents and employees to assist them in considering such disclosures, but disclosure is appropriate and required whenever conflicts of interest may occur. The written notices of disclosures shall be filed with the President or such other person designated by the President to receive such notifications. At the meeting of the Board of Trustees, all disclosures of real or apparent conflict of interest shall be noted for the record in the minutes.
An individual trustee, officer, agent, or employee who believes that he or she or an immediate member of his or her immediate family might have a real or apparent conflict of interest, in addition to filing a notice of disclosure, must abstain from: (1) participating in discussions or deliberations with respect to the subject of the conflict (other than to present factual information or to answer questions), (2) using his or her personal influence to affect deliberations, (3) making motions, (4) voting, (5) executing agreements, or (6) taking similar actions on behalf of the University where the conflict of interest might pertain by law, agreement, or otherwise.
At the discretion of the Board of Trustees or a committee thereof, a person with a real or apparent conflict of interest may be excused from all or any portion of discussion or deliberations with respect to the subject of the conflict.
A member of the Board of Trustees or a committee thereof, who, having disclosed a conflict of interest, nevertheless shall be counted in determining the existence of a quorum at any meeting in which the subject of the conflict is discussed. The minutes of the meeting shall reflect the individual’s disclosure, the vote thereon, and the individual’s abstention from participation and voting.
The President shall ensure that all trustees, officers, agents, employees, and independent contractors of the organization are made aware of the organization’s policy with respect to conflicts of interest. [Board of Trustees, June 2009]
BRESCIA UNIVERSITY, INC.
ANNUAL DISCLOSURE INFORMATION
1. Name: ______
2. Nature of business with Brescia University, Inc., which has any pecuniary interest in any contract for goods or services anticipated during the upcoming fiscal year (June 1, 2008 to May 31, 2009);
a. Please check one: _____ Direct _____ Indirect _____None
b. Brief description:
3. Estimated amount of money involved: $ ______
4. Signature: ______Date: ______
[In accordance with Article X, Section 2 of the Bylaws of Brescia University, Inc.]
APPENDIX V
Wrongful Conduct Reporting
The general purpose of this policy is to protect any individual who makes a good faith disclosure of suspected wrongful conduct.
Instances of known or suspected wrongful conduct should be reported to the office responsible for the policy area. If the complainant believes the responsible office may be involved in the wrongful conduct, the report should be to the next highest level in the supervisory chain.
“Wrongful Conduct” is defined in this policy to be:
a violation of applicable state and/or federal laws and regulations a serious violation of University policy the use of University property, resources, or authority for personal gain or other non University- related purpose except as provided under University policy
“Good Faith Report” is defined in this policy to be an allegation of Wrongful Conduct made by an individual who believes that Wrongful Conduct may have occurred. However, an allegation is not in Good Faith if it is made with reckless disregard for or willful ignorance of facts that would disprove the allegation.
At all times, the privacy and reputation of individuals involved will be respected. There will be no punishment or other retaliation for the reporting of conduct under this policy. If the person providing the information requests anonymity, this request will be respected to the extent that doing so does not impede any investigation.
[Board of Trustees, June 2009]
APPENDIX W
Policies and Procedures for Electronic Message Center (EMC)
Policy:
1. The Public Relations/Marketing Department will manage the electronic message center. 2. Submissions must be submitted on the EMC Request Form at least two (2) weeks prior to the date of the event or the event registration deadline, if applicable. The Request Form may be submitted by mail, in person, by fax or email. A submission does not guarantee placement on the board. 3. Marketing will have the authority to prioritize the message, its placement with regards to time and frequency, to edit contents, and to determine appropriateness. 4. Only one message per event will be displayed. 5. The purpose of this message center is to convey activities, events, and accomplishments of interest to the greater community. Messages are to have University/community impact. 6. The Public Relations/Marketing Department must be notified if the event is canceled. 7. The following will serve as guidelines and examples regarding messages to be posted:
Academics New Programs New scholarships with specific focus Significant faculty achievements, recognitions
Activities/Events Any University sponsored activities of special interest to the external community; examples would include: Choir Christmas Concert, speaker series, Alumni Weekend, Blessing of the Pets, etc.
Admissions Registration/program dates Visitation days, open houses, etc. Welcome students, parents, school groups, etc. (two-week deadline might not apply)
Athletics Home games (room permitting and only mentioned day of) Outstanding athletic/academic awards
Emergency Announcements Closing or late starts (two-week deadline would not apply) Other issues
Fundraisers As a general rule, these will not be advertised through this medium. They will be considered on a case by case basis.
General Announcements Welcome: Board of Trustees, President’s Advisory Council, Prospective Student, special visitors, outside entities using the University whose presence would be of interest to the greater community Keynote speakers Special messages such as Catholic Schools Week, Greening Western Kentucky, Founder’s Day Enrollment Accomplishments
Successes/Achievements University recognition, such as U.S. News & World Report Significant accomplishments
8. Message boards are not available to commercial entities. 9. Private events (such as weddings) will not be publicized; neither will events or activities aimed solely at the internal University community. 10. Message must be consistent with the values and mission of Brescia University. 11. The Director may make exceptions to this policy. 12. Appearance of message is subject to constraints or priorities and electronic and mechanical/technical limitations. 13. Typical hours of operation will generally be: Monday – Friday: 4:30 a.m. to midnight; Saturday/Sunday: 6:30 a.m. to midnight.
APPENDIX X Records Retention
Brescia University will follow the Record Retention Schedule to ensure that necessary records and documents are adequately protected and maintained and ensure that records that are no longer needed or are of no value are discarded at the proper time. The Vice President of Business & Finance coordinates the administration of this policy and Cabinet Officers will facilitate the implementation of processes and procedures to ensure that the Record Retention Schedule is followed. The Cabinet Officers are also authorized to: make modifications to the Record Retention Schedule from time to time to ensure that it is in compliance with local, state and federal laws and includes the appropriate document and record categories for the University; monitor local, state and federal laws affecting record retention; annually review the record retention and disposal program; and monitor compliance with this policy. In the event Brescia University is served with any subpoena or request for documents or any employee becomes aware of a governmental investigation or audit or the commencement of any litigation against or concerning the University, such employee shall inform the Vice President of Business & Finance and any further disposal of documents shall be suspended until such time as the Vice President of Business & Finance, with the advice of counsel, determines otherwise. The Administrator shall take such steps as is necessary to promptly inform all staff of any suspension in the further disposal of documents.
Each corresponding department director is responsible for maintaining the records and reporting to the Cabinet Officers with regards to record retention. The Record Retention Schedule applies to both physical and electronic documents. If no physical copy of an electronic document is retained, the means to ‘read’ the electronic document must also be retained.
RECORD RETENTION SCHEDULE
ACCOUNTING AND FINANCE – Business Office Record Type Retention Period Accounts Payable & Accounts Receivable ledgers and 7 years schedules Annual Audit Reports and Financial Statements Permanent Annual Audit Records, including work papers and other 7 years after completion of documents that relate to the audit audit Bank Statements and Canceled Checks 7 years Employee Expense Reports 7 years General Ledgers Permanent 7 years after sale of Investment Records investment
CONTRACTS – Cabinet Record Type Retention Period Contracts and Related Correspondence (including any proposal 7 years after expiration or termination that resulted in the contract and all other supportive
documentation)
CORPORATE RECORDS – President Record Type Retention Period Corporate Records (minute books, signed minutes of the Board and all committees, corporate seals, articles of incorporation, Permanent bylaws, annual corporate reports) Licenses and Permits Permanent
PAYROLL DOCUMENTS – Business Office Record Type Retention Period Payroll Registers (gross and net) 7 years Time Cards/Sheets 3 years
PERSONNEL RECORDS – Human Resources Record Type Retention Period Payroll Deductions Termination + 7 years W-2 and W-4 Forms Termination + 7 years Employee Deduction Authorizations 4 years after termination Garnishments, Assignments, Attachments Termination + 7 years Commissions/Bonuses/Incentives/Awards 7 years 2 years after superseded or filing EEO- I /EEO-2 – Employer Information Reports (whichever is longer) Employee Earnings Records Separation + 7 years Employee Handbooks 1 copy kept permanently Employee Personnel Records (including individual attendance records, application forms, job or status change records, performance evaluations, termination papers, withholding 7 years after separation information, garnishments, test results, training and qualification records) Employment Contracts – Individual 7 years after separation Employment Records – Correspondence with Employment 3 years from date of hiring decision Agencies and Advertisements for Job Openings Employment Records – All Non-Hired Applicants (including all 2-5 years (5 years if file contains any applications and resumes – whether solicited or unsolicited, correspondence which might be results of post-offer, pre-employment physicals, results of construed as an offer) background investigations, if any, related correspondence) Job Descriptions 3 years after superseded Personnel Count Records 3 years 3 years after hiring, or 1 year after Forms I-9 separation if later
PROPERTY RECORDS – Business Office Record Type Retention Period Correspondence, Property Deeds, Assessments, Licenses, Rights of Permanent Way Property Insurance Policies Permanent
TAX RECORDS – Business Office Record Type Retention Period Tax-Exemption Documents Permanent and Related Correspondence IRS Rulings Permanent Excise Tax Records 7 years Payroll Tax Records 7 years Tax Bills, Receipts, Statements 7 years Tax Returns – Income, Franchise, Property Permanent Tax Workpaper Packages – Originals 7 years Sales/Use Tax Records 7 years Annual Information Returns – Federal and State Permanent IRS or other Government Audit Records Permanent
CONTRIBUTION RECORDS – Institutional Advancement Record Type Retention Period Records of Contributions Permanent Documents evidencing terms, conditions or restrictions on gifts Permanent
ADMISSION RECORDS – Admissions Record Type Retention Period Admission Applications – enrolled students 6 years after last semester attended Admission Applications – students not enrolling 1 year International Student Admissions Records 7 years after last semester attended
FINANCIAL AID RECORDS – Financial Aid Record Type Retention Period Award files 6 years Perkins/Brescia Loan documents Permanent
STUDENT DISCIPLINARY RECORDS – Student Development Record Type Retention Period Disciplinary records – action taken 5 years Disciplinary records – student exonerated Destroy upon exoneration
ACADEMIC RECORDS – Academic Dean Record Type Retention Period Grade Appeals 10 years Grade Books 3 years Transcripts Permanent
[Board of Trustees, June 2009]