University Faculty Handbook

UNIVERSITY OF MARY WASHINGTON

APPROVED BY THE BOARD OF VISITORS

June 9, 2023

This Handbook applies to all instructional faculty of the University of Mary Washington. It does

not apply to administrative and professional faculty, who have a separate handbook applying

only to them.

PREFACE TO THE UNIVERSITY OF MARY WASHINGTON

FACULTY HANDBOOK

The current version of the University Faculty Handbook supersedes all previous versions, and its

terms replace those contained in previous versions. The Office of the Provost will maintain the

official version of the Faculty Handbook, which may be amended as necessary according to the

procedures outlined within (§1.11). The Office of the Provost shall notify the faculty of any

changes by appropriate and expeditious means, and the official version of the Faculty Handbook

shall be updated to reflect such changes. Persons with questions about the University Faculty

Handbook should contact the Office of the Provost.

When a Handbook-specified date or deadline falls on a weekend, a holiday, or during a

University recess, the operational date or deadline in all instances will be the first University

business day after that weekend, holiday, or recess.

While this Handbook contains much useful information, other official publications (such as the

Academic Catalog) also contain information about institutional policies and procedures that

faculty members are expected to follow in their various roles. Additionally, other offices will

from time to time distribute information about policies and procedures that apply generally to all

employees.

Finally, each of the colleges of the university has additional policies, procedures, and regulations

that are (or will be) contained in separate documents (some of which appear as appendices in this

Handbook). These apply to the faculty of a particular college, as opposed to material in the

University Faculty Handbook, which applies generally to all instructional faculty. Wherever

possible, the University Faculty Handbook refers either by name or URL to these individual

college documents, policies, and procedures.

Table of Contents

SECTION 1 ............................................................................................................... 1

MISSION, HISTORY, AND GENERAL ORGANIZATION ............................. 1

1.1 Statement of University Mission ........................................................................................... 1

1.2 History and Development of the Institution ........................................................................ 1

1.3 Statement of Community Values .......................................................................................... 2

1.4 Statement of Guiding Principles on Diversity and Inclusion ............................................. 3

1.5 Statement of Rights and Responsibilities ............................................................................. 3

1.6 The Board of Visitors ............................................................................................................ 4

1.7 Administrative Structure ...................................................................................................... 4

1.7.1 President ............................................................................................................................ 4

1.7.2 Provost and Chief Academic Officer ................................................................................ 5

1.7.3 Vice President for Administration and Finance and Chief Financial Officer ................... 5

1.7.4 Vice President for Advancement ...................................................................................... 5

1.7.5 Vice President for Student Affairs and Chief Student Affairs Officer ............................. 5

1.8 Role of College Deans ............................................................................................................ 5

1.9 Role of Department Chairs ................................................................................................... 5

1.9.1 Appointments, Terms, and Compensation ........................................................................ 5

1.9.2 Duties ................................................................................................................................ 6

1.9.3 Reporting and Evaluation ................................................................................................. 6

1.9.4 Continuity and/or Termination of Department Chair Appointments ................................ 6

1.10 Departmental Structure ...................................................................................................... 7

1.10.1 Department Meetings ...................................................................................................... 7

1.10.2 Department Committees ................................................................................................. 7

1.11 Applicability of the Faculty Handbook ............................................................................... 8

1.11.1 Current version ................................................................................................................ 8

1.11.2 Official version ............................................................................................................... 8

1.11.3 The Faculty Handbook and terms of employment ......................................................... 8

1.12 Amending the Faculty Handbook ....................................................................................... 8

1.12.1 Amending sections 1 – 7 of the Faculty Handbook ........................................................ 8

1.12.2 Changes to section 8 of the Faculty Handbook .............................................................. 9

1.12.3 Changes to appendices included in the Faculty Handbook ............................................ 9

1.12.4 Enacting amendments ..................................................................................................... 9

SECTION 2 ............................................................................................................. 10

GOVERNANCE ..................................................................................................... 10

2.1 The General Faculty ............................................................................................................ 10

2.1.1 Definition of the General Faculty ................................................................................... 10

2.1.2 Regular Meetings of the General Faculty ....................................................................... 10

2.1.3 Special General Faculty Meetings ................................................................................... 10

2.1.4 Voting Privileges at Meetings of the General Faculty .................................................... 10

2.1.5 General Procedures for Meetings of the General Faculty ............................................... 10

2.1.6 Meeting Rules ................................................................................................................. 10

2.1.7 Committee of the Whole ................................................................................................. 11

2.1.8 Quorum ........................................................................................................................... 11

2.2 Role of the Faculty in University Governance .................................................................. 11

2.2.1 Authority and Responsibility of the Faculty ................................................................... 11

2.2.2 Final Authority of Faculty Action ................................................................................... 12

2.2.3 Constraints on Faculty Action......................................................................................... 12

2.2.4 Action by the President in Areas of Authority Delegated to the Faculty ........................ 12

2.3 The University Faculty Council .......................................................................................... 12

2.3.1 Purpose of the University Faculty Council (UFC) .......................................................... 12

2.3.2 UFC Duties ..................................................................................................................... 12

2.3.3 UFC Authority ................................................................................................................ 13

2.3.4 Membership and Organization of the UFC .................................................................... 13

2.3.5 UFC Officers ................................................................................................................... 14

2.3.6 UFC Meetings ................................................................................................................. 15

2.4 University Faculty Committees .......................................................................................... 16

2.4.1 Organization of University Standing Committees and Faculty Advisory ...................... 16

2.4.2 Authority of University Standing and Faculty Advisory Committees ............................. 16

2.4.3 Meetings of University Standing and Faculty Advisory Committees ............................ 17

2.4.4 University Ad Hoc Committees ....................................................................................... 18

2.4.5 Administrative Advisory Committees ............................................................................. 19

2.4.6 Councils ........................................................................................................................... 19

2.4.7 Boards .............................................................................................................................. 19

2.5 Organization of Standing University Faculty Committees .............................................. 20

2.5.1 Appointment of Members to Standing Committees ........................................................ 20

2.5.2 Election of Members to Standing Committees ............................................................... 20

2.6 Membership and Duties of University Standing Committees .......................................... 21

2.6.1 University Academic Affairs Committee ....................................................................... 21

2.6.2 University Curriculum Committee.................................................................................. 22

2.6.3 University Faculty Affairs Committee ............................................................................ 23

2.6.4 University Faculty Appeals and Grievance Committee .................................................. 23

2.6.5 University Faculty Organization Committee .................................................................. 24

2.6.6 University General Education Committee ...................................................................... 25

2.6.7 University Sabbaticals, Fellowships, and Faculty Awards Committee .......................... 25

2.7 Faculty Advisory Committees ............................................................................................. 26

2.7.1 General Duties of Faculty Advisory Committees ........................................................... 26

2.7.2 Faculty Appointments to Faculty Advisory Committees ................................................ 26

2.7.3 Membership Terms on Faculty Advisory Committees ................................................... 26

2.7.4 Chairs of University Faculty Advisory Committees ....................................................... 27

2.7.5 Interruptions in a Term of Service .................................................................................. 27

2.7.6 University Faculty Advisory Committees and Faculty Service ...................................... 27

2.7.7 Student Appointments to Faculty Advisory Committees ............................................... 27

2.8 Membership and Duties of Faculty Advisory Committees .............................................. 27

2.8.1 Bachelor of Liberal Studies Committee ........................................................................... 27

2.8.2 Budget Advisory Committee .......................................................................................... 28

2.8.3 Distance and Blended Learning Committee ................................................................... 28

2.8.4 First Year Seminar Committee ....................................................................................... 29

2.8.5 Honors Program Committee ........................................................................................... 29

2.8.6 James Farmer Multicultural Center Advisory Committee .............................................. 30

2.8.7 Journalism Advisory Committee .................................................................................... 31

2.8.8 Speaking Intensive Committee ....................................................................................... 31

2.8.9 Student Affairs and Campus Life Advisory Committee ................................................. 32

2.8.10 Writing Intensive Committee ........................................................................................ 32

2.9 College Governance ............................................................................................................. 33

2.9.1 Structure .......................................................................................................................... 33

2.9.2 Principles of College Governance ................................................................................... 34

2.9.3 Meeting Schedule for College Governing Bodies .......................................................... 34

SECTION 3 ............................................................................................................. 35

FACULTY APPOINTMENTS, RANKS, SEARCH PROCEDURES, AND

BENEFITS .............................................................................................................. 35

3.1 Faculty Appointments ......................................................................................................... 35

3.1.1 Tenured ........................................................................................................................... 35

3.1.2 Tenure-track .................................................................................................................... 35

3.1.3 Renewable Term Appointments (RTA) .......................................................................... 36

3.1.4 Limited Term Appointments ........................................................................................... 36

3.2 Definitions of Tenured or Tenure-Track Faculty Ranks .................................................. 37

3.2.1 Instructor ......................................................................................................................... 37

3.2.2 Assistant Professor .......................................................................................................... 37

3.2.3 Associate Professor ......................................................................................................... 37

3.2.4 Professor ......................................................................................................................... 37

3.3 Renewable Term (RTA) Faculty Ranks ............................................................................. 38

3.3.1 Lecturer ........................................................................................................................... 38

3.3.2 Senior Lecturer ................................................................................................................ 38

3.3.3 Policies and Procedures Applying Specifically to Faculty with Renewable Term

Appointments (RTA) ................................................................................................................ 38

3.4 Visiting Ranks ...................................................................................................................... 38

3.5 Rank of Adjunct Instructor ................................................................................................ 38

3.6 Description of Faculty Status for Persons in Other Positions .......................................... 39

3.6.1 Administrators with Faculty Rank .................................................................................. 39

3.6.2 Administrative and Professional Faculty ........................................................................ 39

3.6.3 Classified and Hourly Employees ................................................................................... 39

3.6.4 Professional Development Adjuncts ............................................................................... 39

3.7 Special Faculty Appointments ............................................................................................ 39

3.7.1 Graduate Faculty ............................................................................................................. 39

3.7.2 Affiliate Faculty .............................................................................................................. 40

3.8 FACULTY WITH SPECIAL ASSIGNMENTS ................................................................. 40

3.9 Search Procedures ............................................................................................................... 40

3.9.1 Full-time Faculty Positions .............................................................................................. 40

3.10 Faculty Appointment Procedures ..................................................................................... 41

3.10.1 Letter of First Appointment .......................................................................................... 41

3.10.2 Establishment of the Personnel File .............................................................................. 41

3.10.3 Statement of Principles Regarding Salaries for Newly Hired Faculty .......................... 41

3.11 Orientation for New Full-Time Faculty ........................................................................... 41

3.12 Conflict of Interest ............................................................................................................. 41

3.13 Personnel Records .............................................................................................................. 42

3.13.1 Pre-employment Dossiers ............................................................................................. 42

3.13.2 Personnel Files .............................................................................................................. 42

3.13.3 State Personnel File ....................................................................................................... 43

3.13.4 University Personnel File .............................................................................................. 43

3.13.5 Review of Personnel Files ............................................................................................ 43

3.13.6 Grievance File ............................................................................................................... 43

3.13.7 Promotion and Tenure Files .......................................................................................... 43

3.13.8 Personal Files ................................................................................................................ 43

3.13.9 Working Papers of the President and Other Confidential Files .................................... 44

3.14 Faculty Leave Policies ........................................................................................................ 44

3.14.1 Sick Leave ..................................................................................................................... 44

3.14.2 Disability Leave ............................................................................................................ 45

3.14.3 Parental Leave ............................................................................................................... 45

3.14.4 Sick Leave Due to Family Emergency and Bereavement Leave .................................. 46

3.14.5 Sabbatical Leave ........................................................................................................... 46

3.14.6 Civil Leave .................................................................................................................... 47

3.14.7 Annual Leave ................................................................................................................ 47

3.14.8 Leave of Absence Without Pay ..................................................................................... 47

3.15 Extension of Probationary Period .................................................................................... 48

3.16 Fringe and Other Benefits ................................................................................................. 48

3.17 Separation ............................................................................................................................ 48

3.17.1 Faculty Exit Procedures ................................................................................................ 48

3.17.2 Resignation ................................................................................................................... 49

3.17.3 Retirement ..................................................................................................................... 50

3.18 Nonreappointment ............................................................................................................. 50

3.18.1 Non-Renewal of Tenure-Track Contracts ..................................................................... 50

3.18.2 Non-Renewal of Renewable Term Contracts ................................................................ 51

3.18.3 Limited Term Appointments ......................................................................................... 51

SECTION 4 ............................................................................................................. 52

PROCEDURES REGARDING TERMINATION OF FACULTY

APPOINTMENTS BEFORE THE END OF THE APPOINTMENT TERM,

AND SANCTIONS FOR VIOLATIONS OF POLICY .....................................52

4.1 Termination of an Appointment Before the end of the Term specified in the Faculty

Member’s Appointment Letter (Contract) ............................................................................... 52

4.1.1 Financial Exigency ........................................................................................................... 52

4.1.2 Discontinuance of a Program or Department of Instruction ........................................... 53

4.2 Appeal Procedures in Cases Involving Termination or Reassignment of Faculty

Appointments Prior to the End of the Specified Appointment (Contract) Term ................. 54

4.2.1 FAGC Consideration ...................................................................................................... 54

4.2.2 FAGC Findings ............................................................................................................... 54

4.2.3 Provost Review of FAGC Findings ................................................................................ 54

4.2.4 Appeal of Findings by FAGC and/or the Provost ........................................................... 54

4.3 Imposing Sanctions for Allegations of Violations of Policy, and Discharge for Cause . 55

4.3.1 Grounds ........................................................................................................................... 55

4.3.2 Principles and Definitions ............................................................................................... 55

4.3.3 General Procedures for Addressing Allegations ............................................................ 57

4.4 Procedures for Formal Investigation of Violations of University Policy ........................ 59

4.4.1 Challenges to Committee membership ........................................................................... 59

4.4.2 Pre-Hearing Meetings ..................................................................................................... 59

4.4.3 Required Notification ...................................................................................................... 59

4.4.4 Conduct of Hearings ....................................................................................................... 59

4.4.5 Rights to Cross Examine During the Hearing ................................................................. 59

4.4.6 Evidence and Standards of Proof .................................................................................... 60

4.4.7 Avoidance of Public Statements About the Proceedings ................................................ 60

4.4.8 Formal Finding ............................................................................................................... 60

4.5 Appeal of Major Sanctions ................................................................................................... 60

4.5.1 Appeal on Grounds of Inadequate Consideration ........................................................... 60

4.5.2 Appeal to the President ................................................................................................... 61

4.5.3 Appeal to the Board of Visitors ...................................................................................... 61

4.6 Allegations of Incompotence, Neglect of Duty, or Misconduct ........................................ 61

4.6.1 Inquiry ............................................................................................................................. 62

4.6.2 Informal Investigation and Mediation ............................................................................ 62

4.6.3 Formal Investigation and Resolution .............................................................................. 62

4.6.4 Action in Cases of Misconduct ....................................................................................... 63

4.6.5 Appeal of Formal Investigation Major Sanctions ........................................................... 63

4.7 Allegations of Discrimination or Harassment ................................................................... 63

4.8 Allegations of Academic Misconduct in Scholarly Activity or Research ........................ 63

4.8.1 Research Responsibilities ............................................................................................... 63

4.8.2 Definitions of Academic Misconduct ............................................................................. 64

4.8.3 Inquiry in cases of Academic Misconduct ...................................................................... 64

4.8.4 Reporting Requirements in Cases of Academic Misconduct .......................................... 65

4.8.5 Interim Actions During Inquiry and/or Investigation of Academic Misconduct ............ 65

4.8.6 Informal Investigation and Mediation in Cases of Academic Misconduct ..................... 65

4.8.7 Formal Investigation ....................................................................................................... 66

4.8.8 Maintenance of Records of Investigations in cases of Academic Misconduct ............... 68

4.9 Termination of an Appointment for Medical Reasons ..................................................... 68

4.9.1 Informal Inquiry .............................................................................................................. 68

4.9.2 Formal Investigation ........................................................................................................ 68

4.9.3 Appeal ............................................................................................................................. 69

SECTION 5 ............................................................................................................. 70

FACULTY RIGHTS, RESPONSIBILITIES, AND POLICIES ....................... 70

5.1 Academic Freedom and Responsibility ............................................................................... 70

5.1.1 AAUP Statements of Faculty Rights .............................................................................. 70

5.1.2 Political Activities of Faculty .......................................................................................... 70

5.1.3 First Amendment Rights ................................................................................................. 70

5.2 The Honor Code .................................................................................................................... 70

5.2.1 Student-Faculty Interactions and Honor Code ................................................................. 70

5.2.2 Faculty Actions Related to the Honor Code ................................................................... 71

5.2.3 Faculty Response to Suspected Violations of the Honor Code ...................................... 71

5.3 Equal Opportunity and Respectful Workplace Policies .................................................... 71

5.3.1 Equal Employment Opportunity ..................................................................................... 71

5.3.2 Statement of Nondiscrimination ..................................................................................... 71

5.3.3 Workplace Violence Policy ............................................................................................ 71

5.3.4 Retaliation ..................................................................................................................... 72

5.3.5 Workplace Harassment Policy ........................................................................................ 72

5.4 Academic Policies and Regulations .................................................................................... 73

5.4.1 The Academic Year ........................................................................................................ 74

5.4.2 Teaching Load ................................................................................................................ 74

5.4.3 Schedule of Class Meetings ............................................................................................ 74

5.4.4 Classroom Teaching ........................................................................................................ 74

5.4.5 Student Absences from Class Sessions ........................................................................... 74

5.4.6 Course Plans and the Syllabus ........................................................................................ 75

5.4.7 Office Hours.................................................................................................................... 75

5.4.8 Final Examinations ......................................................................................................... 75

5.4.9 Reporting Student Enrollment, Progress, and Final Grades ........................................... 75

5.4.10 Student Advising ........................................................................................................... 76

5.4.11 Academic Assistance Offered by Faculty to Students .................................................. 76

5.4.12 Student Recommendations ............................................................................................ 76

5.4.13 Approval of Candidates for Degrees ............................................................................. 76

5.4.14 Participation in Academic Ceremonies .......................................................................... 76

5.5 Faculty Development ........................................................................................................... 76

5.5.1 UMW Grants ................................................................................................................... 76

5.5.2 Professional Development and Travel ............................................................................ 76

5.5.3 Jepson Fellowships ......................................................................................................... 77

5.5.4 Center for Teaching Excellence and Innovation ............................................................. 77

5.5.5 Digital Learning Support ................................................................................................ 77

5.5.6 Taking Courses ............................................................................................................... 77

5.5.7 External Grants ............................................................................................................... 78

5.6 Professional Issues ............................................................................................................... 78

5.6.1 Institutional Review Board ............................................................................................. 78

5.6.2 Outside Employment and Consulting ............................................................................. 78

5.6.3 Testifying as an Expert Witness ..................................................................................... 79

5.6.4 Conflict of Interest ........................................................................................................... 79

5.6.5 Policies Addressing Textbook Sales and Bookstores ..................................................... 80

5.7 Working Conditions and Related Policies ......................................................................... 80

5.7.1 Intellectual Property ........................................................................................................ 80

5.7.2 Protection of Persons and Property ................................................................................. 82

5.7.3 Policy on Use of Computers and Networks and Network Administration ..................... 82

5.7.4 Virginia Freedom of Information Act ............................................................................. 82

5.7.5 Access to Resources ........................................................................................................ 82

5.8 Faculty Grievance Policy and Procedure .......................................................................... 83

5.8.1 Definitions....................................................................................................................... 83

5.8.2 Coverage ......................................................................................................................... 83

5.8.3 Non-grievable Actions .................................................................................................... 83

5.8.4 Bias Offense and Incident Reporting Procedure ............................................................. 83

5.8.5 Pre-Faculty Appeals and Grievance Committee Procedure ............................................ 83

5.8.6 First Filing of the Grievance ........................................................................................... 84

5.8.7 Attempt at Informal Resolution ...................................................................................... 84

5.8.8 Formal Procedures to Hear the Grievance ...................................................................... 84

5.8.9 Formal Request to the University Faculty Appeals and Grievance Committee ............. 84

5.8.10 Statement of Charges, Preparation and Distribution ..................................................... 84

5.8.11 Composition of the University Faculty Appeals and Grievance Committee (UFAGC)

................................................................................................................................................... 85

5.8.12. Conduct of Formal Committee Deliberations .............................................................. 86

5.8.13 Pre-Hearing Conference ................................................................................................ 87

SECTION 6 ............................................................................................................. 90

FACULTY EVALUATION PROCEDURES ..................................................... 90

6.1 Annual Evaluation Principles for Full-Time Instructional Faculty ................................. 90

6.2 Annual evaluation Policy and Procedures .......................................................................... 90

6.2.1 The Role of the Department ............................................................................................. 90

6.2.2 The Role of the Dean and Provost ................................................................................... 92

6.2.3 Appeals Process .............................................................................................................. 92

6.3 Minimal Performance Criteria and Annual Evaluations .................................................. 93

6.3.1 Evaluation Criteria ........................................................................................................... 93

6.3.2 Teaching ........................................................................................................................... 93

6.3.3 Professional Activity ....................................................................................................... 94

6.3.4 Service............................................................................................................................. 95

6.4 Annual Evaluation Documents ............................................................................................ 96

6.4.1 The Faculty Annual Activities Report (FAAR) ............................................................... 96

6.4.2 The Curriculum Vitae ...................................................................................................... 96

6.4.3 Department Chair Evaluation Commentary ..................................................................... 96

6.4.4 Annual Performance Review (APR) ................................................................................ 97

6.4.5 Special Assignments Performance Review (SAPR) ........................................................ 97

6.5 Guidelines for Completing the FAAR ................................................................................. 97

6.5.1 Teaching ........................................................................................................................... 97

6.5.2 Scholarly, Creative, and Professional Activity ................................................................ 98

6.5.3 Service.............................................................................................................................. 99

6.6 The Schedule for Annual Evaluation .................................................................................. 99

6.6.1 Principles.......................................................................................................................... 99

6.6.2 Dates .............................................................................................................................. 100

6.6.3 Late Documents ............................................................................................................ 100

6.7 Faculty Salaries .................................................................................................................. 101

6.8 Annual Salary Adjustments .............................................................................................. 101

6.8.1 Salary Adjustment Policy .............................................................................................. 101

6.8.3 Pay Dates ...................................................................................................................... 101

6.8.4 Salary Checks ................................................................................................................ 101

6.8.5 Salary Advances ............................................................................................................ 101

6.9 Addressing Unsatisfactory Performance .......................................................................... 101

6.9.1 Unsatisfactory Performance Rating for Untenured Faculty .......................................... 102

6.9.2 Unsatisfactory Performance Rating for Tenured Faculty ............................................. 102

6.9.3 Unsatisfactory Performance Review ............................................................................. 102

6.9.4. Action Taken on Unsatisfactory Performance Review Recommendations ................. 103

6.9.5 Commitment to Academic Freedom and Tenure .......................................................... 103

6.10 Evaluation of Adjunct Instuctors ................................................................................... 103

SECTION 7 ........................................................................................................... 104

PROMOTION AND TENURE PROCEDURES .............................................. 104

7.1 Promotion Policy ................................................................................................................ 104

7.2 General Minimum Promotion Requirements ................................................................. 104

7.2.1 General Minimum Requirements for Consideration for Promotion to Senior Lecturer104

7.2.2 General Minimum Requirements for Consideration for Promotion to Assistant Professor

................................................................................................................................................. 104

7.2.3 General Minimum Requirements for Consideration for Promotion to Associate

Professor ................................................................................................................................. 105

7.2.4 General Minimum Requirements for Consideration for Promotion to Professor ......... 105

7.3 Individual Criteria for Promotion .................................................................................... 105

7.4 Institutional Rank Structure Policy ................................................................................. 105

7.5 Promotion Procedure ......................................................................................................... 106

UMW FACULTY HANDBOOK (2023)

7.6 Tenure Policy ...................................................................................................................... 106

7.6.1 Purpose of Tenure ......................................................................................................... 106

7.6.2 Authority to Grant or to Withhold Tenure .................................................................... 106

7.7 Tenure Requirements ........................................................................................................ 107

7.7.1 General Requirements ................................................................................................... 107

7.7.2 Time of Service and Eligibility for Tenure ................................................................... 107

7.7.3 Probationary Period ...................................................................................................... 107

7.8 General Promotion and Tenure Calendar ....................................................................... 107

7.9 Contents of the Promotion And Tenure File ................................................................... 108

7.10 Expectations for the Constituents in the PROMOTION AND TENURE Process ... 109

7.11 The University’s Expectations for the Promotion and Tenure Process ..................... 109

7.12 Promotion and Tenure APppeals .................................................................................. 109

7.12.1 Appeal of the P & T Committee’s Recommendation ................................................. 109

7.12.2 Appeal of the Dean’s Recommendation ..................................................................... 109

7.12.3 Appeal of the Provost’s Recommendation.................................................................. 109

7.12.4 Appeal of the President and Board of Visitors ........................................................... 110

SECTION 8 ........................................................................................................... 111

FACULTY TITLES, AWARDS, AND OTHER POLICIES AND SERVICES

OF INTEREST TO THE FACULTY ................................................................ 111

8.1 Distinguished Professor ..................................................................................................... 111

8.2 Faculty Marshals ................................................................................................................ 111

8.3 Emeriti Faculty ................................................................................................................... 111

8.3.1 Distinguished Professor Emeritus/Emerita .................................................................. 111

8.3.2 Professor Emeritus/Emerita .......................................................................................... 111

8.3.3 Associate Professor Emeritus/Emerita .......................................................................... 111

8.4 Faculty Awards .................................................................................................................. 112

8.4.1 Grellet C. Simpson Award for Excellence in Undergraduate Teaching ....................... 112

8.4.2 Award for Excellence in Graduate Teaching ................................................................ 112

8.4.3 Alumni Association Outstanding Young Faculty Member Award ............................... 112

8.4.4 Mary Pinschmidt Award ............................................................................................... 112

8.4.5 J. Christopher (Topher) Bill Service Award ................................................................. 112

8.4.6 Board of Visitors Leadership Award ............................................................................ 112

8.4.7 Waple Faculty Award for Professional Achievement ................................................... 112

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TABLE OF CONTENTS

8.4.8 Outstanding Faculty Award (OFA) .............................................................................. 112

8.5 Assorted Administrative Services, Procedures, and Policies ......................................... 113

8.5.1 Campus Closings .......................................................................................................... 113

8.5.2 Keys .............................................................................................................................. 113

8.5.3 Mail ............................................................................................................................... 113

8.5.4 Posters/Signs ................................................................................................................. 113

8.5.5 Telephones .................................................................................................................... 113

8.5.6 Purchasing and Disbursing Procedures ......................................................................... 114

8.5.7 Travel Regulations ........................................................................................................ 114

8.5.8 Accident Reporting ....................................................................................................... 114

8.5.9 Smoking Policy ............................................................................................................. 114

8.5.10 Alcohol Policy ............................................................................................................ 114

8.5.11 Drug-Free Certification ............................................................................................... 114

8.6 Academic Support Services ............................................................................................... 115

8.6.1 University Libraries ...................................................................................................... 115

8.6.2 Digital Learning Support .............................................................................................. 115

8.6.3 Center for Teaching ...................................................................................................... 115

8.6.4 Printing and Copying Services ...................................................................................... 115

8.6.5 University Bookstore .................................................................................................... 115

8.7 Academic Services and Support for Students ................................................................. 116

8.7.1 Advising Services ......................................................................................................... 116

8.7.2 Office of the Registrar .................................................................................................. 116

8.7.3 Office of Disability Resources ...................................................................................... 116

8.7.4 Writing Center .............................................................................................................. 116

8.7.5 Speaking Center ............................................................................................................ 117

8.7.6 Multicultural Center ...................................................................................................... 117

8.7.7 Center for International Education ............................................................................... 117

8.7.8 Career Services ............................................................................................................. 117

8.7.9 Student Services ............................................................................................................ 118

8.7.10 Violence Prevention and Threat Assessment .............................................................. 118

8.7.11. Digital Knowledge Center .......................................................................................... 118

APPENDIX A ....................................................................................................... 119

FACULTY PERFORMANCE EVALUATION FORMS ................................119

FACULTY ANNUAL ACTIVITIES REPORT ..................................................................... 120

CURRICULUM VITAE ........................................................................................................... 121

DEPARTMENT CHAIR EVALUATION COMMENTARY .............................................. 122

SPECIAL ASSIGNMENTS PERFORMANCE REVIEW ................................................... 126

UMW FACULTY HANDBOOK (2023)

APPENDIX B ....................................................................................................... 127

UNIVERSITY OF MARY WASHINGTON THE HONOR CONSTITUTION

................................................................................................................................127

APPENDIX C ....................................................................................................... 131

POLICY AND STATEMENTS ON ACADEMIC FREEDOM ......................131

APPENDIX D ....................................................................................................... 135

GENERAL COMPLAINT PROCEDURE FOR STUDENTS ........................135

APPENDIX E ....................................................................................................... 137

FACULTY HANDBOOK STYLE SHEET ....................................................... 137

APPENDIX F ........................................................................................................ 140

RULES OF ORDER FOR THE COLLEGE OF ARTS AND SCIENCES

FACULTY FACULTY COUNCIL (CASFC) AND CAS FACULTY

COMMITTEES .................................................................................................... 140

APPENDIX G ....................................................................................................... 148

RULES OF ORDER FOR THE COLLEGE OF BUSINESS (COB)

FACULTY COUNCIL AND COB FACULTY COMMITTEES ....................148

APPENDIX H ....................................................................................................... 163

RULES OF ORDER FOR THE COLLEGE OF EDUCATION (COE)

FACULTY COUNCIL AND COE FACULTY COMMITTEES ....................163

APPENDIX I ......................................................................................................... 174

COLLEGE OF ARTS AND SCIENCES (CAS) PROMOTION AND

TENURE PROCEDURES .................................................................................. 174

xiii

TABLE OF CONTENTS

APPENDIX J ........................................................................................................ 186

COLLEGE OF BUSINESS (COB) PROMOTION AND TENURE

PROCEDURES .................................................................................................... 186

APPENDIX K ............................................................................ 194

COLLEGE OF EDUCATION (COE) PROMOTION AND TENURE

PROCEDURES ......................................................................... 194

APPENDIX L ....................................................................................................... 214

RULES OF ORDER FOR MEETINGS OF THE UNIVERSITY FACULTY

COUNCIL ............................................................................................................. 214

APPENDIX M ...................................................................................................... 216

RULES OF ORDER FOR GENERAL FACULTY MEETINGS .................. 216

SECTION 1

MISSION, HISTORY, AND GENERAL ORGANIZATION

1.1 STATEMENT OF UNIVERSITY MISSION

[Adopted on November 20, 2010 by the Rector and Visitors of the University of Mary

Washington.]

The University of Mary Washington is one of Virginia's outstanding public liberal arts

universities, providing a superior education that inspires and enables our students to make

positive changes in the world.

The University is a place where faculty, students, and staff share in the creation and exploration

of knowledge through freedom of inquiry, personal responsibility, and service. UMW regards the

provision of high-quality instruction as its most important function. The University offers a wide

range of undergraduate and graduate programs focusing on both disciplinary and

interdisciplinary studies. These academic programs afford students opportunities to integrate and

apply their knowledge within broad educational experiences, to develop their professional

interests, and to practice the habits of mind necessary for life-long learning. Through a

professionally engaged faculty, the University supports ongoing research appropriate to the

development of student abilities and faculty interests. It especially encourages the participation

of undergraduates in research.

UMW’s size, dedicated faculty, and historical commitment to fine teaching create an institutional

culture where both undergraduate and graduate students benefit from strong connections with

their faculty and multiple opportunities for active learning.

Located in Fredericksburg, between our nation's capital and the capital of the Commonwealth of

Virginia, the University of Mary Washington is a nexus for engagement among diverse

communities and is dedicated to supporting professional advancement and economic

development and to improving the regional quality of life.

We fulfill our mission by fostering students’ intellectual and creative independence, facilitating

their immersion in local, regional, national, and international communities, and by inculcating

the values of honor and integrity. UMW graduates are models of adaptive learning, personal

achievement, responsible leadership, service to others, and engaged citizenship in a global and

diverse society.

1.2 HISTORY AND DEVELOPMENT OF THE INSTITUTION

The institution was founded in 1908 as the State Normal and Industrial School for Women in

Fredericksburg. The name was changed in 1924 to the State Teachers College at Fredericksburg,

and again in 1938 to Mary Washington College, having transformed over the years to Virginia’s

UMW FACULTY HANDBOOK (2023)

public liberal arts college for women. Then in 1944, Mary Washington College became

affiliated with the University of Virginia as its women’s undergraduate arts and sciences

division. In 1970 the entire University became coeducational and in 1972, by action of the

General Assembly of Virginia, the College became an independent, state-supported institution

for women and men, with its own governing board. In 1999, responding to accelerating

demographic changes that increased the demand for educational services within the region, a

new campus was opened in nearby Stafford County. On July 1, 2004, the General Assembly

named the institution the University of Mary Washington.

Through an emphasis on quality, the University attracts students from all areas of Virginia,

particularly the urban areas of Northern Virginia, Richmond, and Tidewater. Approximately

twenty-five percent of its on-campus resident students are from other states and foreign

countries, with the largest population coming from Southern, Middle Atlantic, and New England

states. Located in the middle of a rapidly growing Washington-Richmond “urban corridor,” the

University serves the educational needs of both full-time and part-time commuting students.

To meet the diverse academic needs of today’s students, the University is organized into three

colleges. The College of Arts and Sciences is organized into twenty academic departments of

one or more disciplines and offers more than thirty undergraduate programs in the liberal arts

and sciences. An emphasis upon excellence in the pursuit of liberal learning has traditionally

been at the core of the University’s educational philosophy, and commitment to this concept will

continue even as new organizational units are developed. In 2010, the College of Business and

the College of Education were established to unify and enhance the programs offered in those

subject areas. By organizing business and education curricula into separate colleges, UMW

provides high quality graduate and professional programs that respond effectively to local and

regional professional community needs, and offer students enhanced opportunities within the

regions UMW serves. The University has a third campus at Dahlgren to support specialized

programs and training for military and contract personnel as well as community members in that

area.

The University of Mary Washington is accredited by the Southern Association of Colleges and

Schools Commission on Colleges (SACSCOC) to award baccalaureate and master’s degrees.

Questions about the accreditation of the University of Mary Washington may be directed in

writing to the Southern Association of Colleges and Schools Commission on Colleges at 1866

Southern Lane, Decatur, Georgia 30033-4097, by calling 404-679-4500, or by using information

available on SACSCOC’s website (www.sacscoc.org). The institution was initially accredited in

1930, was last reviewed and reaffirmed in 2013, and will undergo its next reaffirmation of

accreditation review in 2023.

1.3 STATEMENT OF COMMUNITY VALUES

[As adopted by the Rector and Visitors of UMW, April 20, 2018.]

As a public, liberal arts university, the University of Mary Washington community is dedicated

to providing a diverse, accepting, and supportive environment that holds all of its members to the

highest standards of conduct, scholarship, integrity, inclusiveness, respect, and engagement.

SECTION 1 – MISSION, HISTORY, AND GENERAL ORGANIZATION

Through a commitment to these values, we strive to transform our academic community into a

place where all will learn, thrive, and grow. As faculty, staff, and students of the UMW

community, we are committed to upholding these common values:

Accountability – we promote practices, behaviors, and attitudes where individuals take

responsibility for their actions and decisions.

Scholarship – we promote intellectual inquiry by engaging ideas and one another in

order to gain better understanding and contribute to knowledge.

Personal and Institutional Integrity – we are honorable in our academic and work

endeavors as well as our interactions with others.

Inclusive Excellence – we strive for all members of the community to have equitable

access to opportunities for participation and the resources necessary for success.

Respect and Civility – we foster an environment in which every individual is treated

with dignity at all times by valuing the inherent worth of all identities, abilities, and

differences.

Engagement – we develop engaged members of our community who actively participate

in the community through responsible leadership and service.

We ASPIRE to live these values and work to support our collective and individual successes.

1.4 STATEMENT OF GUINDING PRINCIPLES ON DIVERSITY AND INCLUSION

[As adopted by the Rector and Visitors of UMW, April 20, 2018.]

UMW embraces its obligation to serve the educational aspirations of all communities and seeks

to reflect the diversities of all people in its students, faculty, and staff. This philosophical

approach to diversity and inclusion strengthens our community and is essential to our academic

mission and institutional excellence. UMW is committed to its responsibility to be a model of

fairness, inclusivity, equity, access and equal opportunity, providing intellectual and institutional

leadership regarding diversity, and maintaining a welcoming, inclusive environment of mutual

respect for its members of all backgrounds and identities. In keeping with these tenets, the

University is committed to a system of responsibility, accountability, and recognition of all of its

members, and seeks to carry out these principles of diversity and inclusion in all of its

operations, goals, and objectives.

1.5 STATEMENT OF RIGHTS AND RESPONSIBILITIES

[Adopted by the Student Association, Faculty, and the Rector and Visitors, 1973. Statement

updated by the Rector and Visitors in 2012. See also §1.3, Statement of Community Values, and

§1.4, Statement of Guiding Principles on Diversity and Inclusion.]

• Members of the University community have responsibilities incumbent upon all

citizens, as well as the responsibilities of their particular roles within the academic

community.

UMW FACULTY HANDBOOK (2023)

• All members share the obligation to respect the right to freedom of inquiry, of religion,

of speech, of press, of peaceful assemblage, of association, and of petition to the

institution for a redress of grievances.

• The members of the University community have the right to due process in matters

concerning discipline or status as members of the University community.

• All members of the University community have other responsibilities and rights

incident to the educational process and to the requirements of the search for truth and its

free presentation.

• The enumeration of the rights and responsibilities outlined in this statement shall not be

construed to deny or disparage others retained by the members of the University

community.

• The term “member of the University community” embraces the University as an

institution, the faculty as a body, and all members of the administration, faculty, staff,

and student body in their official and individual capacities.

1.6 THE BOARD OF VISITORS Chapter 9.2, §§23-91.34 through 91.44, Code of Virginia,

established Mary Washington College as an independent institution effective July 1, 1972, with a

twelve-member Board of Visitors to serve as the governing and policy-making body for the

institution. On July 1, 2004, the name of the institution was changed to the University of Mary

Washington. The legal title of the Corporation of the University is “The Rector and Visitors of

the University of Mary Washington.” Members of the Board are appointed by the Governor of

Virginia for a term of four years. A visitor may serve two four-year terms, in addition to

completing an unexpired term. The Rector of the Board is elected by the Visitors from its

membership for a two-year term. Consistent with the powers vested in it by statute, the Board

enacts policies to guide the operation of the University and employs the President of the

University of Mary Washington to serve as the Chief Executive Officer of the University with

the responsibility for implementing Board policy.

1.7 ADMINISTRATIVE STRUCTURE See also the organization chart, §1.13.

1.7.1 President The President is the Chief Executive Officer of the University of Mary

Washington. Appointed by and responsible to the Board of Visitors of the University, the

President performs those services and duties that are required of the President under the laws of

Virginia, the Bylaws of the Board of Visitors, the University’s Policy and Procedures manual, or

which may be assigned or delegated to them by the Board of Visitors. These vice presidents

report directly to the President: the Provost and Chief Academic Officer (CAO); the Vice

President for Administration and Finance and Chief Financial Officer (CFO); Vice President for

Advancement; Vice President for Student Affairs and Chief Student Affairs Officer (CSAO).

Also reporting to the President are: The Chief of Staff and the Special Assistant to the President

for University Events.

SECTION 1 – MISSION, HISTORY, AND GENERAL ORGANIZATION

1.7.2 Provost and Chief Academic Officer Serves as chief academic officer (CAO) of the

university and is responsible for oversight of all academic programs, academic planning and

budgets, and faculty matters. The following report directly to the Provost: Dean, College of Arts

and Sciences; Dean, College of Business; Dean, College of Education; Associate Provost for

Institutional Analysis and Effectiveness; Associate Provost for Equity and Inclusion; Associate

Provost for Career and Workforce, University Librarian; Director, Dahlgren Campus; and

Executive Director, University Museums.

1.7.3 Vice President for Administration and Finance and Chief Financial Officer

Serves as lead operations officer in all areas related to administration, business and finance,

procurement, facilities, information technologies and systems, personnel, and emergency

management and safety.

1.7.4 Vice President for Advancement Provides leadership in all areas related to

University advancement and development, fund raising, alumni relationships and programming,

and events management.

1.7.5 Vice President for Student Affairs and Chief Student Affairs Officer Serves as

chief student affairs officer (CSAO) and provides leadership in all areas of student services and

student life, such as student activities, residence life, the James Farmer Multicultural Center,

judicial affairs, the Student Health Center, counseling and psychological services, athletics,

campus recreation, and the University Police.

1.8 ROLE OF COLLEGE DEANS The Deans of the colleges of Arts and Sciences,

Business, and Education are responsible for the leadership of the academic activities of their

respective colleges. Specific duties include: (1) development and implementation of the

college’s mission and ensuring it is in keeping with the mission of the University; (2)

implementation of college and University strategic plans; (3) encouraging and supporting faculty

development within the college; (4) managing faculty recruitment within the college; (5)

ensuring the effective allocation and administration of resources within the college; (6) ensuring

the integrity of procedures for the appointment and evaluation of faculty and support staff; (7)

overseeing curriculum development and innovation.

College Deans report to the Provost and are annually evaluated for their effectiveness in this

capacity. As members of the university administration, college deans are recommended for the

position by the Provost and appointed to the position by the President.

1.9 ROLE OF DEPARTMENT CHAIRS

1.9.1 Appointments, Terms, and Compensation Chairs are nominated by their respective

departments by means of a majority vote. The nominee must be tenured, unless the President

makes a specific exception to this general rule. The nomination requires the concurrence of the

dean and the Provost, and constitutes a recommendation to the President who shall make the

final decision and formal appointment. The term of office is three years. Chairs are not usually

UMW FACULTY HANDBOOK (2023)

appointed for more than two consecutive terms (six years); exceptions may be requested of the

President by majority vote of the department. Chairs receive a reduced teaching load and a

salary supplement, approved annually by the Board of Visitors. Both the release time and the

salary supplement vary according to the size of the department. Chairs are expected to ensure

that essential departmental operations are carried out as needed throughout the calendar year.

1.9.2 Duties The implementation of academic programs is vested mainly in the academic

departments, and the administration of these departments is the responsibility of the chairs.

Major aspects of departmental administration include providing academic leadership; presiding

over department meetings; scheduling classes and assigning faculty to them; allocating

department space; administering the departmental operating budget; coordinating curriculum,

program, outcomes assessment, and accreditation reviews as required; reviewing and correcting

departmental information in the University academic catalogs; taking the lead in recruiting,

hiring (or terminating), evaluating, and rewarding the department’s faculty; recommending

faculty reappointments, promotions, and tenure (see §7 and relevant appendices); and performing

other duties as determined by the Dean and the chair in consultation. As part of the shared

responsibility for academic governance, faculty committees are often formed in departments to

make recommendations and otherwise assist the chair and the department faculty in the conduct

of business required to effectively carry out departmental administration. The size of the

department, and the nature and complexity of its administration and organization, will influence

the kinds of departmental committees constituted. Department chairs meet as a group with the

dean when he/she deems it appropriate for the purpose of discussing educational issues and

advising the dean on matters relevant to planning, implementation, evaluation, and improvement

of the educational program. Chairs also meet individually with the dean at least once per

academic year.

1.9.3 Reporting and Evaluation Department chairs in each college report directly to their

respective college deans on all matters related to the programs of the colleges, and the deans are

responsible for the annual evaluation of department chairs within their college (following

procedures outlined in §6.1). Chairs are evaluated annually, with written input from all

departmental faculty members. These evaluations take place during the same period of time in

the fall semester over which annual faculty evaluations are conducted (see §6.1).

1.9.4 Continuity and/or Termination of Department Chair Appointments

.1 In the event that a department chair is approved for a sabbatical or other planned leave during

their term as chair, a temporary department chair who will serve in that capacity for the duration

of the department chair’s leave may be appointed. The temporary chair should meet the

qualifications required for serving as a department chair. The department chair nominates the

temporary chair replacement, subject to the approval of the College Dean, the Provost, and the

President. The replacement chair will receive the authorized salary supplement and teaching

load reduction during the chair’s period of leave, prorated to the duration of the leave period.

.2 In the event that a department chair is approved fother a sabbatical or other planned leave

during their term as chair, and the chair elects to step down as chair during the term of the

sabbatical or other planned leave, a temporary department chair will serve in that capacity for the

SECTION 1 – MISSION, HISTORY, AND GENERAL ORGANIZATION

duration of the department chair’s leave. The temporary chair should meet the qualifications

required for serving as a department chair. The College Dean will request that the department

nominate a person to serve as acting chair until the sabbatical or leave concludes, subject to the

approval of the College Dean, the Provost, and the President. The replacement chair will receive

the authorized salary supplement and teaching load reduction during the chair’s period of leave,

prorated to the duration of the leave period.

.3 A department chair may resign the appointment at any time during its duration, subject to the

acceptance of the College Dean and the Provost.

.4 In the unusual event that a department chair’s performance requires that they be replaced

before the term has expired, a department chair’s appointment may be terminated. Termination

procedures may be initiated either by the faculty of the department or by the College Dean at any

time during the chair’s term. Termination is subject to the approval of the College Dean, the

Provost and the President. The reasons for the Dean's recommendation to terminate the chair's

appointment must be presented in writing to the chair. A chair wishing to contest the Dean’s

recommendation may write a letter of exception to the Provost. The letter of exception is due one

week after the date of the Dean's written recommendation that the chair's appointment be

terminated. After reviewing the Dean's recommendation and the letter of exception (if any), the

Provost will render a decision on the Dean's recommendation and will present that decision in

writing with copies to the department chair and the Dean. If the Provost disagrees with the

Dean’s recommendation, the review process stops. Should the Provost agree with the Dean's

recommendation, the chair may write a letter of exception to the President. The letter of

exception to the Provost's decision is due one week after the date of the Provost’s written

recommendation supporting the Dean’s recommendation that the chair's appointment be

terminated. Before making a final determination about ending a department chair’s appointment

as chair, the President will review the recommendations from the Dean and the Provost and all

letters of exception from the chair before rendering a decision. The President’s decision, which is

final, must be presented in writing with copies to the department chair, the Dean, and the

Provost.

1.10 DEPARTMENTAL STRUCTURE In addition to being members of the instructional

faculty, faculty members, with few exceptions, are also members of academic departments. The

administrative head of a department is the department chair. Their administrative tasks are

outlined in §1.9.2 of this Handbook.

1.10.1 Department Meetings Faculty attendance at department meetings is a professional

obligation. Student representatives also have a specific role in these meetings, including voting

on certain issues. Department meetings are convened and presided over by the department chair

and are held according to a schedule established by the Dean of the College in which the

department resides. Decisions affecting all members of a department are generally arrived at by

vote.

1.10.2 Department Committees Where detailed work of the department is done by

committees, those are determined by the department.

UMW FACULTY HANDBOOK (2023)

1.11 APPLICABILITY OF THE FACULTY HANDBOOK This Handbook applies

exclusively to instructional faculty of the University of Mary Washington. Instructional faculty

are individuals who hold either full-time or part-time teaching appointments in various academic

departments and programs and who teach courses for credit toward University of Mary

Washington degrees. Administrative and professional faculty are persons holding academic rank

who are appointed by the President to perform the administrative and support functions.

Administrative and professional faculty have a separate handbook applying only to them.

1.11.1 Current version The current version of this Handbook supersedes all previous

versions, and its terms replace those contained in previous versions. This version will remain in

effect until amended in accordance with the procedures outlined in §1.12.

1.11.2 Official version The official version of the Faculty Handbook is the electronic

version published on the University web site. The Office of the Provost maintains the official

version of the Faculty Handbook, found at: http://publications.umw.edu/facultyhandbook/.

1.11.3 The Faculty Handbook and terms of employment The faculty member’s most

recent employment letter contains the terms of the employment contract. Unless that letter

contains terms that expressly supersede the information contained in this Faculty Handbook, the

Handbook should be considered as governing the faculty member’s employment. It should not,

however, be considered as part of the university’s contractual agreement with individual faculty

members. While this Handbook contains much useful information, other official publications

also contain information about institutional policies and procedures that faculty members are

expected to follow in their various roles. Additionally, other offices will from time to time

distribute information about policies and procedures that apply generally to all employees. The

Handbook is designed to serve as a guide to the relationship between the faculty members and

the university, and it seeks to outline duties, rights and responsibilities of faculty members.

1.12 AMENDING THE FACULTY HANDBOOK When a policy change or procedural

revision is adopted that needs to be reflected in this Faculty Handbook, it is incumbent upon the

body adopting the change or approving the revision to provide the necessary amendment(s) in

appropriate Handbook language at the time the action is taken. See Appendix E (Faculty

Handbook Style Sheet) for guidance on preparing materials for inclusion in the Handbook.

1.12.1 Amending sections 1 – 7 of the Faculty Handbook Amendments to these sections

are adopted by the Board of Visitors. Recommendations for such amendments may come either

from the President or directly from the University Faculty Council. In the latter case, they must

first be approved formally by a majority vote in a meeting of the University Faculty Council,

except as provided in §§ 2.3.2.4 and 2.3.2.6. Recommendations for Faculty Handbook

amendments may also come by a vote of the General Faculty, if reconsidering an action on an

amendment that was passed by the UFC and voted on but not approved by the faculties in the

colleges as stipulated in §§ 2.3.2.4 and 2.3.2.6. (See also §2.1.6.)

SECTION 1 – MISSION, HISTORY, AND GENERAL ORGANIZATION

1.12.2 Changes to section 8 of the Faculty Handbook Because this section contains

information about a variety of university policies and services that faculty members need to

know, and these policies and services are subject to change by the units in charge of them,

corrections to the material contained in this section may be made when the Faculty Handbook is

updated without necessarily having a formal vote of approval by the Board of Visitors.

1.12.3 Changes to appendices included in the Faculty Handbook Material in each

appendix is created and maintained by separate offices or groups. The appendices are included

for information and reference. In some cases, an appendix outlines specific procedures followed

by one of UMW’s colleges (such as the college’s governance and committee structure, or a

particular college’s tenure and promotion policies and procedures).

1.12.4 Enacting amendments Approved changes to the Faculty Handbook go into effect in

August at the start of the next academic year following their adoption unless otherwise stated in

the amendment itself. The Office of the Provost is responsible for annually updating the Faculty

Handbook to incorporate any amendments approved through the procedures specified above.

The Office of the Provost will annually notify the faculty of any changes made to the Faculty

Handbook, and will ensure that those changes are appropriately published and distributed.

SECTION 2

GOVERNANCE

2.1 THE GENERAL FACULTY

2.1.1 Definition of the General Faculty The general faculty of the University of Mary

Washington consists of all persons holding academic rank. Within the general faculty are two

further groups of faculty: Instructional faculty (see §1.11) are individuals who hold teaching

appointments in various academic departments and who teach courses for credit toward Mary

Washington degrees. Administrative and professional faculty are those individuals holding

academic rank who are appointed by the President to perform the administrative and support

functions. This Faculty Handbook applies exclusively to instructional faculty (see Title Page),

and all references in the Handbook to faculty are, in fact, to instructional faculty. (A separate

handbook applies only to administrative and professional faculty.)

2.1.2 Regular Meetings of the General Faculty General faculty meetings will be held: (1)

August – beginning of the academic year (2) April – end of the academic year. Attendance is a

professional obligation of all members of the instructional faculty, and all members have the

right to speak and vote in these meetings.

2.1.3 Special General Faculty Meetings Special General Faculty meetings may be called

by the President of the University or the Provost; at least three days’ notice in writing shall

always be given, except that the President or the Provost may call an emergency meeting at any

time to deal with a specific issue. Such an emergency meeting shall have plenary powers but

shall not be bound by the rules on order of business. Submission of a petition with the signatures

of ten members of the faculty above the rank of instructor representing five or more departments

with one member from each of the University’s colleges shall be sufficient for a General meeting

of the faculty to be called. Any action of the University Faculty Council may be debated at such

meeting, subject to the requirements contained in Appendix M. The rulings of the General

Faculty at these meetings will be final, subject to approval by the Board of Visitors.

2.1.4 Voting Privileges at Meetings of the General Faculty Other members of the

general faculty may attend faculty meetings and to them all is extended the privilege of the floor

when recognized by the presiding officer. However, only members of the instructional faculty

may vote in faculty meetings. Non-faculty members of the University community may attend

faculty meetings. However, such persons may not vote and may speak only by specific invitation

of the presiding officer or by request of a member of the instructional faculty.

2.1.5 General Procedures for Meetings of the General Faculty Meetings of the faculty

are held according to the schedule set forth in the rules of order (see Appendix M).

2.1.6 Meeting Rules Meetings of the General Faculty shall be conducted according to the

rules of order in Appendix M. The Provost shall normally preside at General Faculty meetings

SECTION 2 — GOVERNANCE

and will rule on the disposition of motions. In the absence of the Provost, the President of the

University will designate the presiding officer. The President may also assume the chair at any

time. The business of the general faculty is: (1) to debate and vote on University Faculty

Council actions of concern; (2) to approve degree candidates for graduation; and (3) to overrule

or reconsider UFC actions occurring during the academic year. With respect to this item of

business, a motion to overrule or reconsider may occur at the April meeting or at any special

meeting held between the August and April meetings of the General Faculty, at which a quorum

is present. Actions during the year that were approved by the UFC, including those ratified by

separate votes of the college faculties when so required, may be overturned by a simple majority

vote of full-time, instructional faculty. Actions passed by the UFC but not approved by the

separate college faculties may be brought up for reconsideration and approved by a simple

majority vote of full-time, instructional faculty. (See also §1.11.1 and §2.3.2.6 and §2.3.3.)

Notice of intent to overturn or reconsider actions of the University Faculty Council at a regularly

scheduled or special meeting of the General Faculty must be set forth in a formal motion and set

forth in the applicable agenda packet, in order to give all faculty members equal opportunity to

attend the meeting and vote.

2.1.7 Committee of the Whole The entire body of the meeting of the General Faculty shall

be a Committee of the Whole.

2.1.8 Quorum One hundred members of the general faculty with (1) at least five members

from each of the University’s colleges and (2) representation from at least ten different

departments shall be a quorum for the transaction of business. A smaller number may only

adjourn.

2.2 ROLE OF THE FACULTY IN UNIVERSITY GOVERNANCE

2.2.1 Authority and Responsibility of the Faculty The Board of Visitors has designated

the President as the chief executive, administrative, and academic officer of the University of

Mary Washington, with responsibility for proposing policies and programs for the University, as

well as responsibility for their effective implementation upon approval by the Board. Consistent

with these responsibilities, the President has delegated the following authority to the faculty of

the University:

.1 to determine academic offerings consistent with the established mission of the University;

.2 to determine the requirements for all degrees offered by the University;

.3 to recommend types of degrees and candidates for all such degrees;

.4 to formulate general admissions policies for the University;

.5 to enact and to enforce academic regulations for students in matters of attendance,

examinations, grading, scholastic standing, honors, and awards;

UMW FACULTY HANDBOOK (2023)

.6 to design and to monitor the annual faculty evaluation system;

.7 to recommend policies concerning faculty welfare; and

.8 to develop and to supervise a committee system for the orderly exercise of the authority that

has been delegated to it.

2.2.2 Final Authority of Faculty Action Actions of the faculty may be binding or they may

be advisory to the President, Provost, deans, or other administrative officials. Most actions of the

faculty are advisory. However, where the President has delegated specific authority to the faculty

as stipulated above, actions of the faculty are binding unless overridden by the President or the

Board of Visitors.

2.2.3 Constraints on Faculty Action Financial constraints, the time element, and the

policies of external groups, bodies, and agencies having jurisdiction over the University may set

limits to the exercise of the above authority. In particular, such limitations may result from the

provisions of state and federal law, Executive Orders of the Governor of the Commonwealth of

Virginia, policies of the State Council of Higher Education for Virginia, accreditation standards

of the Commission on Colleges of the Southern Association of Colleges and Schools, and

policies of the Board of Visitors.

2.2.4 Action by the President in Areas of Authority Delegated to the Faculty Though

the President can delegate authority, they cannot escape responsibility as the Board of Visitors

holds him or her accountable for the total welfare of the University. The President therefore must

reserve the right not only to initiate action affecting the above but also to veto any action taken

by the faculty. Should the President, however, take final action in an area of faculty authority

prior to a formal recommendation from the faculty, or exercise the veto prerogative, they will

communicate the reasons for such action to the University Faculty Council either at the next

University Faculty Council meeting or earlier by electronic mail. If the University Faculty

Council is unpersuaded by the President’s reasons, it may by majority vote at a subsequent

meeting of the University Faculty Council represent and explain the faculty position to the

Executive Committee of the Board of Visitors.

2.3 THE UNIVERSITY FACULTY COUNCIL

2.3.1 Purpose of the University Faculty Council (UFC) The UFC serves to promote

effective communication and coordination among the different College governing bodies at

UMW. It also serves to recognize and address matters of common concern to all instructional

faculty, matters that transcend the issues of a specific College, matters affecting general faculty

welfare, and curriculum matters affecting all colleges. The UFC also serves to promote effective

coordination and interaction by providing a formal means of regular communication between the

University Faculty, the President and the Provost, and the Board of Visitors.

2.3.2 UFC Duties The duties of the University Faculty Council are to:

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2.3.2.1 Serve as the policy-review body on University-level matters related to curriculum,

faculty affairs and welfare, support services, and student affairs; discharge the responsibilities of

the faculty in matters of university-wide concern, consistent with the authority of the faculty as

stated in section 2.2.1.

2.3.2.2 Communicate regularly with all constituencies of the University Faculty in order to have

a clear university-level perspective on issues of interest and significance to the University

faculty.

2.3.2.3 Advise and communicate with the President, Provost, and Board of Visitors with regard

to the interests of the University faculty and other matters of University-wide importance.

2.3.2.4 Monitor the development and approval of changes to the University Faculty Handbook,

and work with the Office of the Provost to ensure that any changes are approved in accordance

with the procedures set forth in section §1.12 and incorporated into the Faculty Handbook once

all necessary approvals are obtained. Any changes to section §2.3.4 shall be approved by

majority votes of the faculty governing bodies of each college through procedures to be

determined in each college.

2.3.2.5 Provide oversight to ensure that the policies and actions of each College are in

accordance with the University Faculty Handbook, and consistent with University goals, values,

and mission.

2.3.2.6 Oversee and monitor University-level committees and make suggestions for changes

needed to discharge the duties of the University Faculty Council and to exercise the authority

delegated to the faculty at the University level under section §2.2.1. Proposals for new

University-wide standing committees must be developed in consultation with each college’s

governing bodies, and such proposals must be submitted to the faculty and approved by majority

votes of the faculties of each college, through procedures to be determined in each college,

before being submitted for approval as revisions to the University Faculty Handbook (see

§1.11.1 and §2.1.6). The University-level committee structure is outlined in §§2.4 – 2.8.

2.3.2.7 Represent the faculty to the public at times when such representation is desirable and

appropriate.

2.3.3 UFC Authority The UFC has the authority to propose modifications to its membership

and organization as outlined in section §2.3.4; such changes must first be approved by majority

votes of the faculty governing bodies of each college before being incorporated in the Faculty

Handbook.

2.3.4 Membership and Organization of the UFC The UFC will be comprised of the

following 18 members: three (3) faculty from the College of Education elected by COE faculty;

three (3) faculty from the College of Business elected by COB faculty; nine (9) faculty members

from the College of Arts and Sciences (elected by all CAS faculty) as follows: three (3) faculty

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elected from the health and STEM disciplines (biology, chemistry/physics, computer science,

Earth/environmental sciences, mathematics, or health/physical education/recreation), three (3)

faculty elected from the social sciences (economics, geography, history/American studies,

historic preservation, political science/international affairs, psychology, or

sociology/anthropology), and three (3) faculty elected from the arts and humanities (art/art

history, classics/philosophy/religion, communication/digital studies, English/linguistics, modern

languages/literatures, music, or theater/dance). Faculty will elect members of their own division.

Additionally, three (3) faculty will serve as at-large council members and will be elected from

the instructional faculty-at-large, for a total of eighteen (18) UFC members. The President,

Provost, one staff representative selected by the Staff Advisory Council, one faculty

representative from the College of Arts & Science Department Chairs, and one student

representative selected by the Student Government Association serve as nonvoting ex officio

members.

2.3.4.1 Eligibility Election to the UFC is open to instructional faculty holding full-time

appointments who have served at UMW for a minimum of three years at the time of election.

2.3.4.2 Terms of Service Elected members of the UFC will serve staggered three-year terms

within each division represented on the UFC.

2.3.4.3 Elections University Faculty Council members representing each college are elected

by procedures determined by the governing bodies of their respective colleges. Elections of at-

large members are conducted by the University Faculty Organization Committee. Candidates for

at-large members of the UFC are required to present a brief written statement, introducing

themselves and describing their preparation for service on the UFC. These statements must be

made available along with the ballot.

2.3.4.4 Temporary Replacements for Members of University Faculty Council Faculty

members who are unable to serve part of a term on the University Faculty Council (due to such

factors as academic leave or illness) must, in a timely manner, notify the Chair of the expected

duration of their absence. Whenever practical, the replacement of a member will take place

within 10 working days of notification of the member’s absence. Replacements for members

representing the colleges will be selected by procedures determined by the governing bodies of

the respective colleges. Election of replacements for at-large members will be conducted by the

University Faculty Organization Committee following the procedures in section §2.3.4.3. Upon

their return, absentee faculty members complete their original term. Service as a temporary

replacement member of the University Faculty Council does not limit a faculty member’s

eligibility for election to a consecutive full term.

2.3.5 UFC Officers From among its membership, the UFC annually elects officers at an

organizational meeting to be held within 30 days of elections. Whenever practical, the officers

should represent different colleges of the University:

2.3.5.1 UFC Chair The Chair of the UFC should be a tenured member of the instructional

faculty. Responsible for preparing the agenda for UFC meetings and presiding over the meetings.

The Chair will also represent the faculty at meetings of the Board of Visitors. The UFC Chair

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shall receive a workload reduction each semester during their term, one (1) course release or the

equivalent, and appropriate to the discipline (typically three (3) credits).

2.3.5.2 UFC Vice Chair The Vice-Chair of the UFC should be a tenured member of the

instructional faculty, who (except in extenuating circumstances) will serve as Chair the following

academic year. Responsible for serving as Chair in the absence of the Chair.

2.3.5.3 UFC Past-Chair The previous year’s UFC Chair will serve as the Past Chair for the

year following their year as UFC Chair. The Past-Chair should be a tenured member of the

instructional faculty. If the previous year’s UFC Chair was in the last year of their elected term,

then their term will be extended by one year in order for them to serve as UFC Past-Chair the

following year.

2.3.5.3.4 UFC Secretary Responsible for taking the minutes of each meeting, which are to be

distributed to the University faculty after being approved by the UFC.

2.3.5.5 UFC Parliamentarian The Parliamentarian will assist the UFC Chair with

management of UFC meetings through application of Robert’s Rules of Order.

2.3.5.6 UFC Executive Committee The UFC Executive Committee should consist of the five

UFC officers, including UFC Chair, Vice Chair, Past Chair, Secretary, and Parliamentarian. The

UFC Executive Committee will represent the faculty in meetings with the President’s Leadership

Council and upon invitation with the Executive Committee of the Board of Visitors. The UFC

Executive Committee will meet in support of the UFC Chair as meetings are planned and issues

arise that require faculty governance review and input outside of normal UFC meetings.

2.3.5.4.7 The UFC Chair, Vice Chair, Past Chair, Secretary, and Parliamentarian represent the

faculty in meetings with the President’s Leadership Council and upon invitation with the

Executive Committee of the Board of Visitors.

2.3.5.5.8 The UFC Chair, or his or her designee, will serve as one of the two UMW

representatives to the Faculty Senate of Virginia. The UFC will appoint its other representative

from among its elected members.

2.3.6 UFC Meetings Meetings of the UFC are held and conducted according to the rules of

order in Appendix L of this Handbook. Meetings of record of the UFC are held at least once a

month during the academic year according to a schedule prepared by the Provost’s office in

collaboration with the UFC leadership and the presiding officers of the college governing bodies.

This schedule will be announced by July 1 of each year. Special meetings of the UFC may be

called by the Chair or by any three or more members of the UFC representing each of the three

colleges. Any special meetings of record must be announced to all faculty. Attendance at UFC

meetings is open to all members of the University community, and their participation is governed

by the rules of order (see Appendix L).

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2.4 UNIVERSITY FACULTY COMMITTEES The University faculty committee structure

is designed to provide for a coherent University-wide system of shared governance on matters

delegated to the faculty (see §2.2.1), while also ensuring active input from the colleges and

providing colleges the autonomy to develop as they see fit. In general, the University faculty

committees handle matters of central import to the University’s academic mission and to general

faculty and student welfare. The faculty committees established by the University Faculty

Council consist of three types: standing, faculty advisory, and ad hoc. The University standing

committees and faculty advisory committees report to the University Faculty Council and may

be established or eliminated only by the UFC (see §2.3.2.6). Other University committees on

which faculty may serve include administrative advisory committees, boards, and councils (see

sections §§2.4.4-2.4.7). Service on University committees is a service obligation and provides

the faculty member with an opportunity to shape University policy and participate directly in the

shared governance of the University. No faculty member should be burdened with excessive

committee responsibilities. Usually, two concurrent University committee assignments -- one

standing committee, and either one faculty advisory committee or one ad hoc committee --

constitute the maximum University committee service expected of an individual faculty member.

2.4.1 Organization of University Standing Committees and Faculty Advisory

Committees University faculty committee members representing each college will be selected

by procedures determined by the faculty of the respective colleges. The selection of at-large

members is coordinated by the University Faculty Organization Committee. A faculty member

may not be appointed or elected as an at-large representative to more than one standing

committee. As specified in their charges (§§2.6 and 2.8), these committees may include ex

officio members and/or student members. Voting privileges do not extend to any ex officio

members of these committees. Election or appointment of the at-large faculty members of these

committees is scheduled by the UFOC as specified in sections §§2.5 and 2.7. Each committee

shall convene an organizational meeting, prior to the last class day of the current academic year,

at which a quorum of the newly constituted committee is present. The purpose of the

organizational meeting is to elect officers for the following year; only those individuals who will

serve on the committee the following year may vote for officers. Each committee elects a chair

and a secretary, and other officers as needed to carry out its duties and notifies the Chair of the

University Faculty Council and the Chair of the University Faculty Organization Committee by

May 1 of the new officers. The chair must be a voting member of the committee. The secretary

may be a voting member or an ex officio member. Ideally, chairs shall have served at least one

year on the committee prior to election as chair. No member may serve as chair for more than

two years during any single term of service.

2.4.2 Authority of University Standing and Faculty Advisory Committees These

committees have the authority to consider matters delegated to the faculty under section §2.2 of

this Handbook and to carry out their duties as defined in sections §§2.6 and 2.8. In most matters,

these committees report to the UFC (see §2.4.3.4), and their actions become final upon approval

by the UFC. When a committee’s charge so specifies, its decisions in carefully defined areas are

binding unless overruled by specific action of the President, the UFC, or a decision in a meeting

of the general faculty (see §2.1).

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2.4.3 Meetings of University Standing and Faculty Advisory Committees University

faculty committees consider issues mandated by their written charges or in response to motions

made at meetings of the UFC. Additional items of business for consideration at any meeting of

these committees may be brought, in writing, to the appropriate committee chair by the UFC, the

college governing bodies, related committees of the colleges, individual members of the UMW

faculty, or administrators of related offices. The committee’s decisions in response to such items

of business shall be communicated to the individual or body that initiated the item of business

and recorded in the committee’s minutes. In carrying out their business, University committees

should be mindful of the constraints imposed by the overall University governance structure and

approval timelines. Because the main task of these committees is to advise the UFC, each such

committee is obligated to deal promptly with issues referred to it by the UFC.

2.4.3.1 Meeting Schedules University committees determine their own meeting schedules.

Committee meetings should be coordinated with the UFC and the college faculty meeting

schedule that is developed by the Provost’s office in collaboration the UFC leadership and the

presiding officers of the college governing bodies. The schedule of UFC and college governing

body meetings is announced by July 1 of each year. The committee chairs will announce the

schedule for their meetings no later than August 30 each year. Each committee’s meeting

schedule must be published and communicated to all faculty, preferably by posting of the

meeting dates on the committee’s web page. Announcements of a committee’s meeting place

and time must be communicated to all committee members no later than one week prior to the

meeting date. Any changes from the established meeting schedule must be communicated at

least one week in advance to all committee members, to the UFC chair, and to the presiding

officers of the college governing bodies. Each University committee must conduct a meeting of

record at least once during the academic year.

2.4.3.2 Special Meetings Special meetings of record of the standing and faculty advisory

committees may be called by their chairs or by any two voting members of the committee.

Notice of special meetings of record should be issued to committee members, to the Chair of the

UFC, and to the presiding officers of the college governing bodies at least one week in advance.

2.4.3.3 Rules of Order In order to have consistency among the standing and faculty advisory

committees, all such committees should follow consistent rules of order to the extent possible.

The general rules of order should be as follows:

.1 The chair shall convene the meeting, and the secretary shall record the minutes.

.2 A simple majority of the voting members of the committee shall constitute a quorum.

.3 An agenda of items to be addressed at the meeting should be communicated to the members at

least three days prior to the meeting.

.4 Attendance at committee meetings is to be open to all faculty, administrators, and students,

except during required closed sessions. If a committee is required by any provision in this

Handbook to meet in closed session, this will be reflected in the minutes of the meeting.

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.5 Unless otherwise stated, Robert’s Rules of Order, as recently revised, should be used for the

process of business.

2.4.3.4 Reporting Actions and decisions of the standing and faculty advisory committees,

including all motions passed by the committee, must be reported in writing to the Chair of the

UFC for inclusion in the UFC agenda. Within 10 working days after a committee meets, it must

submit a report or minutes containing the motions passed and summarizing any other actions

taken and decisions rendered by the committee since its previous report to the UFC. All such

documents must be posted on each committee’s respective page on the University Faculty

Governance website by the required deadline in order to provide the University community and

the college governing bodies the opportunity to submit advice and comments to the UFC. When

appropriate, courtesy copies of any reports from the committees to University administrators

shall be sent to the Chair of the UFC. If so requested by the UFC chair, a committee’s chair shall

also present an oral report to the UFC. Unless otherwise specified in section 2.6 or 2.8, no action

by a committee may be implemented until it has been accepted at a UFC meeting. Actions of

these committees stand subject to a call for review by any member of the UFC during the

meeting at which they are announced. Prior to the end of each fiscal year (June 30), secretaries of

these committees must deposit copies of committee minutes for the previous academic year in

the University Archives.

2.4.3.5 Subcommittees A standing committee or faculty advisory committee may form a

subcommittee for a particular purpose if it cannot, for practical reasons, consider a matter under

its normal purview as a full committee. If a committee forms a subcommittee, it shall record the

subcommittee’s membership and duties in its minutes. The subcommittee must have, as voting

members, at least two members of the committee that formed it. Additional members of the

subcommittee are appointed by the committee that established it. The term of service for any

additional subcommittee member ends when the specific issue before the subcommittee is

resolved. The chair of the subcommittee must be a member of, and must be appointed by, the

committee that formed it. The subcommittee reports directly to the committee that formed it.

2.4.4 University Ad Hoc Committees Ad hoc committees of faculty are formed for specific

purposes to deal with matters that do not fall under the purview of any standing committees or

other advisory and special interest committees. The authority and responsibilities of ad hoc

committees are defined by the action or ruling that established them. Such committees expire

upon the fulfillment of their charge and may in no case continue beyond the second full

academic year unless, by vote of the University Faculty Council, their charges are extended.

2.4.4.1 Formation of University Ad Hoc Committees Ad hoc committees may be formed in

one of two ways: (1) the UFC Chair rules that a duly-made and seconded motion in a University

Faculty Council meeting must be referred to an ad hoc committee, because the subject matter of

the motion does not come under the purview of any standing committee or other University

advisory and special interest committee, or (2) the University Faculty Council passes a motion

that includes the formation of an ad hoc committee in order to address a matter that does not fall

under the purview of any standing committee or faculty advisory committee. A charge describing

the membership, duties, and duration of an ad hoc committee must be determined by the UFC, or

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by the UFOC and communicated in writing to the UFC, before any new ad hoc committee

conducts its first meeting. All University ad hoc committees report to the University Faculty

Council, and the motion or ruling establishing a given ad hoc committee may also call for

reporting to the President, the Provost, or another administrative officer of the University. The

establishing motion or ruling may also specify the type of membership for the committee and the

method of choosing its members. If the motion does not so specify, the University Faculty

Council appoints committee members. If an election process is employed to form an ad hoc

committee, the existing time limits for these elections may be shortened to two business days for

nominations and three business days from the time the faculty receive the ballots until the

election ends. The chair of an ad hoc committee must be a faculty member and be elected by the

committee’s members. Minutes of ad hoc committees are taken by the committee secretary, who

may be elected by the committee members or appointed by the committee chair. All current and

future ad hoc committees’ charges, membership, officers, and terms must be reported to the UFC

by using the Ad Hoc Committee form (see Appendix L) for posting on the University Faculty

Governance website.

2.4.4.2 Ad Hoc Committee Meetings Ad hoc committees determine, and submit to the UFC,

their meeting schedules as needed to carry out their charges.

2.4.5 Administrative Advisory Committees An administrative advisory committee is a

group which advises an administrator or program director. Such committees, on which faculty

may sit, are established by an administrator or program director in consultation with the UFOC.

An administrative advisory committee also may be terminated by the appropriate administrator

or program director.

2.4.5.1 Authority of Administrative Advisory Committees Administrative advisory

committees do not have authority in any academic area; they merely advise an administrator or

program director. The responsibilities of these committees are determined by the administrators

or program directors who appoint them. Administrative advisory committees report to

administrators or program directors, not to the University Faculty Council. The administrators or

program directors report to the University Faculty Council when such a report is warranted.

2.4.5.2 Faculty Participation on Administrative Advisory Committees Faculty members are

not required to sit on administrative advisory committees. Service on such committees does not

affect a faculty member’s eligibility for appointment to a standing committee, but it may

influence standing committee nominations and appointments in that no faculty member should

be burdened with excessive committee responsibilities.

2.4.6 Councils A presidential council is a group which advises the President. Councils are

established by the President and may be terminated by the President. The authority of a council

does not duplicate or supersede that of faculty committees. Councils report to the President, not

to the University Faculty Council.

2.4.7 Boards A board is a group which has specific authority in a non-academic area (e.g.,

Student Conduct Hearing Board).

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2.5 ORGANIZATION OF STANDING UNIVERSITY FACULTY COMMITTEES

2.5.1 Appointment of Members to Standing Committees Appointed faculty members of

all standing committees serve staggered three-year terms beginning the fall after appointment

and are not eligible for reappointment to the same committee for two academic years following a

term of service. All appointments of faculty to University standing committees are coordinated

by the University Faculty Organization Committee following the criteria for committee

membership stated in section §2.6 of this Handbook and its subsections. The process of

coordination should ensure that the requirements for staggered terms are met, as described

above.

2.5.1.1 The at-large members of standing committees, unless elected (see §2.6.5), are appointed

by the University Faculty Organization Committee on or before its regularly scheduled meeting

in April of each year. The appointed members representing each college shall be selected by

procedures determined by the governing bodies of the respective colleges and according to a

schedule provided in advance by the UFOC.

2.5.1.2 In making its appointments for at-large positions, the UFOC annually polls members of

the faculty of each college to ascertain their preferences for possible appointment to standing

committees. In addition to these expressed preferences and the membership requirements

specified in section §2.6, the UFOC considers: balance among committee members of discipline,

rank, gender, and length of service; time since previous committee service; current service on

other committees; and any expertise or experience of the potential appointee that can serve the

committee in carrying out its charge. All at-large appointments to the committees are announced

to the faculty by the chair of the UFOC prior to the final day of classes in the Spring semester.

2.5.1.3 Students serve as nonvoting members of the Academic Affairs Committee. They are

appointed by the UFOC after being nominated by the President of the Student Government

Association and confirmed by the UMW President.

2.5.2 Election of Members to Standing Committees Elected faculty members of all

standing committees serve staggered three-year terms beginning the fall after election and are not

eligible for reelection to the same committee for two academic years following a term of service.

All elections of at-large members on University standing committees are coordinated by the

University Faculty Organization Committee following the criteria for committee membership

stated in section §2.6 of this Handbook and its subsections. The process of coordination should

ensure that the requirements for staggered terms are met, as described above. The representatives

from each college shall be selected by procedures determined by the faculty of each respective

college and according to a schedule provided in advance by the UFOC. Nominations and

elections of at-large representatives on University standing committees are coordinated by the

University Faculty Organization Committee following its charge in section §2.6.6 and the criteria

for committee membership stated in section §2.6 of this Handbook and its subsections. Any

member of the faculty who meets the stated criteria for membership may be nominated for an at-

large position on a University standing committee, except for the limitations on membership

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stated in sections §§2.4 and 2.4.1 above. The UFOC is responsible for scheduling nominations

and elections for at-large committee membership so that results can be announced to the faculty

by the chair of the UFOC prior to the final day of classes in the Spring semester.

2.5.2.1 Procedures for Selecting Nominees for Elected Committee Positions During the

spring term, the UFOC solicits nominations for the at-large committee seats to be filled by

election. Nominated faculty must accept nomination before their names are placed on the ballot.

Nominations run for five (5) business days. On the third business day of nominations, the UFOC

sends out a preliminary sample ballot to the entire faculty indicating who has been nominated for

each open position.

2.5.2.2 Procedures for Committee Elections Once nominations close, the UFOC distributes

ballots to all voting-eligible faculty. Faculty will have at least five business days after

distribution to return their ballots to the UFOC. Elections will be conducted in a manner that

assures anonymity. Ballots shall solicit rankings of candidates by voters, with lower numbers

indicating greater preference. Ties shall be permitted on individual ballots.

2.5.2.3 Procedures for Determining Winners of Committee Elections In order to be elected

to an at-large position on a standing committee, a nominee must be the winner of a Condorcet

method calculation. If more than one position on a committee is being filled in an election, those

positions shall be filled in order of Condorcet ranking.

2.5.3 Temporary Replacements for Members of Standing Committees If faculty members

are unable to serve part of a term on a committee (due to such factors as academic or illness),

temporary replacements are elected or appointed for the duration of their absences.

Replacements for committee members representing the colleges will be selected by procedures

determined by the faculty governing bodies of the respective colleges. Replacements for at-large

members are appointed or elected by the UFOC, which shall do so, whenever practical, in

accordance with the principles and procedures in sections 2.5.1 or 2.5.2, respectively. Upon their

return, absentee faculty members complete their original term. Service as a temporary

replacement member of a standing committee shall not limit a faculty member’s eligibility for

appointment or election on the same or another University faculty committee.

2.6 MEMBERSHIP AND DUTIES OF UNIVERSITY STANDING COMMITTEES

This section of the Handbook lists standing committees of the faculty of the University, outlines

their membership, and describes their areas of responsibility.

2.6.1 University Academic Affairs Committee The committee consists of five faculty

members: one representative from each college and two appointed from the faculty at-large. The

committee also includes the following nonvoting ex officio members or their designees: the

Provost, Dean of Admissions, the Registrar, and the Associate Provost for Academic

Engagement and Student Success. In addition, two students nominated by the President of the

UMW FACULTY HANDBOOK (2023)

Student Government Association and confirmed by the UMW President serve as nonvoting

members. The committee’s duties are to:

.1 Evaluate academic policies, procedures, and standards on an ongoing basis, formulating

recommendations as necessary to maintain policy consistency among colleges, fair and equitable

treatment of all students, and the overall academic integrity of the University;

.2 Study and recommend actions concerning all matters of academic policy including, but not

limited to, the policies governing academic standards, grading, course registration, transfer

credit, course evaluations, the length and scheduling of classes, the academic calendar, and

international academic affairs;

.3 Recommend changes in the academic policies to the University Faculty Council;

.4 Evaluate and recommend actions concerning all university academic services including, but

not limited to, academic advising and retention programs, readmissions, internships, disabilities

resources, and international student services;

.5 Review admissions practices of the University; and

.6 Perform other duties consistent with its charge as assigned by the University Faculty Council.

2.6.2 University Curriculum Committee The committee consists of the Chairs of the CAS,

COB and COE Curriculum Committees or their designees and one member of the University

Faculty Council. The committee also includes the following nonvoting ex officio members or

their designees: the Provost and the Registrar. The committee’s duties are to:

.1 Work closely with the administration, the Provost, and the Board of Visitors to ensure that the

undergraduate and graduate programs and courses offered by the institution meet demonstrable

needs and institutional standards, reflect the mission of the University, are designed effectively,

and may be feasibly implemented;

.2 Determine University policies and procedures for curriculum development and

implementation;

.3 Provide clear direction for the college-level curriculum committees as to which curricular

actions require University-level oversight and which do not, so as to prevent course and/or

program duplication;

.4 Review, approve, or reject curricular proposals and initiatives (including proposals for new

degree programs and proposals to eliminate degree programs) from college governing bodies and

from special committees constituted to work on specific curricular issues;

.5 Review, approve, or reject proposals for changes in the relationship between programs or

departments (for example, dissolution, division, or mergers);

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.6 Work with the Assistant Provost for Institutional Analysis and Effectiveness to ensure that

curriculum changes take into account assessment findings;

.7 Communicate to the University community through appropriate means all curricular changes;

and

.8 Perform other duties consistent with its charge as assigned by the University Faculty Council.

2.6.3 University Faculty Affairs Committee The committee consists of six full-time

faculty members with a minimum of three years’ affiliation with the University at the

commencement of service: one representative from each College and three elected from the

faculty at-large. Members representing each college shall be tenured or tenure-track. Faculty

from the renewable term ranks are eligible candidates for an at-large position (see Handbook

section §3.3.1), and are encouraged to seek nomination. The committee’s duties are to:

.1 Serve as the liaison between the Colleges and the University Faculty Council on matters

relating to faculty affairs;

.2 Ensure that criteria and procedures for evaluation, promotion and tenure of each College (as

approved by each College) adhere to the guidelines established in the University Faculty

Handbook;

.3 Study and recommend changes in University-level promotion and tenure policies and

procedures to the University Faculty Council;

.4 Study and recommend changes in University-level policy and procedures on faculty

evaluation and merit pay to the University Faculty Council;

.5 Study and recommend to the University Faculty Council action concerning University-level

policies on continuing and adjunct faculty welfare and formulate and present to the University

Faculty Council recommendations concerning workload distribution, academic leave,

compensation, and employee benefits; and

.6 Perform other duties consistent with its charge as assigned by the University Faculty Council.

2.6.4 University Faculty Appeals and Grievance Committee The committee consists of

five tenured members of the Faculty: one representative from each College and two elected from

the faculty at-large. All members must have attained the rank of Associate Professor or above

with tenure. Members may not simultaneously serve on the University Faculty Council or on the

Faculty Affairs, the Budget Advisory, or the Sabbaticals, Fellowships and Faculty Awards

committees. Members may simultaneously serve as department chairs or on College committees

whose decisions might be appealed to this committee, but must recuse themselves in any case

that might present a conflict of interest. This committee meets when it has an appeal or grievance

to consider. At the end of each academic year, the committee prepares for the University Faculty

UMW FACULTY HANDBOOK (2023)

Council an annual summary of actions taken that year and of procedural issues that need to be

addressed. The committee’s duties are to:

.1 Hear faculty appeals, review evidence, and evaluate the procedures followed in cases of

dismissal or termination prior to the end of term specified in the current contract or of a tenured

appointment, including terminations for cause, financial exigency, or discontinuance of a

program (see §4.2);

.2 Hear evidence regarding and make recommendations concerning faculty grievances as defined

in section §5.8 of this Handbook. This committee will not hear grievances that are dealt with by

their own specific policies and procedures, including an appeal process, as outlined elsewhere in

the Handbook, even if such grievances satisfy the definition in section §5.8.1. These include:

decisions regarding the awarding or withholding of tenure; actions awarding or withholding

promotions; any action related to evaluation of performance or salary adjustment; and

disciplinary action taken as a consequence of a determination of racial, sexual, or other forms of

discriminatory actions or the creation of an intimidating, hostile or offensive work or study

environment. (Also see §5.8.3 for what are considered non-grievable actions.)

.3 Hear evidence, consider procedures followed, and make recommendations in those cases

where appeal to this committee has been specified in the Faculty Handbook (e.g. denial of

requests for medical leave, leave without pay, etc.)

.4 Serve as the academic freedom committee in cases involving faculty members, as specified in

Appendix C.2; and

.5 Perform other duties consistent with its charge as assigned by the University Faculty Council.

2.6.5 University Faculty Organization Committee The committee consists of six faculty

members, two from each College. All members will be college representatives and will be

selected according to the procedure determined by each college. Members shall serve staggered

3-year terms beginning the fall semester after the election. The terms will be staggered in such a

way that each college maintains the appropriate number of representatives. The committee’s

duties are to:

.1 Coordinate elections of at-large members to University-level committees;

.2 Oversee appointments to University-level committees. The committee shall ensure appropriate

representation of each college;

.3 Consult with administrators and program directors regarding formation of University-level

standing, faculty advisory and ad hoc committees and make appropriate recommendations to the

University Faculty Council;

.4 Periodically review the University-level system of faculty governance and make

recommendations to the University Faculty Council for revision as needed to ensure fairness and

efficiency;

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.5 Periodically review the systems of faculty governance in each College to ensure that they

function in accordance with section §2.9.2 of this Handbook;

.6 Review and recommend for University Faculty Council action proposals for new faculty

committees and for any changes in the University-level committee structure;

.7 Monitor operation of a digital or electronic archive of all University-level committee reports;

and

.8 Perform other duties consistent with its charge as assigned by the University Faculty Council.

2.6.6 University General Education Committee The committee consists of five faculty

members appointed at-large. In addition to the criteria for committee member balance as outlined

in section §2.5.1, the University Faculty Organization Committee also considers experience with

the general education program as a factor when making appointments to this committee. The

committee also includes the following nonvoting ex officio members or their designees: the

Provost, Dean of Admissions, and the Associate Provost for Institutional Analysis and

Effectiveness. The committee’s duties are to:

.1 Maintain the philosophy, for all undergraduate degrees, of the general education curriculum as

a fundamental component of a liberal arts education;

.2 Establish procedures and criteria for the approval, deletion, and alteration of courses fulfilling

the requirements of the general education curriculum;

.3 Review and approve or reject proposals for courses to be designated general education

courses, once those courses have been approved by the University Curriculum Committee;

.4 Review and evaluate general education courses on a scheduled and on-going basis to ensure

that courses continue to fulfill the relevant general education course criteria, making suggestions

for course revisions or removal from the general education curriculum as appropriate;

.5 Review the adequacy of general education offerings and make recommendations regarding

the adequacy of general education course supply in particular requirement areas;

.6 Make information available regarding the procedures and deadlines for proposing courses to

the general education committee; and

.7 Perform other duties consistent with its charge as assigned by the University Faculty Council.

2.6.7 University Sabbaticals, Fellowships, and Faculty Awards Committee The

committee consists of five faculty members: one from the College of Business, one from the

College of Education, and three from the College of Arts and Sciences (CAS) as follows: one (1)

from the health and STEM disciplines (biology, chemistry, computer science,

UMW FACULTY HANDBOOK (2023)

Earth/environmental sciences, mathematics, physics, or health/physical education/recreation);

one (1) from the social sciences (economics, geography, history/American studies, historic

preservation, political science/international affairs, psychology, or sociology/anthropology); and

one (1) from the arts and humanities (art/art history, classics/philosophy/religion,

English/linguistics/communication, modern languages/literatures, music, or theater/dance)

disciplines. CAS faculty will elect members of their own division. The committee also includes

the Associate Provost for Academic Affairs as a nonvoting ex officio member. The committee’s

duties are to:

.1 Recommend to the Provost which sabbatical applications (as sent forward to the Provost from

the deans) and which Jepson Fellowship proposals should be presented to the Board of Visitors

for their approval and subsequent funding;

.2 Recommend to the Provost which Waple Professorship applications (as sent forward to the

Provost from the deans) should be awarded funding;

.3 Recommend to the Provost the faculty members who should receive the Grellet C. Simpson

Award, the Graduate Faculty Award, the Outstanding Young Faculty Award, the Waple Faculty

Professional Achievement Award, and the Topher Bill Service Award;

.4 Recommend to the Provost which faculty members should be selected as UMW’s nominees

for the SCHEV Outstanding Faculty Award;

.5 Study and recommend to the University Faculty Council and the Provost, as appropriate,

changes in policies, application procedures, and evaluation criteria to be applied concerning

university-wide faculty development grants, sabbaticals, Jepson Fellowships, and UMW faculty

awards; and

.6 Perform other duties consistent with its charge as assigned by the University Faculty Council.

2.7 FACULTY ADVISORY COMMITTEES

2.7.1 General Duties of Faculty Advisory Committees These committees report to and

advise the University Faculty Council on specific areas of policy concerning relevant areas of the

University’s curriculum or on other matters pertinent to the University’s mission. Additional

responsibilities of these committees, including those for conducting meetings and reporting

actions to the UFC, are explained in sections §§2.4 through 2.4.3.5.

2.7.2 Faculty Appointments to Faculty Advisory Committees Except as otherwise

indicated in section §2.8, faculty members of these committees are appointed by the University

Faculty Organization Committee from the faculty at-large with the condition that they represent

a balanced range of disciplines and are active in the program or work of the committee.

2.7.3 Membership Terms on Faculty Advisory Committees Members of all University

faculty advisory committees serve staggered three-year terms beginning the fall after

SECTION 2 — GOVERNANCE

appointment and are not eligible for reappointment to the same faculty advisory committee for

two academic years following such a term. Faculty may not serve on more than one faculty

advisory committee concurrently.

2.7.4 Chairs of University Faculty Advisory Committees Chairs of faculty advisory

committees are elected at an annual organizational meeting following procedures in section

2.4.1.

2.7.5 Interruptions in a Term of Service If a faculty member is unable to serve part of a

term on a faculty advisory committee (due to such factors as academic leave or illness), a

temporary replacement is appointed by the UFOC or by the college he or she represents on the

committee. The committee chair must be notified of the replacement in a timely manner. This

replacement serves for the duration of the faculty member’s absence. Upon return, an absentee

faculty member completes the original term. Faculty members who are appointed as temporary

replacements on faculty advisory committees are eligible for appointment to the same or another

faculty advisory committee.

2.7.6 University Faculty Advisory Committees and Faculty Service As with all faculty

committees, membership on faculty advisory committees is regarded as an integral part of a

faculty member’s professional responsibility to the University and counted as part of the faculty

member’s service obligation.

2.7.7 Student Appointments to Faculty Advisory Committees Student members are

appointed to several Advisory Committees, with the number to be appointed specified in the

statements of committee membership as found in §2.8 (below). These students are nonvoting

members who are appointed by the UFOC after being nominated by the President of the Student

Government Association and confirmed by the UMW President with one exception. The student

representative on the BLS Committee is appointed by the UFOC on the recommendation of the

Director of the BLS Program.

2.8 MEMBERSHIP AND DUTIES OF FACULTY ADVISORY COMMITTEES

2.8.1 Bachelor of Liberal Studies Committee The committee consists of five appointed

faculty members and a non-voting ex officio member, the Director of the Bachelor of Liberal

Studies (BLS) Degree Program. In addition, one student, appointed by the Director of the BLS

Degree Program, serves as a non-voting member. Appointed faculty members serve three-year

staggered terms, beginning with the fall semester following their appointment. The committee’s

duties are to:

.1 Evaluate BLS admissions policies as needed;

.2 Review and advise the Office of Admissions regarding recruitment and marketing strategies

for the BLS program;

UMW FACULTY HANDBOOK (2023)

.3 Review and approve BLS special majors;

.4 Evaluate portfolio credit policies as needed;

.5 Review BLS degree requirements, including general education credits;

.6 Review BLS program assessments and make recommendations as needed;

.7 Review and approve requests for exceptions to BLS policies; and

.8 Perform other duties consistent with its charge as assigned by the University Faculty Council.

2.8.2 Budget Advisory Committee The committee consists of seven voting faculty

members: one representative from each college and four appointed from the faculty at-large by

the Faculty Organization Committee. In addition, there shall be one non-voting representative

from the Department of Athletics, Health & Physical Education if there is not a regular voting

member already serving on the committee, three non-voting representatives from the University

Staff Council, and one non-voting representative from the Student Government Association;

these individuals shall be selected by their respective groups, with the student member

nominated by the President of the Student Government Association and confirmed by the UMW

President. The committee’s duties are to:

.1 Work in an advisory fashion with the Provost and Chief Academic Officer (CAO), the Vice

President for Administration and Finance (CFO) and the Vice President for Advancement and

University Relations on short- and long-term University budget priorities, broadly conceived,

including planning, the operating budget and capital improvements, fundraising, and

development. The recommendations for priorities will be communicated to the President via the

CFO or the CAO;

.2 Indicate the committee’s priorities for the present budgeting year through an annual review

process and summarize their priorities on future budgets to the CFO, CAO, and the UFC in a

report due no later than mid-November;

.3 Communicate the committee’s recommendations to the UFC in a report no later than the

beginning of December and the results of the President’s decisions to the UFC in a report as soon

as possible;

.4 In times of financial exigency, the Budget Advisory Committee assists the President, Provost,

and Vice Presidents in developing principles and setting priorities for budget reductions; and

.5 Perform other duties consistent with its charge as assigned by the University Faculty Council.

2.8.3 Distance and Blended Learning Committee The committee consists of five faculty

members appointed as described in section §2.7.2. The committee also includes the following

nonvoting ex officio members or their designees: the Chief Information Officer, the Vice

President for Student Affairs, the University Librarian, the Director of Digital Learning Support,

and the Director of the Center for Teaching. The committee’s duties are to:

SECTION 2 — GOVERNANCE

.1 Maintain the quality and integrity of the curriculum for courses and programs offered in a

majority online format;

.2 Establish procedures and criteria for approval, deletion, and alteration of courses and programs

offered in a majority online format;

.3 Review and approve or reject proposals from the various departments for courses to be offered

in a majority online format;

.4 Review and evaluate majority online courses on a scheduled and on-going basis to ensure that

courses continue to represent the tradition of quality education at UMW, making suggestions for

course revisions or removal from the curriculum as appropriate;

.5 Make information available regarding the procedures and deadlines for proposing courses to

the appropriate standing committee; and

.6 Perform other duties consistent with its charge as assigned by the University Faculty Council.

2.8.4 First Year Seminar Committee The committee consists of five faculty members

appointed as described in section §2.7.2. The committee also includes, as a nonvoting ex officio

member, a representative from the Office of the Provost (named by the Provost). The

committee’s duties are to:

.1 Study and recommend to the University Faculty Council procedures and criteria for approval,

deletion, and alteration of course offerings meeting the first year seminar requirement;

.2 Review and approve or reject proposals from the various departments for courses to be

designated as first year seminars;

.3 Review at its discretion the frequency of offering and general relevance of courses so

designated and make recommendations for changes as appropriate;

.4 Make information available regarding the procedures and deadlines for proposing courses to

the general education committee; and

.5 Perform other duties consistent with its charge as assigned by the University Faculty Council.

2.8.5 Honors Program Committee The committee consists of five faculty members

appointed as described in section §2.7.2 and the Director of the Honors Program. The committee

chair is the faculty director of the Honors Program or one of the appointed faculty members of

the committee. The committee’s duties are to:

.1 Study and recommend to the University Faculty Council procedures and criteria for approval,

deletion, and alteration of course offerings meeting the Honors Program requirements;

UMW FACULTY HANDBOOK (2023)

.2 Work with Honors Program staff to review and update the Honors Program curriculum and to

identify areas of need in curricular offerings; review at its discretion the frequency of offering

and general relevance of Honors Program courses and make recommendations for changes as

appropriate;

.3 Work with colleges and departments to encourage development of HN-designated courses in

those areas;

.4 Make information available regarding the procedure and deadlines for proposing courses to

the Honors Program Committee;

.5 Review and approve or reject proposals from the various departments for courses to be

designated as Honors courses;

.6 Review and approve or reject student applications and appeals, including appeals for

exceptions to the Honors Program curriculum; Honors transfer coursework proposals; and

Honors Senior Capstone projects;

.7 Review and approve or reject applications for Track B admissions to the Honors Program

(students who have completed less than two UMW semesters with at least a 3.2 GPA);

.8 Review and endorse student candidates for Honors-specific recognitions at the regional and

national level;

.9 As needed, stand in for Honors Program staff at Admissions events, UFC meetings, or other

university events; and

.10 Perform other duties consistent with it charge as assigned by the University Faculty Council.

2.8.6 James Farmer Multicultural Center Advisory Committee The committee consists

of five faculty members appointed as described in section §2.7.2. The committee also includes,

as a nonvoting ex officio member, the Director of the James Farmer Multicultural Center and a

non-voting staff representative (appointed by the University Staff Council). In addition, two

students nominated by the President of the Student Government Association and confirmed by

the UMW President serve as nonvoting members. The committee’s duties are to:

.1 Work in an advisory fashion with the Director and staff of the Multicultural Center on

planning and setting priorities;

.2 Work in an advisory fashion with the Director and staff of the Multicultural Center to enhance

opportunities for multicultural learning through student programming;

.3 Work in an advisory fashion with the Director and staff of the Multicultural Center on

leadership development opportunities for all students, including historically underrepresented

students;

SECTION 2 — GOVERNANCE

.4 Facilitate communication and coordination between faculty and the Multicultural Center

toward enhancing the intersection of coursework, student programming, and community

involvement;

.5 Communicate Multicultural Center programming and policy decisions to faculty via the UFC,

and faculty concerns and ideas back to the Director of the Multicultural Center. Faculty concerns

and ideas will be communicated to the Vice President for Student Affairs via the Director of the

Multicultural Center; and

.6 Perform other duties consistent with its charge as assigned by the University Faculty Council.

2.8.7 Journalism Advisory Committee The committee consists of four appointed faculty

members and two non-voting ex officio members. At least three of the faculty members are to be

tenured professors, preferably full professors, to be appointed as described in section §2.7.2 of

the Faculty Handbook. A seventh committee member who is a member of the community with

journalism experience may also be appointed. This external member will be nominated by the

Journalism Advisory Committee and approved by the UFOC. The non-voting ex officio

members will be the Vice President for Student Affairs and the Faculty Advisor to the Blue and

Gray Press. Appointed faculty members serve three-year staggered terms, beginning with the fall

semester following their appointment. The committee’s duties are to:

.1 Advise the Faculty Advisor on editorial policies for the Blue and Gray Press including print,

digital platforms, and related social media accounts;

.2 Advise administration on policies regarding student journalism including, but not limited to,

the appointment and support of the Faculty Advisor for the Blue and Gray Press;

.3 Convene, at the request of the Faculty Advisor for the Blue and Gray Press, to consider issues

of concern to the Faculty Advisor, including any issues raised by individual members of the

UMW community in response to student publications;

.4 Consider expanding its purview in response to requests from faculty advisors to new student

journalism groups; and

.5 Perform other duties consistent with its charge as assigned by the University Faculty Council.

2.8.8 Speaking Intensive Committee The committee consists of five faculty members

appointed as described in section §2.7.2 and the Faculty Director of the Speaking Intensive

Program. The committee also includes, as a nonvoting ex officio member, the Director of the

Speaking Center. The committee chair is the faculty director of the Speaking Intensive Program

or one of the appointed faculty members of the committee. The committee’s duties are to:

UMW FACULTY HANDBOOK (2023)

.1 Study and recommend to the University Faculty Council procedures and criteria for approval,

deletion, and alteration of course offerings in the speaking intensive Across-the-Curriculum

requirement;

.2 Review and approve or reject proposals from the various departments for courses to be

designated speaking intensive;

.3 Review at its discretion the frequency of offering and general relevance of courses so

designated and make recommendations for changes as appropriate;

.4 Make information available regarding the procedures and deadlines for proposing courses to

the general education committee; and

.5 Perform other duties consistent with its charge as assigned by the University Faculty Council.

2.8.9 Student Affairs and Campus Life Advisory Committee The committee consists of

five faculty members appointed as described in section §2.7.2. The committee also includes, as a

nonvoting ex officio member, the Vice President for Student Affairs (or their designee) and two

nonvoting student members nominated by the President of the Student Government Association

and confirmed by the UMW President to represent the Fredericksburg and Stafford Campuses,

respectively. The committee’s duties are to:

.1 Work in an advisory fashion with the Vice President for Student Affairs and the Associate

Vice President and Dean of Students on non-academic student priorities, including but not

limited to, helping identify timely issues that may put our students in high-risk situations,

promoting a positive community ethos across all UMW campuses, publicizing and supporting

student-service opportunities, and otherwise helping develop those aspects of campus life,

including new buildings, that could enhance students’ educational experiences;

.2 Communicate student-affairs and campus-life decisions to the faculty via the University

Faculty Council and the governing bodies of the colleges, and faculty concerns and ideas back to

the Vice President for Student Affairs and the Associate Vice President and Dean of Students;

and

.3 Perform other duties consistent with its charge as assigned by the University Faculty Council.

2.8.10 Writing Intensive Committee The committee consists of five faculty members

appointed as described in section §2.7.2. The committee also includes the Director of the

Speaking & Writing Center as a nonvoting ex officio member. The committee’s duties are to:

.1 Study and recommend to the University Faculty Council procedures and criteria for approval,

deletion, and alteration of course offerings in the writing intensive Across-the-Curriculum

requirement;

.2 Review and approve or reject proposals from the various departments for courses to be

designated writing intensive;

SECTION 2 — GOVERNANCE

.3 Review at its discretion the frequency of offering and general relevance of courses so

designated and make recommendations for changes as appropriate;

.4 Make information available regarding the procedures and deadlines for proposing courses to

the general education committee; and

.5 Perform other duties consistent with its charge as assigned by the University Faculty Council.

§ 2.8.11 Digital Intensive Committee The committee consists of three faculty members

appointed as described in section §2.7.2. The committee also includes the following non-voting

ex officio members or their designees: the University Librarian, and the Director of Digital

Learning Support. The committee’s duties are to:

.1 Study and recommend to the University Faculty Council procedures and criteria for approval,

deletion, and alteration of course offerings in the digital intensive Across-the-Curriculum

requirement;

.2 Review and approve or reject proposals from the various departments for courses to be

designated digital intensive;

.3 Review at its discretion the frequency of offering and general relevance of courses so

designated and make recommendations for changes as appropriate;

.4 Make information available regarding the procedures and deadlines for proposing courses to

the general education committee;

.5 Review and coordinate support for digital coursework and pedagogy with the relevant centers

and support units; and

.6 Perform other duties consistent with its charge as assigned by the University Faculty Council.

2.9 COLLEGE GOVERNANCE

2.9.1 Structure Each college of the university shall determine the specific structure and

membership of its governance bodies. The college faculty and dean, and the Provost must

approve this structure. The governance structure shall include elected faculty representatives

from each academic unit of the college. The governance bodies will have the function of

advising the dean on college governance matters, including curriculum, student academic

policies, budget and planning, and personnel (including evaluation, promotion, and tenure). The

college governance bodies may also make recommendations to the UFC, other university faculty

committees, and other appropriate bodies. Each college will have bylaws that provide a

statement of purpose and function, and an appropriate committee structure for discharging

UMW FACULTY HANDBOOK (2023)

faculty responsibilities and making decisions pertinent to the governance of the college. The

governing documents of the colleges are included as appendices in the Faculty Handbook.

2.9.2 Principles of College Governance The faculties of the colleges define their governing

bodies and determine the processes and procedures of governance they will employ, consistent

with the policies in this Handbook. The UFC has oversight to ensure that the policies and actions

of the college governing bodies are in accordance with the University Faculty Handbook, and

consistent with University goals, values, and mission (see §2.3.2.5). All colleges, and if so sub-

divided, each of their departments, must ensure that their governing bodies:

2.9.2.1 Operate in a democratic manner and in accordance with the best traditions of the

academic profession;

2.9.2.2 Adopt bylaws or standing rules that are made available to all members and that undergo

periodic review;

2.9.2.3 Meet as frequently as necessary to ensure good communication and the timely conduct

of business, mindful of the constraints imposed by the overall University governance structure

and approval timelines;

2.9.2.4 Hold meetings that follow an agenda distributed in advance; and

2.9.2.5 Record the proceedings of the meetings in minutes that are distributed to and approved

by the faculty of the college and/or department.

2.9.3 Meeting Schedule for College Governing Bodies The meeting schedule for college

faculty governing bodies is developed each year by the Provost’s office in collaboration the UFC

leadership and the presiding officers of the college governing bodies. This schedule will be

announced by July 1 of each year. Any changes from the established meeting schedule must be

communicated at least one week in advance to all of the college’s faculty members, to the UFC

chair, and to the Presidents of the other college governing bodies.

SECTION 3

FACULTY APPOINTMENTS, RANKS, SEARCH

PROCEDURES, AND BENEFITS

3.1 FACULTY APPOINTMENTS The appointment establishes the employment relationship

between the faculty member and the University. Members of the faculty are appointed initially

and then reappointed annually by the Board of Visitors upon recommendation of the President.

For full-time instructional faculty on nine-month appointments, the contract year extends from

August 16 to May 15. For full-time instructional faculty on twelve-month appointments, the

contract year extends from August 16 to August 15. Each year, letters are sent by the Provost,

near the end of the spring semester, to all continuing full-time faculty, confirming their

appointments for the upcoming year. By signing, dating, and returning the appointment letter to

the Human Resources Office (HRO), a faculty member indicates acceptance of the employment

offer and thereby establishes his or her employment contract with the University College for the

ensuing academic year.

3.1.1 Tenured Tenured persons have attained that status as the result of appropriate action by

the Board of Visitors upon the recommendation of the President. Tenured faculty are assured

continued reappointment by the Board of Visitors, year after year College. Tenured faculty are

notified each year, in writing, of their reappointment by the Board, and are asked formally to

acknowledge that reappointment by signing the appointment letter. In so doing, they indicate

acceptance of the employment offer and thereby establish a contract with the University for the

following year. Tenured persons cannot be dismissed for cause without the due-process

provisions of §4.3.

3.1.2 Tenure-track A tenure-track appointment carries a probationary period leading to

tenure. In the time period prior to the awarding of tenure, regular, tenure-track faculty are

appointed or reappointed for one, two, or three academic years. Ordinarily, a newly-appointed

faculty member will receive an initial one-year appointment. Renewal of that initial appointment

(the second contract) is normally for two years, and the subsequent renewal (the third contract)

for three years or for whatever period of time remains of the probationary period prior to the

tenure decision. If an extension of the probationary period is approved (§3.5.9), at the

conclusion of the existing appointment period a new appointment will be issued for the

appropriate period until the next scheduled review (see §3.14). Renewal of tenure-track

appointments is always preceded by a careful and thorough performance evaluation carried out

by the department chair and reviewed by the dean and Provost. If, in the judgment of the chair

and the dean, normal reappointment is not warranted (see §4.2), reappointment for less than the

normal period may be recommended to the Provost; the Provost will then make final

recommendations on all tenure-track faculty appointments to the President, and the President

makes final recommendations to the Board of Visitors; a one-year reappointment may be

specified by the Board as terminal.

UMW FACULTY HANDBOOK (2023)

3.1.3 Renewable Term Appointments (RTA) RTAs are nontenure-track appointments

that may be renewed for an indefinite period of time. These appointments are at the rank of

lecturer or senior lecturer. With the exceptions spelled out in §3.3.3, faculty at these ranks enjoy

the same rights, privileges, and responsibilities as tenure-track members. All faculty/coaching

appointments in the Department of Athletics, Health and Physical Education made after August

16, 1998, are at these ranks. Appointments at these ranks elsewhere are made at the request of

the department in which the appointment will be made, and they require the concurrence of the

dean and the Provost. No person appointed to a tenured or tenure-track position may be moved

to a renewable term faculty appointment. Individuals appointed to tenure-track faculty positions

who are denied tenure are not eligible for appointment at these ranks. Further, no person in a

renewable term faculty appointment may be moved to the tenure-track without a competitive,

national search. Individuals elected to tenure-track faculty positions who are denied tenure are

not eligible for appointment at these ranks. Ordinarily, individuals with terminal scholarly

degrees are not appointed at these ranks. Numbers of faculty appointed at these ranks outside the

Department of Athletics, Health and Physical Education will not exceed a total of ten percent of

the number of all tenured faculty appointments in the college. In addition, no more than twenty

percent of the faculty in any one department may be appointed at these ranks.

3.1.4 Limited Term Appointments Temporary appointments that are made for a limited

period of time, whether full-time or part-time, are non-renewable and are classified as limited

term appointments.

3.1.4.1 Full-time Full-time limited term appointments are for full-time, nontenure-track

faculty in any of the visiting ranks. Terms may be for as short a period as one academic semester

or for as long as three years, as specified in §§3.4 – 3.5.

Ordinarily, time served in any of these nontenure-track, full-time appointments does not count in

the probationary period for promotion or tenure if and when an individual who has held such an

appointment is subsequently appointed to a regular (tenure-track) faculty position. However,

exceptions can be made when mutually agreed upon by the appointee, the department chair,

dean, and Provost at the time of the tenure-track appointment. In any such case, reduction of the

probationary period must be for not more than two years and must be approved by the Board of

Visitors as part of the appointment itself (see §§ 7.7.2 and 7.7.3).

3.1.4.2 Part-time Part-time limited term appointments are for nontenure-track faculty (adjunct

instructor rank) teaching less than a full (twelve credit hours per semester) teaching load. Part-

time term appointments are made for a semester only, and are renewable indefinitely. Time

served in part-time term appointments may not, under any circumstances, count toward tenure or

promotion or serve as grounds for reduction of a probationary period upon appointment to a

regular (tenure-track) faculty position.

3.1.4.3 Summer Session Contracts Full-time faculty members on nine-month appointments

who teach summer session courses are paid on a per credit hour basis in accordance with

guidelines distributed each year when the call for summer session teaching schedules is made,

and are issued appointment letters for the summer teaching assignment. By signing and

returning a copy of the letter, the faculty member indicates acceptance of the offer for summer

teaching and thereby establishes his or her summer session contract. Summer courses must meet

curricular needs and must also meet minimal enrollment criteria in order to be offered. Summer

SECTION 3 — APPOINTMENTS, RANKS, SEARCH PROCEDURES, BENEFITS,

teaching for faculty on nine-month appointments is optional, and may not be required of a

faculty member. In accordance with Commonwealth of Virginia guidelines, faculty may be paid

no more than 33% of their prior academic year base salary for all summer work, regardless of

funding sources. Full-time faculty members who are resigning or retiring, and whose

appointments will end prior to the start of the summer session, will be paid for summer teaching

according to the established adjunct salary matrix. Full-time faculty desiring to teach in the

summer session occurring before the start of their first appointment with UMW will also be paid

in accordance with the established adjunct salary matrix. Faculty on twelve-month appointments

who teach during the summer do not earn additional pay for teaching unless the teaching

assignment is approved by the Provost as an overload. Adjunct faculty hired for summer

teaching are paid in accordance with the established adjunct matrix.

3.1.4.4. Overload contracts Full-time faculty assigned to teach courses in excess of the

maximum teaching load will receive a letter specifying the teaching assignment, the length of the

overload assignment period, and the compensation. Overload teaching assignments must be

approved by the College Dean and the Provost before an overload letter is issued. By signing and

returning a copy of the overload letter, the faculty member indicates acceptance of the overload

assignment and thereby establishes his or her overload contract. Overloads are approved

sparingly, and as a last resort. (See §5.4.2, Teaching Load.)

3.2 DEFINITIONS OF TENURED OR TENURE-TRACK FACULTY RANKS

3.2.1 Instructor Appointments to this rank are ordinarily for new faculty who have not yet

been awarded the terminal degree in their teaching field but who expect to receive that degree

during the probationary period, prior to consideration for tenure. A master's degree or significant

professional experience is the minimum expectation for appointment to this rank. A full-time

limited term appointment may be made at this rank when the individual’s credentials so warrant.

3.2.2 Assistant Professor Appointments to this rank are for faculty who hold a terminal

degree appropriate to the field (or who bring to the University professional experience deemed

the equivalent of the terminal degree). New faculty appointments are commonly made at this

rank.

3.2.3 Associate Professor A person appointed to the rank of associate professor, in addition

to the degree credentials required of an assistant professor, must have at least six years of full-

time college teaching experience (or the equivalent). This person must in that time have

demonstrated substantial professional achievement in the areas of teaching, professional activity

and service. New faculty appointments may be made at this rank, under circumstances deemed

appropriate by the dean, the Provost, and the President.

3.2.4 Professor A person appointed to the rank of professor, in addition to the degree

credentials required of an assistant professor, must have at least ten years of full-time college

teaching experience (or the equivalent). In that time this person must have achieved professional

distinction in the areas of teaching, professional activity, and service. New faculty appointments

may be made at this rank, under circumstances deemed appropriate by the dean, the Provost, and

the President.

UMW FACULTY HANDBOOK (2023)

3.3 RENEWABLE TERM (RTA) FACULTY RANKS

3.3.1 Lecturer Renewable term appointments of individuals with little or no prior teaching or

coaching experience at the college or university level are made at this rank. Initial appointments

are for a two-year period and reappointments (if justified on the basis of performance to date) are

for three years, to carry out full-time instructional (or coaching), professional, and service

responsibilities. There is no limit upon the number of reappointments possible. Tenure cannot be

awarded at this rank.

3.3.2 Senior Lecturer Renewable term appointments of individuals with substantial prior

teaching or coaching experience (at least five full-time years) may be made at this rank. To carry

out full-time instructional (or coaching), professional, and service responsibilities, initial

appointments at this rank are made for a two-year period. Reappointments or appointments

following promotion to this rank are for five years to carry out full-time instructional (or

coaching) and service responsibilities. There is no limit upon the number of reappointments

possible. Tenure cannot be awarded at this rank.

3.3.3 Policies and Procedures Applying Specifically to Faculty with Renewable Term

Appointments (RTA)

3.3.3.1 General Policies and Procedures Full-time RTA faculty are full-fledged members of

the general faculty and the instructional faculty (as defined in §2.1.1.1) and of their respective

academic departments. They are eligible to serve on any faculty committees except those that

specifically require tenure and/or senior academic rank for membership (e.g., the Promotion and

Tenure Committee). They may request and qualify for faculty leaves as provided for in §3.12,

with the exception of sabbatical leaves which require tenure. They are also eligible for any of

the various forms of institutional faculty development support that are available to tenure-track

faculty. They are entitled to the notice of non-reappointment as tenure-track faculty §3.17.2. If

being dismissed for cause they are entitled to the due-process provisions of §4.3. They also are

entitled to the due process afforded by §5.8 on Faculty Grievances.

3.3.3.2 Performance and Performance Evaluation RTA faculty, like tenured and tenure-

track faculty, are expected to contribute in the areas of teaching, professional activity and

service, following the guidelines set forth in §§6.1 – 6.5, and they are expected to participate in

their department’s peer evaluation process if the department completes peer evaluations.

Performance criteria applied are the same as for tenure-track faculty.

3.4 VISITING RANKS Absent prior or concurrent faculty rank elsewhere, full-time

temporary appointments are made at the rank of Visiting Instructor (no terminal scholarly

degree) or Visiting Assistant Professor, Visiting Associate Professor, Visiting Professor

(terminal scholarly degree in-hand), and Visiting Artist-in-Residence. Regardless of rank,

appointments may be for teaching only, or for a combination of teaching and other contractually

assigned duties. Reappointment is permissible up to a maximum cumulative total of three years.

Visiting appointments must be approved by the Board of Visitors. Tenure cannot be awarded at

these ranks.

3.5 RANK OF ADJUNCT INSTRUCTOR Faculty are appointed to the rank of Adjunct

Instructor by the Board of Visitors. Appointment at this rank is for one academic semester, to

SECTION 3 — APPOINTMENTS, RANKS, SEARCH PROCEDURES, BENEFITS,

carry out instructional responsibilities that constitute less than a full-time load in an academic

department or program. Tenure cannot be awarded at this rank.

3.6 DESCRIPTION OF FACULTY STATUS FOR PERSONS IN OTHER POSITIONS

3.6.1 Administrators with Faculty Rank Any member of the teaching faculty who accepts

an administrative appointment for a time and then returns to the teaching faculty retains the rank

and tenure they had at the time the administrative appointment was accepted. If such a faculty

member qualifies by the stated criteria for consideration for promotion and/or tenure (see §6),

they may be so considered and promotion and/or tenure may be awarded prior to the return of the

faculty member to the teaching faculty. Academic rank (and tenure) may be awarded upon

appointment by the Board of Visitors to an administrator from outside the University whose

qualifications and prior experience warrant it.

3.6.2 Administrative and Professional Faculty University personnel in administrative or

professional faculty positions, including library faculty, are not considered teaching faculty and

are not subject to the provisions of this Faculty Handbook. Similarly, teaching faculty are not

considered administrative or professional faculty personnel and are not subject to the provisions

set forth in the UMW Employee Handbook for Administrative/Professional Faculty, Classified

and Wage Employees.) .

3.6.3 Classified and Hourly Employees No faculty are employed in classified or hourly

positions, and this Faculty Handbook does not apply to any classified or hourly employees. (See

UMW Employee Handbook for Administrative/Professional Faculty, Classified and Wage

Employee.)

3.6.4 Professional Development Adjuncts This employment classification covers persons

in a variety of part-time roles, such as teaching non-credit courses, serving as James Farmer

Scholar Instructors, assisting in education courses as a master teacher, or working as an assistant

coach for an athletic team. These persons are not faculty members, and this Faculty Handbook

does not apply to them.

3.7 SPECIAL FACULTY APPOINTMENTS

3.7.1 Graduate Faculty Appointment to membership in the graduate faculty of the

university is made by the Provost. Graduate faculty status is provided to qualified full-time

faculty members teaching in programs offering graduate level courses and/or degrees.

Nominations for membership in the graduate faculty are made by the faculty member’s

department and are sent by the department chair to the dean of the college in which the

department is housed. If the dean concurs, the recommendation is forwarded to the Provost for

action. Nominations for membership in the graduate faculty must be made on the appropriate

form, available at the Provost’s web page, http://provost.umw.edu. The primary criterion for

consideration as a member of the graduate faculty is possession of an appropriate earned terminal

degree in the discipline of the courses to be taught. Additional criteria considered are evidence

of scholarly productivity in his/her field, and evidence of successful teaching. The listing of the

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graduate faculty is included in the Graduate Academic Catalog, and also posted at the Provost’s

web page.

3.7.2 Affiliate Faculty There are two types of affiliate faculty appointments. An internal

affiliate appointment occurs when a current UMW faculty member voluntarily associates

(affiliates) with a program or a department other than the one where the person serves primarily.

These internal affiliate relationships are unpaid. An external affiliate appointment will be

considered for professionals who provide direct supervision/field instruction to students during

practicum or clinical experiences. Someone who will be serving as a UMW program director in

addition to duties as a part-time instructor may also be appointed an as external affiliate faculty

member. Faculty with appropriate qualifications and the consent of the department chair, dean,

and Provost may be awarded the rank of “affiliate assistant professor” rather than the rank of

adjunct instructor in conjunction with specified program supervision duties. Details of the

special assignment to be fulfilled will be outlined in the individual’s appointment letter.

3.8 FACULTY WITH SPECIAL ASSIGNMENTS On occasion, the University will have a

need for a faculty member to serve in an additional role such as a director of an organization or

center or in another administrative capacity. The University typically offers a combination of an

additional stipend and/or course release time in exchange for faculty serving in these roles. All

Special Assignments require a contract between the University and the faculty documenting the

responsibilities, term length of the position, expected time commitment, identity of the person

with immediate supervisory responsibility, and compensation of the position.

.1 Faculty should discuss their plans for how to manage the increased time commitment with

their supervisor before accepting any special assignment. Faculty must notify their department

chair before accepting any special assignment.

.2 Generally special assignments constitute service to the University and ordinarily will be

included in the service category for annual reviews.

.3 Faculty with a special assignment who have a reduced teaching load are considered to have a

full teaching load for the purposes of annual evaluations as well as tenure and/or promotion.

Even if teaching a reduced load, faculty must still demonstrate evidence of teaching

effectiveness.

.4 Scholarly and professional contributions derived from the special assignment activity (such as

journal publications, conference presentations, etc.) should be considered professional activity.

However, it is still the responsibility of each department and college to determine expectations

and appropriate credit for this type of activity.

3.9 SEARCH PROCEDURES

3.9.1 Full-time Faculty Positions Details of the process for searching for full-time, non-

temporary appointments in academic departments are outlined in detail in the “Faculty Search

and Screen Procedures” document (available from the Office of Human Resources). The

University is an Equal Opportunity Employer and maintains the policy of considering for

positions the best qualified candidates without regard to race, color, religion, national origin,

political affiliation, disability handicap, sex, sexual orientation, or age. In addition, the

University supports an Affirmative Action (AA) Program and seeks out qualified minority and

female candidates for all positions. The University complies with applicable federal and state

statutes.

SECTION 3 — APPOINTMENTS, RANKS, SEARCH PROCEDURES, BENEFITS,

3.10 FACULTY APPOINTMENT PROCEDURES

3.10.1 Letter of First Appointment When a candidate verbally accepts an offer, the dean

informs the Provost and an appointment letter will be sent from the Provost's Office following

approval of the appointment by the Board of Visitors at its next regular meeting. By signing and

returning a copy of this letter of first appointment, the individual indicates acceptance of the

offer of employment and thereby establishes a contract with the University. In addition to salary

information and appointment responsibilities, the letter states the length and conditions of the

appointment and whether it is subject to renewal or is a limited-term appointment. If there is

prior service, which would shorten the probationary period prior to consideration for tenure (see

§§7.7.1 and 7.7.2), the letter will acknowledge that and specify the length of that probationary

period. The letter will be accompanied by a current Faculty Handbook, which details all policies

and procedures governing evaluation, reappointment, termination, and tenure. When the

candidate signs and returns a copy of the official letter to the Human Resources Office (HRO),

the appointment is finalized.

3.10.2 Establishment of the Personnel File The completed application dossier of the

appointed candidate is transferred from the academic department to the HRO, where it becomes

the official state personnel file of the newly appointed faculty member (see §3.13.3).

3.10.3 Statement of Principles Regarding Salaries for Newly Hired Faculty No newly

hired faculty member will ordinarily receive a salary higher than the salary of current faculty

members with the same qualifications. In any given year, salaries for newly hired faculty

members with the same qualifications will ordinarily be equal. If the administration believes that

a newly hired faculty member has extra qualifications (i.e., previous teaching experience,

significant publication record, etc.) and thus deserves a higher salary than others hired at the

same time, those qualifications and the financial weight given to them will be explained to

department chairs. If the administration believes that exceptions due to market factors are

necessary in some salaries at the time of hire or in subsequent salary adjustments or corrections

that are not included in the annual salary adjustment policy (see §6.8.1), those exceptions and the

criteria for them will be explained to all department chairs.

3.11 ORIENTATION FOR NEW FULL-TIME FACULTY New faculty, upon reporting

for work, must meet with HRO for basic orientation concerning employment at the University

and to complete forms for payroll, insurance, and other essential matters. The Office of the

Provost conducts a required academic orientation for all newly-hired faculty. Individual colleges

may also require an orientation session, designed to acquaint new faculty with academic affairs

at their college and to introduce them to the various individuals and offices with which faculty

frequently interact. No orientation meetings may take place before August 16.

3.12 CONFLICT OF INTEREST While there is A conflict of interest occurs when a faculty

member engages in self-dealing or in other activities which prevent him or her from exercising

independent judgment in the best interests of the University and the Commonwealth. The

Virginia Conflict of Interests Act prohibits such activities. Questions about these matters should

be directed to the University’s representative in the Office of the Attorney General of Virginia.

UMW FACULTY HANDBOOK (2023)

.1 No policy at the University prohibits the appointment of more than one member of an

immediate family to the same academic department, or to another position within the University.,

However, no immediate family member may serve as an administrator, supervisor, instructor of

record, or designated academic advisor of another, nor be permitted to make judgment on the

other family member concerning such matters as appointment, on-going employment,

promotion, tenure, salary adjustment, or academic work, including grading and/or submitting

grades on the latter. Immediate family member shall mean spouse, sibling, parent, grandparent,

child, and grandchild--all relationships are included whether full-, half-, step-, foster-, adopted,

or in-law.

.2 Additionally, no employee of the university may have a “personal interest” in a contract with

the University other than his or her own contract of employment. A “personal interest,” for

example, might entail an employee’s financial interest in a company that does business with the

University. The Code of Virginia contains exceptions to this prohibition, including one

determined by the size of the employee's financial interest. Any faculty member who may have

such a personal interest in a contract with the University other than his or her own contract of

employment should report the potential conflict of interest to the Provost. Additional details

about the Commonwealth of Virginia’s conflict of interest and economics interests disclosure

policies may be found at:

http://www.commonwealth.virginia.gov/StateGovernment/Conflict/conflict.cfm

.3 Outside employment and involvement in consensual amorous relationships potentially create

additional conflict of interest difficulties. See the following sections of this Handbook for

additional information regarding university policies in regards to “Outside Employment and

Consulting” (§5.6.2) and “Amorous Relationships” (§5.3.5.3)

.4 Any member of the staff holding academic rank who desires to undertake public office which

will require absence from the University for any substantial period of time must inform the

President of the intention to seek such office before publicly announcing for it. Subsequently,

should such member become elected to such office, they will ask the President to recommend

that the Board of Visitors grant themDi a leave of absence from the University, without salary,

for a period of time mutually agreed upon by the President and the staff member who holds

academic rank.

3.13 PERSONNEL RECORDS

3.13.1 Pre-employment Dossiers The Curriculum Vitae and official transcript of candidate

selected for faculty positions, when they accept their offers, are transferred to the Provost’s

office where they are placed in the official University personnel file (§3.13.4). Copies of these

documents are customarily retained for the department’s or college’s records. Any materials

submitted by all candidates for faculty positions that were provided to the department conducting

the faculty search (rather than submitted online to UMW through Careers.umw.edu) must be

maintained by the department for three years, and then destroyed.

3.13.2 Personnel Files Two official personnel files are maintained for each member of the

faculty. One, the state personnel file, is maintained by the HRO and is primarily a record of the

SECTION 3 — APPOINTMENTS, RANKS, SEARCH PROCEDURES, BENEFITS,

individual's employment and salary history. The second official personnel file, the University

personnel file, is maintained by the Provost’s Office and is primarily a record of the individual's

academic career at the University. In addition to these two files, most departments maintain an

informal and unofficial personnel file for each department member. These files are open for

examination by the faculty member.

3.13.3 State Personnel File The state personnel file usually contains but is not necessarily

limited to: the pre-employment dossier, including a faculty data sheet, a curriculum vitae at the

time of employment, and official transcripts certifying the faculty member's degrees as received;

letters of first employment and all consequent reappointment letters; Board of Visitors personnel

docket letters regarding the awarding of tenure and promotions; annual salary letters; and any

other correspondence between the University and the faculty member which reflects additional

compensation or salary adjustment, including leaves of any kind, awards, administrative

responsibilities, or special duties.

3.13.4 University Personnel File The University personnel file usually contains but is not

necessarily limited to: the documents cited above; all performance evaluations together with any

letters of exception and conference summary statements (such evaluations may include chair or

departmental evaluations, the faculty member's annual activity reports, student course

evaluations and letters, peer or colleague evaluations, and tenure and promotion evaluations,

among other forms of evaluative documentation); all formal correspondence between the

University and the faculty member regarding leaves, duties, and other professional matters;

records of decisions reached following grievance proceedings to which the faculty member was a

party; and other items as deemed appropriate by the University placed in the University

personnel file either by the University or by the faculty member.

3.13.5 Review of Personnel Files Both the state personnel file and the University personnel

file are open for examination by the faculty member, the faculty member’s department chair,

dean, the Director of Human Resources (or designee), Provost (or designee), and the President

(or designee). No one else may examine a faculty member's file without the express written

permission of the faculty member. The letter of permission, in such an instance, is itself made

part of the file. This policy is consistent with the Virginia Freedom of Information Act (FOIA)

and the Privacy Protection Act (PPA).

3.13.6 Grievance File Grievance proceedings documents are maintained in a special

grievance file until the proceedings are concluded and then are destroyed (see §5.8).

3.13.7 Promotion and Tenure Files A promotion and/or tenure credentials file is

assembled by the faculty candidate for promotion and/or tenure for the consideration of the

college’s Promotion and Tenure Committee. It is submitted to and maintained by the dean's

office and is returned to the candidate after a final decision is reached. (See §§7.1 – 7.12.)

3.13.8 Personal Files Faculty members are expected to maintain careful and complete

records of their own activities. This material should be organized and easily accessible. At the

minimum a faculty member's personal file should contain:

• an up-to-date curriculum vitae, arranged in conventional order (see Appendix A);

UMW FACULTY HANDBOOK (2023)

• all correspondence related to appointment and compensation, promotion, and tenure;

• all performance evaluations and related documentation;

• records of all professional activities (activities relevant to performance evaluations,

promotion, and tenure, arranged by category--teaching, professional activity, and

service); and

• a samples file of supporting documents such as student evaluations, research reports,

papers presented, articles published, etc.

3.13.9 Working Papers of the President and Other Confidential Files Confidential

files of personal working papers are maintained by the President. Although such files may

contain correspondence and other records regarding individual faculty members, they are not

accessible for examination by those individuals, nor by anyone else other than the President,

without the President's consent. Department chairs, deans, the Provost, and other administrators

may also maintain files that are confidential in cases in which such files constitute records

compiled expressly for use in executive meetings, as such meetings are defined in the Virginia

FOIA. Such officials may also maintain personnel files that are confidential, though such files

may be accessible to the individuals to whom they pertain for the limited purposes of the

Virginia PPA.

3.14 FACULTY LEAVE POLICIES Faculty members under the Virginia Sickness and

Disability Program (VSDP) should contact the Office of Human Resources for information

regarding sick leave (including medical conditions resulting from pregnancy and delivery),

family sick leave, and short-term and long-term disability.

3.14.1 Sick Leave The sick leave policy provides each tenured or nontenured full-time

teaching faculty member disabled due to illness, injury, or medical conditions resulting from

pregnancy and delivery with full pay and benefits for up to six months but not to exceed the

faculty member’s annual salary. Sick leave benefits for a nontenured, full-time, teaching faculty

member shall be limited to the length of their contract if the contract expires before six months.

If the full-time teaching faculty member is unable to return to work at the end of the six-month

period, he or she would be covered under the University's dtheyisability leave policy. If a faculty

member's absences are not expected to exceed ten class days, the department chair (or associate

dean in the Colleges of Business or Education) shall ask colleagues in the department to cover

the courses of the absent faculty member. If the faculty member's absences exceed ten class

days, the chair (or associate dean) shall proceed to have the faculty member's courses covered by

either a member of the department or by a part-time instructor. Full financial compensation,

including compensation for the first ten days, shall be awarded to any faculty member who

covers the classes of a colleague whose absence due to illness or injury has exceeded the ten-

class day period.

3.14.1.1 Application for Sick Leave To request sick leave beyond the ten-class day period, a

faculty member must present to his or her chair (or associate dean in the Colleges of Business or

Education) a written statement from the attending physician stating that they as a result of illness

or injury, are unable to perform theirr full-time teaching responsibilities with an estimate of the

period of incapacitation. The chair or associate dean immediately shall forward the request and

physician's statement to the dean. The dean shall inform the Provost and then the faculty

member of their recommendation to approve or disapprove the request for sick leave,

SECTION 3 — APPOINTMENTS, RANKS, SEARCH PROCEDURES, BENEFITS,

concurrently working with the department chair to provide coverage for the faculty member's

courses. The Provost places requests for sick leave on the Personnel Docket for the Board of

Visitors so that the Board may take final action on the request. In order to return to the

classroom, the faculty member must present a written statement from the attending physician to

the dean certifying that he or she is capable of resuming his or her professional duties. If the

faculty member's request for sick leave is denied, they may appeal the decision through the

Faculty Grievance Policy and Procedure (see §5.8).

3.14.1.2 Using and Accruing Sick Leave Upon initial appointment, a faculty member has a

total of six months of sick leave available. Any portion of this sick leave used is deducted from

the faculty member’s sick leave balance. Upon the return to work, the faculty member earns

additional sick leave (to replace sick leave used) at the rate of one month of sick leave earned for

each two successive semesters worked (not counting summer sessions). Additional sick leave

accrues until the faculty member’s sick leave balance totals six months, at which point no

additional sick leave accrues. If the faculty member’s sick leave balance falls to less than six

months at some future point, the faculty member is again eligible to accrue sick leave until the

maximum of six months of available sick leave is reached.

3.14.2 Disability Leave If a full-time teaching faculty member's absence extends beyond the

six months of sick leave, they will be considered for: (a) short-term disability, covered under a

short-term disability leave policy provided by the University or by the Virginia Sickness and

Disability Program (VSDP), whichever may apply; or (b) permanent disability, covered by the

permanent disability program provided by VSDP or by Teachers Insurance and Annuity

Association, whichever may apply. Faculty members should contact the Office of Human

Resources for additional information and assistance.

3.14.3 Parental Leave Parental leave is available for full-time, tenured, tenure-track, or

renewable term appointment teaching faculty upon the birth, adoption or foster placement of a

child younger than 18 years of age. Parental leaves are provided without regard to sex, gender, or

marital status. Adjunct faculty or persons on visiting full-time faculty appointments are ineligible

for parental leaves. Two forms of parental leave are available: (1) initial parental care leave and

(2) extended parental care leave.

3.14.3.1 General provisions The following conditions apply to all parental leaves: (1) faculty

members initiate requests for parental leaves by writing to their department chair (or associate

dean in the Colleges of Business or Education) and to the dean; (2) faculty members should

initiate such requests no later than ninety days prior to the date they wish to commence the

parental leave; (3) parental leave shall be taken within six (6) months following the birth,

adoption, or foster placement of the child; (4) faculty members granted parental leaves shall have

their full-time faculty positions reserved for them until they return to their normal duties; (5)

faculty members shall complete each parental leave within two consecutive semesters, (6)

faculty members who apply for and receive parental leaves do so with the expectation that they

will return to full-time work at the University; (7) a parental leave shall only be taken once in a

12-month period and only once per child; (8) a parental leave does not count against an eligible

faculty member’s sick leave; (9) parental leave shall run concurrently with leave provided under

the Family and Medical Leave Act (FMLA), if the faculty member is eligible; and (10) parental

leave may run concurrently or sequentially with the Virginia Sickness and Disability Program

(VSDP), if the faculty member is eligible for VSDP. If a faculty member elects not to take the

UMW FACULTY HANDBOOK (2023)

leave when the birth, adoption or eligible foster placement occurs, the leave option cannot then

be used in subsequent semesters.

3.14.3.2 Initial Parental Leave Eligible full-time faculty members may receive an initial

parental leave at full salary and benefits for eight weeks upon the birth, adoption or foster

placement of a child younger than 18 years of age.

3.14.3.3 Extended Parental Leave Following the initial parental leave, a tenured, tenure-

track, or renewable term appointment teaching faculty member is eligible to receive a one-

semester (or a part of one semester, if applicable) extended parental leave at half salary with full

benefits. At the end of one extended parental leave, the faculty member may choose to take an

additional extended parental leave for one semester without salary or benefits. In cases where

birth, adoption, or foster placement of a child younger than 18 years of age occurs between

semesters, the faculty member may take an extended parental leave for the next semester at half-

pay and full benefits.

3.14.3.4 Alternative Part-Time Parental Leave A faculty member may propose that they

work part-time for one or two consecutive semesters upon the birth, adoption, or foster

placement of a child younger than 18 years of age rather than taking the standard parental leave

arrangements described above. A request for part-time parental leave must be made in writing to

the department chair (or associate dean in the Colleges of Business or Education) and requires

approval of the College Dean. In a part-time parental leave arrangement, the salary reduction is

based upon the amount of teaching to be done during the leave as stated in the written

arrangements made between the faculty member and the College Dean. A faculty member

electing this form of leave receives a half salary for the semester plus an additional pay

increment equal of one-half of the portion of the full teaching load being taught during the

extended portion part-time leave (after having eight weeks of full-time salary). For example, if

the faculty member proposed to teach half time during a full semester of extended parental leave,

the leave would be compensated at 3/4 pay and full benefits for the semester rather than the half

pay and full benefits for the semester that would be provided if the person took a full extended

parental leave for the semester.

3.14.4 Sick Leave Due to Family Emergency and Bereavement Leave Each full-time

faculty member shall be provided up to ten class days of absence, per academic year, for an

illness, injury, or death of a spouse, child, or parent. In addition, the University complies with the

federal Family and Medical Leave Act (FMLA) in providing leave with or without pay to

eligible employees for situations defined in that Act. Faculty should contact the Benefits

Administrator in the Office of Human Resources for additional information regarding FMLA

provisions that may apply in cases of leave needed for family emergency or bereavement.

3.14.5 Sabbatical Leave Sabbatical leaves of either one semester with full pay and full

benefits or one academic year with half pay and full benefits are available for tenured full-time

teaching faculty members. Those applying for sabbatical leave must have completed, by the

time of the leave, six years of full-time teaching at the University (and be tenured) or six years of

full-time teaching after the completion of a previous sabbatical leave. Approval of a sabbatical

carries with it relief from the requirement to perform other duties for one semester or for one

academic year (depending on the length of the sabbatical term approved). Faculty members

SECTION 3 — APPOINTMENTS, RANKS, SEARCH PROCEDURES, BENEFITS,

granted leave will be obligated to continue employment at the University for at least one full

academic year after the leave or to repay the full amount of the sabbatical support received.

3.14.5.1 Application Procedures for Sabbatical Leaves A written application for sabbatical

leave, together with a letter of acknowledgment from the department chair (or associate dean in

the Colleges of Business or Education), must be submitted to the faculty member’s college dean

by the second Monday in September of the academic year prior to the academic year for which

the leave is requested. The application must include a proposal for a project to be undertaken

during the sabbatical period. Requirements for sabbatical proposals are made available by the

start of the fall semester each year. Each college dean will submit all sabbatical proposals

simultaneously to the Provost and to the University Committee on Sabbaticals, Fellowships, and

Faculty Awards by the first Friday in October.

3.14.5.2 Announcements of Sabbatical Leaves Recommendations from the University

Committee on Sabbaticals, Fellowships, and Faculty Awards regarding sabbatical leaves are due

to the Provost by the last day in October. The Provost reviews these recommendations, and

announces which sabbatical recommendations will be taken to the Board of Visitors for final

action at its next meeting, generally in November or December. While it is the hope and

intention that all eligible applicants with appropriate proposals will be able to receive sabbatical

leaves every seven years, financial and staffing constraints limit the actual number of leaves

granted.

3.14.5.3 Required Final Report Following the first full post-sabbatical semester, the faculty

member is required to submit a sabbatical report to the Provost at the beginning of the

consequent semester (i.e., early September for a preceding fall’s sabbatical, early January for a

preceding spring’s or full academic year’s sabbatical). There is no standardized format for the

report but it should review the proposed sabbatical goals with respect to what was accomplished

during the sabbatical period. Applications for future sabbaticals will take into account the

submission of this report.

3.14.6 Civil Leave Faculty members may be granted leave with full pay for any absence

necessary for serving on a jury or attending court as a witness under subpoena. Such leaves are

approved by the dean. If faculty members on civil leave receive compensation for witness fees,

they must endorse the payments to the University of Mary Washington. Expense fees paid for

service on a jury are retained by the faculty member.

3.14.7 Annual Leave Annual leave is not earned by either full-time or part-time teaching

faculty. Faculty have various breaks and vacation times when classes are not in session; these

times are listed on the academic calendar and also published in the current Academic Catalog.

3.14.8 Leave of Absence Without Pay A full-time teaching faculty member who has

served for a minimum of two years may apply for a leave of absence without pay and benefits for

one semester or one academic year. A written request for a leave of absence without pay,

together with a letter of acknowledgment from the department chair (or associate dean in the

Colleges of Business or Education), normally must be submitted to the dean by the second

Monday in September of the academic year prior to the academic year for which leave is

requested. The dean will consult with the department chair (or associate dean in the Colleges of

Business or Education) and thereafter submit a recommendation to the Provost who will forward

UMW FACULTY HANDBOOK (2023)

his or her recommendation to the President and Board of Visitors for a final action, generally in

November or December of that same year. The acceptance of a leave obligates the faculty

member to continue his or her employment with the University for at least one full academic

year after the leave. Any faculty member granted a leave of absence without pay shall have their

full-time faculty position reserved until he or she returns from his or her leave. If a faculty

member's request for a leave of absence without pay is denied, they may appeal the decision

through the Faculty Grievance Policy and Procedure (§5.8).

3.15 EXTENSION OF PROBATIONARY PERIOD Tenure-track faculty members have

the option of requesting an extension of the probationary period, with or without taking a leave

of absence, for reasons coinciding with faculty leave policies on sick leave (§3.14.1), disability

leave (§3.14.2), and infant-care leave (§3.14.3). Requests for extensions other than these maybe

granted at the dean’s discretion. The department chair and the dean must be informed in writing,

prior to or during the semester in question, of the request to extend the probationary period. The

dean shall inform the faculty member within two weeks of his or her recommendation to approve

or disapprove the request. All requests for extensions must be forwarded to the Provost and then

to the President of the University, who will forward his or her recommendation to the Board of

Visitors for final action. Faculty may choose to extend the probationary period for a period of up

to one year per request. When they become eligible to apply for tenure, faculty members whose

probationary period is extended shall be considered for tenure at the next regularly scheduled

evaluation period and shall be evaluated for tenure and promotion in accordance with the

standard criteria (not higher expectations). Faculty members who have requested to extend the

probationary period may not subsequently elect to return to the original probationary period.

Extending the probationary period shall in no way affect merit pay procedures. If the faculty

member’s request for extension is denied, he or she may appeal the decision through the Faculty

Grievance Procedure (see §5.8).

3.16 FRINGE AND OTHER BENEFITS All new faculty are expected to contact the Office

of Human Resources on or before the effective date of their appointment to receive full

information regarding the various benefit and deduction programs and to complete certain

personnel forms. Benefit and deduction programs include social security, retirement plans,

group life insurance, disability insurance, enrollment in UMW course work, ID card privileges,

etc. Any faculty member desiring detailed information pertaining to benefit programs should

contact the Office of Human Resources.

3.17 SEPARATION In order to insure the proper completion of all paperwork and the return

of University property, the following exit procedures must be completed by each employee

leaving the employment of the University. In addition to the required procedures outlined below,

each employee is encouraged to have an exit interview with Office of Human Resources. The

exit interview is voluntary and provides for the exchange of information and/or suggestions,

which are of benefit to both the employee and the University. Questions regarding this policy

should be directed to the Office of Human Resources.

3.17.1 Faculty Exit Procedures Upon resignation, non-renewal of contract, or dismissal,

the department chair will refer the faculty member to these exit procedures and then notify the

SECTION 3 — APPOINTMENTS, RANKS, SEARCH PROCEDURES, BENEFITS,

Office of Human Resources, submit all final grades to the Office of the Registrar, return all

library books and/or pay all library fines, and turn in all University-owned property (e.g., keys,

equipment, ID card) to the Office of Human Resources.

3.17.1.1 Tasks Required of Full-time Faculty Prior to Leaving the University Prior to the

effective date of separation, the exit procedures must be completed by the faculty member,

whereupon the exit the Office of Human Resources will release the final paycheck(s).

3.17.1.2 Tasks Required of Full-time Faculty Upon Retirement Prior to the effective date

of retirement, the exit procedures must be completed by the faculty member, whereupon the

HRO will release the final paycheck(s) and issue a courtesy ID card and parking decal.

3.17.1.3 Part-time Faculty Exit Procedures The department chair will provide the faculty

member with a copy of the exit procedures and then notify the Office of Human Resources.

Prior to the effective date of separation, the exit procedures must be completed by the faculty

member, whereupon the HRO will release the final paycheck(s).

3.17.2 Resignation A faculty member who intends to resign his or her faculty appointment

should meet with the department chair or the dean and make those intentions known, as early as

possible before the effective date of the resignation. After that meeting, the resignation itself is

accomplished by means of a letter addressed to the dean, with copies sent to the department chair

and the Provost. The letter should briefly state the reason for the resignation and identify the date

upon which it will be effective.

3.17.2.1 Notice of resignation There is no set policy concerning a faculty member's

obligation to give notification of their intention to resign. The following AAUP statement (1961,

revised 1990) given in American Association of University Professors Policy Documents and

Reports is, however, offered as a guide:

1. Negotiations looking to the possible appointment for the following fall of persons who are

already faculty members of other institutions, in active service or on leave of absence and not on

terminal appointment, should be begun and completed as early as possible in the academic year.

It is desirable that, when feasible, the faculty member who has been approached with regard to

another position inform the appropriate officers of their institution when such negotiations are in

progress. The conclusion of a binding agreement for the faculty member to accept an

appointment elsewhere should always be followed by prompt notice to the faculty member's

institution.

2. A faculty member should not resign in order to accept other employment as of the end of the

academic year, later than May 15 or thirty days after receiving notification of the terms of his

continued employment the following year, whichever date occurs later. It is recognized,

however, that this obligation will be in effect only if institutions generally observe the time factor

set forth in the following paragraph for new offers. It is also recognized that emergencies will

occur. In such an emergency the faculty member may ask the appropriate officials of the

institution to waive this requirement, but the faculty member should conform to their decision.

3. To permit a faculty member to give due consideration and timely notice to their institution in

the circumstances defined in paragraph one of these standards, an offer of appointment for the

UMW FACULTY HANDBOOK (2023)

following fall at another institution should not be made after May 1. The offer should be a

“firm” one, not subject to contingencies.

4. Institutions deprived of the services of faculty members too late in the academic year to

permit their replacement by securing the members of other faculties in conformity to these

standards, and institutions otherwise prevented from taking timely action to recruit from other

faculties, should accept the necessity of making temporary arrangements or obtaining personnel

from other sources, including new entrants to the academic profession and faculty personnel who

have retired.

5. Except by agreement with their institution, faculty members should not leave or be solicited

to leave his position during an academic year for which they hold an appointment.

3.17.3 Retirement The University has no mandatory retirement policy. Retirement benefits

vary depending upon retirement age, years of service, and payment options. Information

regarding retirement options and benefits is available in the Human Resources Office.

3.17.3.1 Notice of Retirement A faculty member who intends to retire should state that

intention at least ninety calendar days prior to the planned date of retirement. The letter stating

the intent to retire should be addressed to the dean, with copies sent to the department chair and

the Provost, and should identify the date upon which the retirement will be effective. Faculty are

advised to consult with the Human Resources Office prior to writing the retirement letter.

3.17.3.2 Eligibility to Continue Teaching After Retirement Faculty members who retire

may continue to teach on a part-time, temporary basis while still drawing retirement benefits.

However, certain benefit restrictions apply. Faculty members who are considering part-time,

temporary teaching after retirement should contact the dean for additional information about the

required “break in service” period before returning to teach in apart-time capacity.

3.18 NONREAPPOINTMENT The University is guided by the AAUP “Standards for Notice

of Nonreappointment” of regular (tenure-track) faculty. Policy concerning notice of

nonreappointment is set forth in the following statement (1940, revised 1964 and 1990) from

American Association of University Professors Policy Documents and Reports (9th edition):

1. Not later than March 1 of the first academic year of service, if the appointment expires at the

end of that year; or, if a one-year appointment terminates during an academic year, at least three

months in advance of its termination.

2. Not later than December 15 of the second academic year of service, if the appointment expires

at the end of that year; or, if an initial two-year appointment terminates during an academic year,

at least six months in advance of its termination.

3. At least twelve months before the expiration of an appointment after two or more years in the

institution.

3.18.1 Non-Renewal of Tenure-Track Contracts For any regular (tenure-track) faculty

member, even one in the first academic year of service, who is not to be reappointed (other than

SECTION 3 — APPOINTMENTS, RANKS, SEARCH PROCEDURES, BENEFITS,

in instances of dismissal for cause or of a faculty member's failure to fulfill the terms of a

conditional contract), the University notifies that faculty member of the nonreappointment

decision before May 15 of the decision year and offers a full terminal-year appointment for the

ensuing academic year. Notification of nonreappointment is conveyed in a letter from the dean.

The letter states the reason(s) for the termination, with reference to specific performance

shortcomings. Appeal of the nonreappointment decision of the dean may be made, in writing, to

the Provost, whose decision is final. Faculty on limited term appointments (see §3.1.4) may

assume termination at the end of the specified term, regardless of performance. Reappointment

may be offered by the University as needs may dictate, with as much notice as can conveniently

be given.

3.18.2 Non-Renewal of Renewable Term Contracts If the department chair, dean, and

Provost agree not to renew a faculty member’s renewable term appointment (RTA) contract,

except for cause, the faculty member will receive written notice of the decision and an

explanation of the basis for the decision. See §4.4 for policies and procedures regarding

termination for cause. For RTA faculty under an initial appointment, the deadline for

notification of non-renewal is December 15 of the academic year in which the appointment ends.

For RTA faculty under a reappointment, notification of non-renewal is due 12 months prior to

the expiration of the reappointment. If written notification of non-renewal is not provided by the

required deadline, the faculty member will be offered, at the Provost’s sole discretion, either: i) a

final one-year limited term contract for the academic year following the one in which the

appointment ends; or ii) equivalent separation pay calculated on the basis of the faculty

member’s annual salary multiplied by a factor of 1.20 (to account for the value of fringe

benefits).

3.18.3 Limited Term Appointments Appointments of this type are provided for a fixed

term of service as specified in the contract, usually one semester, one summer session, or one

academic year. Because these contracts are non-renewable, notification of non-renewal is not

required.

SECTION 4

PROCEDURES REGARDING TERMINATION OF

FACULTY APPOINTMENTS BEFORE THE END OF

THE APPOINTMENT TERM, AND SANCTIONS FOR

VIOLATIONS OF POLICY

4.1 TERMINATION OF AN APPOINTMENT BEFORE THE END OF THE TERM

SPECIFIED IN THE FACULTY MEMBER’S APPOINTMENT LETTER (CONTRACT)

Termination of a tenured or tenure eligible appointment, or of a probationary or specified-term

appointment before the end of the term specified in the contract, may occur (a) under

extraordinary circumstances because of financial exigency that threatens the University as a

whole, or (b) because of the discontinuance of a specific program or department of instruction

within a college.

4.1.1 Financial Exigency Financial exigency is an imminent financial crisis that threatens the

University as a whole and that cannot be alleviated by less drastic means than termination of

academic appointments. The existence of a condition of financial exigency shall be determined

and declared by the president of the university following consultation with the University Budget

Advisory Committee. The criteria for selecting appointment(s) to be terminated shall be

determined by the Provost following consultation with the University Faculty Council (UFC).

However, ultimate authority over these decisions rests with the President and the Board of

Visitors.

4.1.1.1 Once the President and the University Budget Advisory Committee have determined the

substantive standards for financial exigency (as defined above) have been met, but before any

faculty appointment is terminated, the Provost will meet with the UFC and ask the UFC to affirm

that a condition of financial exigency exists. Although the UFC’s response is not binding on the

President, should the UFC determine that the substantive standards have not been met, that

opinion will be entered into the record and forwarded to the University Faculty Affairs

Committee and, if necessary, to the Board of Visitors should the faculty member(s) whose

positions have been reassigned or terminated appeal the decision.

4.1.1.2 The Provost in consultation with the University Faculty Affairs Committee (UFAC) shall

determine the criteria for identifying the individuals whose appointments are to be terminated.

The criteria may include consideration of length of service. The Provost and the Committee

should consult all concerned programs or departments as part of its deliberations, and follow to

the extent possible the AAUP Guidelines “On Institutional Problems Resulting from Financial

Exigency.” Before recommending termination of an appointment, the Provost and the

Committee shall make every effort to find another suitable position at the University for the

affected faculty member(s).

SECTION 4 — PROCEDURES REGARDING TERMINATION OF FACUTY APPOINTMENTS

4.1.1.3 If the University terminates faculty appointments because of financial exigency, it will

not at the same time make new faculty appointments, or retain non-tenured faculty while

terminating tenured faculty, except in extraordinary circumstances where a serious distortion of

the University’s academic program would otherwise result. If the administration issues written

notice to a particular faculty member of the intention to terminate his or her appointment because

of financial exigency, the faculty member may appeal the decision to the University Faculty

Appeals and Grievance Committee within thirty calendar days of receipt of notice of intent to

terminate. The hearing will be governed by the hearing procedures set forth in §4.2.

4.1.2 Discontinuance of a Program or Department of Instruction A decision to

terminate academic appointments resulting from the discontinuance of a program or department

of instruction not compelled by financial exigency (as defined in §4.1.1 above) must reflect

long-range institutional judgments that the educational mission of the University as a whole will

be enhanced by the discontinuance.

4.1.2.1 The determination that it is in the best interest of the University’s educational mission to

discontinue the program or department, and the identification of the criteria for selecting the

appointment(s) to be terminated or reassigned, shall be made by the Provost in consultation with

UFC (or a committee of their choosing). However, ultimate authority over these decisions rests

with the President and the Board of Visitors. Once the President and the UFC have determined

that the substantive standards for discontinuance of a program have been met (as defined above),

but before any faculty appointment is terminated, the Provost will request that the UFC affirm

that the discontinuance of a program or department of instruction reflects long-range institutional

judgments that the educational mission of the University as a whole will be enhanced.

4.1.2.2 Although the UFC’s response is not binding on the President, should the UFC determine

that the substantive standards have not been met, that opinion will be entered into the record and

forwarded to the University Faculty Affairs Committee and, if necessary, to the Board of Visitors

should the faculty member(s) whose positions have been reassigned or terminated appeal the

decision (see §4.5.3).

4.1.2.3 The Provost shall determine the criteria for identifying the individuals whose

appointments are to be terminated or reassigned following consultation with the University

Faculty Council or (or a committee of their choosing). The criteria may include consideration of

length of service. The committee should consult all concerned programs or departments as part

of its deliberations. Before terminating an appointment, the committee and the Provost shall

make every effort to find another suitable position at the University for the faculty member, even

if such an appointment requires retraining. If the University plans to discontinue a program or

department of instruction for reasons other than financial exigency, it should likewise plan to

bear the costs of relocating or retraining affected faculty members placed in another position

within the University.

4.1.2.4 If the administration issues notice to a particular faculty member of an intention to

terminate or reassign his or her appointment because a program or department of instruction is to

be discontinued, the faculty member may appeal the decision to the University Faculty Appeals

UMW FACULTY HANDBOOK (2023)

and Grievance Committee within thirty calendar days of receipt of notice of the intent to

terminate. The hearing will be governed by the hearing procedures set forth in §4.2 (below).

4.2 APPEAL PROCEDURES IN CASES INVOLVING TERMINATION OR

REASSIGNMENT OF FACULTY APPOINTMENTS PRIOR TO THE END OF THE

SPECIFIED APPOINTMENT (CONTRACT) TERM The University Faculty Appeals and

Grievance Committee (FAGC) shall make findings of fact, conclusions, and recommendations in

a timely manner and issue a written report to the Provost and the faculty member(s). The

findings of the University Faculty Council (UFC) shall be introduced.

4.2.1 FAGC Consideration The FAGC shall consider the following as part of deliberations.

4.2.1.1 Whether the administration followed the procedures set forth above (the FAGC may

consult with the UFC as needed). If the FAGC discovers a procedural irregularity, it shall

indicate to the Provost in writing the nature of the irregularity and the point at which the process

should resume.

4.2.1.2 The existence and extent of the condition of financial exigency or the conclusion that the

educational mission of the University as a whole will be enhanced by the discontinuance of a

program or department of instruction, if the UFC has not affirmed the decision of the

administration. In that case, the burden shall rest with the administration to demonstrate its case.

If the UFC has affirmed the decision, the FAGC will not reevaluate the decision.

4.2.1.3 The validity of the educational judgments and criteria used to determine which

appointments are to be terminated.

4.2.1.4 Whether the criteria are being properly applied in the individual case.

4.2.2 FAGC Findings If the Committee (.1) finds no procedural irregularities meriting

reconsideration of the administrative decision to terminate, (.2) does not disagree with (or does

not reevaluate) the decision as to the existence of financial exigency or that discontinuance will

enhance the educational mission, (.3) does not find invalid the judgment and criteria for selecting

appointments for termination, and .4) does not find misapplication of those criteria in the case at

hand, its decision shall be final, subject to appeal as described below.

4.2.3 Provost Review of FAGC Findings In all other cases, within thirty calendar days of

receipt of the report, the Provost shall (1) provide an opportunity for written response by the

faculty member, (2) accept or reject the recommendation of the FAGC, and (3) state the reasons

for acceptance or rejection in writing to the FAGC and the faculty member.

4.2.4 Appeal of Findings by FAGC and/or the Provost If the FAGC or the Provost

recommends termination, the faculty member will then have 30 calendar days after receipt of

notice from the Committee or Provost, respectively, to appeal the decision to the President and

the Board of Visitors per the procedures outlined in §4.5.

SECTION 4 — PROCEDURES REGARDING TERMINATION OF FACUTY APPOINTMENTS

4.3 IMPOSING SANCTIONS FOR ALLEGATIONS OF VIOLATIONS OF POLICY,

AND DISCHARGE FOR CAUSE Imposing sanctions for violations of University policy

and/or termination of an appointment with tenure or of a non-tenured appointment before the end

of the period specified in the faculty member's current contract may be effected only for

adequate cause.

4.3.1 Grounds Adequate cause termination of a contract before the end of its specified term,

is defined as:

4.3.1.1 Incompetence, neglect of duty, or misconduct of such a nature as to render the individual

unfit to continue as a member of the faculty. Adequate cause for dismissal must be related

directly and substantially to the fitness of faculty members in their professional capacity as

academicians. Dismissal shall not be used to restrain faculty members in the lawful exercise of

any individual legal rights;

4.3.1.2 Medical reasons of such a nature as to render the faculty member unable to fulfill his or

her professional responsibilities; or

4.3.1.3 Bona fide financial exigency on the part of the University or discontinuance of a

program, department, or college of instruction (see §4.1 for procedures).

4.3.2 Principles and Definitions This section of the Faculty Handbook describes the

general principles and definitions of terms applying in instances in which the University

investigates alleged violations of University policy by a faculty member and imposes sanctions

should clear and convincing evidence support the allegation. In certain cases, violation of

University policy may also entail violation of the policies of external organizations;

consequently, cases alleging discrimination/ discriminatory harassment or misconduct in

scholarly activity or research require special procedures to ensure compliance with external

agencies and regulations (see §5.3). Nevertheless, the following general procedures and

principles apply for all allegations against a faculty member for violation of a University policy.

Complaints involving sex or gender based harassment and discrimination shall be addressed

under UMW’s Policy on Sex and Gender-Based Harassment and Other forms of Interpersonal

Violence and the procedures and principles contained therein, including any appeal.

4.3.2.1 Purview The procedures spelled out in this section of this Faculty Handbook shall be

the sole method for investigating and/or resolving any complaint against a faculty member,

unless otherwise mandated by the law or policy of the United States or the Commonwealth of

Virginia.

4.3.2.2 Initiation of Allegations Allegation means any written or oral complaint of violation

of University policy made to an appropriate administrative officer. A good faith allegation is one

made with the honest belief that a violation may have occurred. According to the U.S. Office of

Research Integrity, an allegation is not made in good faith “if it is made with reckless disregard

for or willful ignorance of facts that would disprove the allegation.” The Administrative Officers

empowered to receive allegations and to initiate inquiries are the program director, chair, and/or

UMW FACULTY HANDBOOK (2023)

dean to whom the faculty member reports; and the Provost. Allegations of discrimination or

discriminatory harassment may also be made to the AA/EEO Officer, or in the case of

sex/gender discrimination, to the Director of Compliance.

4.3.2.3 Deciding Officials The Deciding Official is the administrative officer who makes the

final determination that a policy has been violated and decides on the appropriate institutional

action. In cases in which the complaint is resolved during the stage of informal investigation and

mediation, the deciding official may be the academic dean, the AA/EEO officer (in cases

alleging discrimination or discriminatory harassment), or the Provost. In cases in which the

complaint is resolved during an inquiry, the deciding official maybe the program director, chair,

or academic dean, the AA/EEO officer (in cases alleging discrimination or discriminatory

harassment), or the Provost. In cases that proceed to the stage of formal investigation and

resolution, the deciding official shall be the Provost, the President, and/or the Board of Visitors.

4.3.2.4 Inquiry, Investigation, and Mediation Inquiry describes the stage in which the

administrative officer suspects or receives an allegation of violation of policy, determines the

validity of the allegation, and seeks resolution of the problem. An informal investigation and/or

mediation occurs when preliminary attempts to resolve the matter fail or when the allegation

makes private resolution impossible (for example, because of the gravity of the situation or

because a granting agency requires at least informal investigation). Informal investigations

gather and dispense information, attempt to mediate the complaint, and/or determine whether a

formal investigation is warranted. Formal investigation and resolution describes the

adjudicating committee’s examination and evaluation of the evidence supporting the charge and

the determining officer’s decision based on the committee’s findings.

4.3.2.5 Standards of Proof Before any sanctions are imposed, it must be determined that

there is clear and convincing evidence in support the allegation. “Clear and convincing

evidence” does not require evidence that is beyond a reasonable doubt; it is defined as that

degree of proof that will produce a firm belief in the allegations sought to be established. Clear

and convincing evidence thus, is an intermediate standard requiring more than a preponderance

of evidence, but less than the certainty required by evidence that is beyond a reasonable doubt.

4.3.2.6 Sanctions Major sanctions are normally limited to dismissal, suspension, reduction in

pay, reduction in rank or status, or removal from a research project. Minor sanctions carry lesser

or short-term consequences.

4.3.2.7 Safeguards Against Retaliation Retaliation refers to any action taken by the

University or by a faculty or staff member or group of faculty or staff members against an

individual or individuals because the latter have, in good faith, made or provided evidence in

support of an allegation. As explained in §5.3.4, acts of retaliation violate University policy and

are subject to investigation and disciplinary action if an allegation of retaliation is substantiated.

4.3.2.8 Confidentiality In all proceedings, confidentiality will be maintained. The mere

suspicion of wrongdoing, even if totally unjustified, is potentially damaging to an individual’s

career. Thus, information concerning any investigation should be available only to those with a

right or a need to know. An unwarranted reference to an exonerated case may in itself constitute

SECTION 4 — PROCEDURES REGARDING TERMINATION OF FACUTY APPOINTMENTS

misconduct. If a complainant desires anonymity and believes that the administrator’s discussion

with the accused faculty member would reveal their identity, the administrative officer will end

the inquiry or investigation immediately, if possible, and take no further action against the

faculty member. No notes, reports, files, or other written documents shall be kept about the

conversation. However, should external regulations—e.g., those of the AA/EEO officer—or

concerns about community safety require an administrator to confront the accused, the

administrator shall so inform the complainant in person and explain the reasons for having to

confront the accused. Should external regulation or safety concerns require the administrative

officer to pursue an inquiry and/or investigation, the complainant’s identity will be kept

confidential to the extent possible, but the faculty member shall be apprised of the allegation and

have access to any written documents produced by University officials or committees.

4.3.3 General Procedures for Addressing Allegations

4.3.3.1 Inquiries When the appropriate administrative officer receives an allegation that a

faculty member has violated University policy, or when that administrative officer themselves

finds evidence that a faculty member under their supervision has violated University policy, that

administrative officer shall first discuss the allegation and/or offending conduct with the faculty

member (see above on confidentiality). Should the administrative officer determine that there is

reason to proceed, they shall define the violation and explain relevant policy and procedures in

writing. The administrative officer shall provide the faculty member an opportunity to respond.

The administrative officer shall seek a solution that is mutually satisfactory to all parties

involved (e.g., an agreement to stop the offending conduct, and/or amelioration or remediation).

Absent any mutually-agreed upon solution, the administrative officer may impose a minor

sanction, in which case the process ends at this stage, except that the faculty member may then

file an appeal (see §4.5).

4.3.3.2 Informal Investigation and/or Mediation Should no settlement be reached or should

the appropriate administrative officer believe that action beyond the imposition of a minor

sanction is called for, the administrative officer shall deliver written notice of the allegation to

the accused faculty member and to the Provost; the Provost will then normally initiate an

informal investigation. The general purpose of the informal investigation is to review the

charges, to educate the parties where appropriate, to attempt to resolve the issue when possible,

and/or to determine whether a formal investigation is warranted. The bodies conducting the

informal investigation and the procedures followed will vary according to the type of alleged

offense (see §4.4, §4.6, §4.7, and §4.8).

4.3.3.3 Formal Investigation and Resolution Formal investigation of charges may ensue

when no settlement is reached during informal investigation and mediation, and/or when the

appropriate officer and/or the body conducting the informal investigation concludes that the

alleged violation is sufficiently grave and the evidence supporting the allegation is sufficiently

convincing to warrant major sanction, as defined in §4.3.2.6 (above). In cases alleging

discrimination or discriminatory harassment by a faculty member, the formal investigation will

be conducted by the AA/EEO officer and his or her recommendations forwarded to the

University Faculty Affairs Committee; the University Faculty Affairs Committee will find for or

against the faculty member and may, in the latter instance, recommend a sanction. In all other

UMW FACULTY HANDBOOK (2023)

cases, the investigation will be conducted by the appropriate faculty committee (see §4.4, §4.6,

§4.7, and §4.8); the committee will find for or against the faculty member and may, in the latter

instance, recommend a sanction.

4.3.3.4 Interim Suspension or Reassignment Pending a decision based upon the informal

and/or formal investigation, if the Provost determines that immediate or likely harm to the

faculty member, other members of the University community, or the educational function of the

University is threatened by continuance, the Provost may suspend the accused faculty member(s)

with pay, or, in lieu of suspension, assign the faculty member(s) to other duties. Before so

suspending a faculty member, the Provost will consult with the University Faculty Affairs

Committee concerning the propriety, length, and other conditions of the suspension (the faculty

member may waive the right to have the University Faculty Council consulted and accept the

suspension, but the waiver must be in writing). A suspension cannot continue indefinitely;

should the suspension or reassignment continue beyond 120 days, the Provost shall justify the

cause of the delay to the University Faculty Council.

4.3.3.5 Remedies and Sanctions Remedies and sanctions may include, but are not limited to:

• A warning not to repeat the offending conduct;

• Special monitoring of teaching or research;

• Separation of the parties involved;

• Required participation in an educational program (such as harassment, or discrimination);

• A letter of reprimand;

• Removal from a research project (including long-term disbarment);

• Suspension of access to laboratories and/or offices;

• Reassignment of duties;

• Loss of travel funds, research funds, etc.;

• Denial of a pay increase;

• Reduction in rank or salary or loss of endowed chair;

• Probation;

• Suspension with or without pay;

• Dismissal.

4.3.3.6 Appeals of Major Sanctions Should a faculty member, at the end of a formal

investigation, receive a major sanction (as defined in §4.3.2.6), they may appeal to the Faculty

Appeals and Grievance Committee on the grounds of procedural irregularities or of inadequate

consideration. Appeals on any other grounds are made to the President and the Board of Visitors

(see §4.5 for appeals process).

4.3.3.7 Faculty Notification and Access to Files Nothing concerning allegations against a

faculty member shall be kept in writing by any committee, officer, or office of the University

unless the faculty member is notified of the existence of and provided access to the written

material (be that notes, reports, files, etc.). The faculty member shall also be afforded the

opportunity to respond to the allegation and to have that response added to the written record.

(This standard does not apply to conversations or discussions that do not result in further inquiry

or investigation and/or enduring notes, reports, files or other written documents).

SECTION 4 — PROCEDURES REGARDING TERMINATION OF FACUTY APPOINTMENTS

4.4 PROCEDURES FOR FORMAL INVESTIGATION OF VIOLATIONS OF

UNIVERSITY POLICY This section outlines the common procedures and general guidelines

used for the formal investigation of any allegation of violation of university policy by a faculty

member. The formal investigation shall be conducted by the University Faculty Affairs

Committee (UFAC). Subsequent appeals, if any, are made to the Faculty Appeals and Grievance

Committee (FAGC). The Provost shall submit the written statement of charges, the report

prepared by the relevant faculty committee or investigative team, and the faculty member’s

response (if any).

4.4.1 Challenges to Committee membership The accused faculty member and the

Provost will each have a maximum of two challenges to the composition of the UFAC for the

purposes of the formal investigation, without stated cause. To prevent the perception of bias or

conflict of interest, any member will step down at the request of a majority of the members of the

UFAC who have not been removed by a challenge. The committee must have at least five

members to conduct the formal investigation. Any necessary replacements on the committee

should challenges and recusals result in fewer than five members will be made by the University

Faculty Organization Committee.

4.4.2 Pre-Hearing Meetings The UFAC may, with the consent of the parties concerned,

hold joint pre-hearing meetings with the parties in order to (1) simplify the issues, (2) effect

stipulations of facts, (3) provide for the exchange of documentary or other information, and (4)

achieve such other appropriate pre-hearing objectives as will make the hearing fair, effective,

and expeditious.

4.4.3 Required Notification Service of notice of hearing with specific charges in writing

will be made at least twenty calendar days prior to the hearing. The faculty member may waive

a hearing and may respond to the charges in writing at any time before the hearing. If the faculty

member waives a hearing, but denies the charges, the UFAC will evaluate all available evidence

and rest its recommendation upon the evidence in the record.

4.4.4 Conduct of Hearings The UFAC, in consultation with the President, the Provost, and

the faculty member, will exercise its judgment as to whether the hearing should be public or

private. During the proceedings, the faculty member will be permitted to have an advisor and/or

lawyer of the faculty member's own choice. The advisor/lawyer serves strictly as a source for

the faculty member, and may not speak during the proceedings except to the faculty member. At

the request of either party or the UFAC, a representative of an appropriate educational

association shall be permitted to attend the proceedings as an observer. A verbatim record of the

hearing or hearings will be taken and a transcript will be made available to the faculty member

without cost, at the faculty member's request. The UFAC may grant adjournments to enable

either party to investigate material evidence for which a valid claim of surprise is made and to

prevent prejudice.

4.4.5 Rights to Cross Examine During the Hearing The faculty member and the

administration will have the right to confront and cross-examine all witnesses. Where the

UMW FACULTY HANDBOOK (2023)

witnesses cannot or will not appear, but the UFAC determines that the interests of justice require

admission of their statements, the UFAC will identify witnesses, disclose their statements, and if

possible provide for written interrogatories.

4.4.6 Evidence and Standards of Proof The burden of proof rests with the University and

shall be satisfied only by clear and convincing evidence as introduced in the record of the

hearing when considered as a whole. The UFAC will not be bound by strict rules of legal

evidence, and may admit any evidence that is of probative value in determining the issues

involved. Every reasonable effort will be made to obtain the most reliable evidence available.

The faculty member will be afforded an opportunity to obtain necessary witnesses and

documentary or other evidence; however, the parties bear the burden of arranging for the

presentation of witnesses and documentary or other evidence. The administration will cooperate

to the extent practicable with the UFAC in securing witnesses and making available

documentary and other evidence. In the hearing of charges of incompetence, evidence should

include testimony of qualified faculty members from this or other institutions of higher

education.

4.4.7 Avoidance of Public Statements About the Proceedings Except for such simple

announcements as may be required, covering the time of the hearing and similar matters, public

statements and publicity about the cases by either the faculty member or administrative officers

will be avoided so far as possible until the proceedings have been completed, including appeal to

the Board of Visitors.

4.4.8 Formal Finding The UFAC shall render a formal finding based upon the evidence

admitted at the hearing or hearings; the formal finding shall be based solely on the record as a

whole and shall be in writing. The formal finding shall reflect the majority opinion of the

University Faculty Affairs Committee and shall contain a summary of the committee’s

proceedings and deliberations. It should also describe the policies and procedures under which

the investigation was conducted, how and from whom information was obtained relevant to the

investigation, the findings, and the basis for the findings. The Provost and the faculty member

shall receive a copy of the formal finding and, should either one request it, a copy of the record

of the hearing.

4.5 APPEAL OF MAJOR SANCTIONS

4.5.1 Appeal on Grounds of Inadequate Consideration If the faculty member alleges

that a decision resulting in a major sanction was based on inadequate consideration, the FAGC

shall review the allegation and determine whether the decision was the result of adequate

consideration in terms of the relevant standards of the University. The term "adequate

consideration" refers to procedural rather than substantive issues. It requires that the decision be

arrived at conscientiously; that all relevant evidence be considered; that there be adequate

deliberation by the appropriate committees and administrative officers over the import of the

evidence in the light of the relevant policies; that irrelevant and improper standards be excluded

from consideration; and that the decision be a bona fide exercise of professional academic

SECTION 4 — PROCEDURES REGARDING TERMINATION OF FACUTY APPOINTMENTS

judgment. The standard of adequate consideration does not permit the FAGC to substitute its

judgment for those of the committees or administrative officers.

4.5.1.1 Filing an Appeal Based on Inadequate Consideration Allegations of inadequate

consideration, with supporting information, maybe filed with the FAGC only after receipt of the

letter from the Provost imposing the sanction (including dismissal). The allegation must be filed

no later than 14 calendar days after receipt of such letter.

4.5.1.2 Written Report of Appeal Finding The FAGC shall provide a written report of its

findings to the accused faculty member, the appropriate committees and administrative officers

involved, and the President not later than 30 calendar days after the date of the accused’s request

for reconsideration is filed with the Committee. If the FAGC finds that the accused’s case was

not given adequate consideration, it shall indicate in its report the respects in which it believes

the consideration may have been inadequate and the point in the process at which reconsideration

is to begin. If the FAGC finds that the accused’s case received adequate consideration, the

Committee’s determination shall be final.

4.5.2 Appeal to the President In the case of dismissal or other major sanction, the faculty

member may appeal to the President within 15 calendar days of receipt of the written sanction

from the Provost. If the faculty member appeals to the President, the Provost will transmit to the

President the record of the case. The President’s review will be based on the record of the formal

hearings; the President will determine whether his/her review will provide opportunity for oral or

written argument or both, by the parties at the hearings or by their representatives. The decision

of the Provost will either be sustained, or the proceeding returned to the Provost or the FAGC,

depending on where the earliest disagreement occurs, with specific objections and/or

instructions. The Provost or the FAGC will then reconsider, taking into account the President’s

stated objections and receiving new evidence if necessary. The President will make a final

decision only after study of the report of reconsideration; the decision will be transmitted to the

faculty member in writing.

4.5.3 Appeal to the Board of Visitors If a decision for dismissal or major sanction is

appealed to the President, the President renders the final decision on the substance of the appeal.

A faculty member may request, through the President, that a further appeal to the Board of

Visitors is warranted on the grounds that the faculty member’s due process rights were not

properly followed during the procedures for determining that violation of university policy had

occurred. A claim that the faculty member’s due process rights had been abridged is the only

grounds for requesting that the President notify the Board of Visitors of the faculty member’s

request for an appeal to the Board. The determination of whether the faculty member’s due

process rights were violated will be made by the Office of the Attorney General of the

Commonwealth of Virginia.

4.6 ALLEGATIONS OF INCOMPOTENCE, NEGLECT OF DUTY, OR MISCONDUCT

Incompetence, neglect of duty, or misconduct must be of such a nature as to render the

individual unfit to continue as a member of the faculty. Adequate cause for sanctions, including

dismissal, must be related directly and substantially to the fitness of faculty members in their

UMW FACULTY HANDBOOK (2023)

professional capacity as academicians. Dismissal shall not be used to restrain faculty members

in their lawful exercise of any individual legal rights.

4.6.1 Inquiry When a program director, department chair, or college dean receives an

allegation or finds evidence that a faculty member under their supervision may be guilty of

incompetence, neglect of duty, or misconduct, that administrative officer shall discuss the

allegation and/or offending conduct with the faculty member.

4.6.1.1 Should a complainant wish a conversation with the administrative officer about an

alleged violation by a faculty member remain confidential, and should the complainant believe

that the administrator’s discussion with the faculty member would reveal the complainant’s

identity, the administrative officer shall end the inquiry with no further action taken against the

faculty member (subject to the conditions of §4.3). No formal notes, reports, files, or any other

official documentation shall be kept about this conversation.

4.6.1.2 Should safety considerations require the administrative officer to pursue an inquiry

and/or investigation, the complainant’s identity will be kept confidential to the extent possible,

but the faculty member shall be apprised of the allegation and have access to any written

documents produced by University officials or committees.

4.6.1.3 Should the administrative officer determine that there is reason to proceed, he or she

shall define the alleged or perceived violation and explain relevant policy and procedures in

writing, and they shall provide the faculty member an opportunity to respond. The

administrative officer shall seek a solution that is mutually satisfactory to all parties involved

(e.g., an agreement to stop the offending conduct). A chair or program director may negotiate a

settlement involving a minor sanction; however, only academic officers at the level of college

dean or higher may impose more serious sanctions, and only with the approval of the Provost.

4.6.2 Informal Investigation and Mediation Should no settlement be reached during the

inquiry, the appropriate administrative officer shall deliver written notice of the allegation of

incompetence, neglect of duty, or misconduct to the accused faculty member and to the Provost;

the faculty member will have ten calendar days to respond. Following that notification, the

Provost shall attempt to reach a solution with the faculty member that is mutually satisfactory. If

a settlement is still not reached at that point, the Provost will turn the matter over to by the

University Faculty Affairs Committee (UFAC) for formal investigation following the procedures

outlined below.

4.6.3 Formal Investigation and Resolution The formal investigation shall be conducted

by the University Faculty Affairs Committee (UFAC) in accordance with the procedures outlined

in §4.3 and §4.4. The Provost shall submit to the UFAC the written statement of charges, framed

with reasonable particularity, along with any response from the faculty member.

4.6.3.1 UFAC Findings If the UFAC concludes that sufficient evidence has been established

to prove the allegation, it may include in its formal finding a recommendation for appropriate

action by the University (which might include major sanction or dismissal). Upon receipt of the

Committee’s formal finding, the faculty member shall have ten calendar days to submit a

SECTION 4 — PROCEDURES REGARDING TERMINATION OF FACUTY APPOINTMENTS

response to the Committee’s findings to the Provost. If the UFAC concludes that sufficient

evidence has not been established to prove the allegation, it will so report in writing to the

Provost.

4.6.3.2 Response by Provost to UFAC Finding Should the Provost agree with the

Committee’s formal finding and recommendation about disciplinary action, he or she shall so

inform the faculty member, the Committee, and the President, in writing, formalizing the action

to be taken, and particularly of any sanction (including dismissal). Should the Provost disagree

with the Committee’s Formal Findings and/or recommendation about disciplinary action, the

Provost will determine the appropriate action to be taken by the University only after consulting

with the UFAC. The Provost shall then inform the faculty member, the Committee, and the

President, in writing, of the action to be taken, and particularly of any sanction (including

dismissal). The Provost shall include the findings and/or recommendation of the UFAC in his or

her report. If the Provost rejects the Committee’s formal findings, they will state the reasons for

doing so, and describe any proposed action, in writing and within ten calendar days, to the

Committee and to the faculty member; the Committee and the faculty member shall have ten

calendar days in which to respond before the Provost submits their final decision, along with any

response from the faculty member and/or the University Faculty Affairs Committee, to the

President.

4.6.4 Action in Cases of Misconduct If misconduct is established, the Provost may take

steps necessary to clarify the public record (e.g., public announcements, etc.). As appropriate, the

Provost may also notify other concerned parties not previously aware of the case, including law

enforcement authorities.

4.6.5 Appeal of Formal Investigation Major Sanctions The faculty member may appeal a

major sanction on procedural grounds to the Faculty Appeals and Grievance Committee or on

any grounds first to the President and then to the Board of Visitors (per §4.5).

4.7 ALLEGATIONS OF DISCRIMINATION OR HARASSMENT The University

prohibits discrimination. See the University’s policies on Discrimination, on Workplace

Harassment, and the Policy on Sex and Gender-Based Harassment and Other forms of

Interpersonal Violence (§5.3). Allegations of violations of these policies are handled via the

mechanisms outlined within each of those policies. In the event of repeated allegations within

the same academic unit or against the same faculty member, the University reserves the right to

use previous good faith reports of discrimination to identify patterns of behavior. In such cases,

the AA/EEO Officer, with the approval of the Provost, may initiate an informal investigation

following the procedures outlined in §4.4 (above). Should this occur, the faculty member is

entitled to the notification requirements outlined in §4.3.3.7.

4.8 ALLEGATIONS OF ACADEMIC MISCONDUCT IN SCHOLARLY ACTIVITY OR

RESEARCH

4.8.1 Research Responsibilities It is the responsibility of faculty and administrators at the

University to create and sustain an atmosphere where honesty and integrity are paramount in the

UMW FACULTY HANDBOOK (2023)

conduct and dissemination of research and scholarly and creative activity. This responsibility

extends to documentation prepared for the purpose of securing assistance in the pursuit of

scholarly activity or research. It is the particular responsibility of individual scholars and

researchers to ensure that the quality of published works is maintained: products must be

carefully reviewed prior to publication; the accomplishments of others must be recognized and

cited; contributors must be given full acknowledgement; co-authorship must be conferred to

those, and only those, who have made a significant contribution; and all (co-)authors must be

willing and able to defend publicly their contribution to the published results. It is also the

responsibility of the University administration and faculty to make undergraduate and graduate

students aware (1) of the University’s policies governing the conduct of scholarly activities and

research, and (2) that students as well as faculty members are held to these policies while

conducting research.

4.8.2 Definitions of Academic Misconduct Although it may be more specifically defined

by the discipline and/or in the college or department, academic misconduct is broadly defined to

include, according to the U.S. Office of Research Integrity, fraudulent behavior such as

“fabrication, falsification, plagiarism,[misappropriation,] or other practices that seriously deviate

from those that are commonly accepted within [the particular scholarly community] for

proposing, conducting, or reporting research [or other scholarly endeavors]. It does not include

honest error or honest differences in interpretations or judgments” of results of scholarly activity.

4.8.2.1 Falsification ranges from fabrication to deceptively selective reporting and includes the

purposeful omission of conflicting data with the intent to condition or falsify results.

4.8.2.2 Plagiarism and misappropriation involve willfully appropriating the ideas, methods, or

written words of another, without acknowledgement and with the intention that they be taken as

one’s own work, as well as the unauthorized use of privileged information (such as information

gained confidentially in peer review). Academic misconduct also includes material failure to

comply with legal requirements governing research, including requirements for the protection of

researchers, human subjects, or the public, or for ensuring the welfare of laboratory animals.

4.8.3 Inquiry in cases of Academic Misconduct Any member of the University

community who suspects academic misconduct in scholarly activity or research is strongly

encouraged to report it. Normally, the first step should be to attempt to resolve the issue as

confidentially as is possible with the party or parties involved. Should direct consultation be

inappropriate or unsuccessful, allegations of misconduct should be made to the appropriate

administrative officer: to the program director, chair or dean of the accused; or, if the accused is

a program director, chair, or dean, to the immediate supervisor of the accused or to the Provost

(or their designee).

4.8.3.1 The administrative officer shall discuss the allegation or offending conduct with the

accused, following §4.3.3. If an individual alleging academic misconduct (hereafter, the

complainant) does not want the accused to know the complainant’s identity, and believes that

notifying the accused would reveal the complainant’s identity, the administrative officer, if

permitted by U.S. Office of Research Integrity (ORI) regulations, will end the inquiry with no

further action taken against the faculty member. No notes, reports, files, or other written

SECTION 4 — PROCEDURES REGARDING TERMINATION OF FACUTY APPOINTMENTS

documents shall be kept about the conversation. Should ORI regulations require the

administrative officer to pursue an investigation, the complainant’s identity will be kept

confidential to the extent possible, but the faculty member shall be apprised of the allegation and

shall have access to any written documents produced by any University office, administrator, or

committee.

4.8.3.2 If the administrative officer determines that the allegation results from honest error or a

difference of interpretation, they may seek a mutually satisfactory solution. However, once the

administrator finds evidence that the allegation of academic misconduct is credible and/or that

any of the conditions enumerated in §4.8.4 (below) obtain, the administrator shall report the

matter immediately to the Provost (or their designee).

4.8.4 Reporting Requirements in Cases of Academic Misconduct Following U.S.

Office of Research Integrity regulations, the Provost (or their designee) will notify any

appropriate funding or other relevant external agencies if, during the inquiry or investigations,

any administrator or committee member discovers:

an immediate health hazard involved;

an immediate need to protect sponsored funds or equipment;

an immediate need to protect the interests of the individual(s)making the allegations or of the

accused or any co-investigators and associates;

the probability that the alleged incident is going to be reported publicly; or

a reasonable indication of possible criminal violation.

If there is a reasonable indication of possible criminal violation, the Provost (or their designee)

must notify any appropriate funding and other external agencies within 24 hours of obtaining that

information.

4.8.5 Interim Actions During Inquiry and/or Investigation of Academic Misconduct

The University will take appropriate interim administrative actions during the inquiry and any

investigations to protect from misuse any public or private funds supporting the research and

scholarly activity, and to ensure that the purposes of the financial assistance are being carried

out. The University will undertake diligent efforts, as appropriate during the inquiry and any

investigations, to protect the positions and reputations of those who, in good faith, make

allegations of academic misconduct. Even if the accused leaves the University before the case is

resolved, the University has the responsibility to bring the investigation of the allegation to

resolution, and the University should continue to cooperate with any other institutions involved.

If the University should consider terminating an investigation for any reason before its

resolution, the Provost (or his or her designee) shall first report the reasons that the University

wishes to terminate the investigation to the appropriate funding or external agency.

4.8.6 Informal Investigation and Mediation in Cases of Academic Misconduct When

a program director, chair, or college dean reports an allegation of academic misconduct to the

Provost, they shall discuss the allegation with the accuser and the accused, and will review any

evidence collected by the administrative officer. Should no external agency require further

investigation, the Provost may attempt further mediation? If no settlement can be reached, or

should the requirements of an external agency so mandate, the Provost shall deliver written

UMW FACULTY HANDBOOK (2023)

notice to the accused and to the accuser that a formal investigation should be initiated; the notice

should spell out the nature of the alleged offense. The accused shall have ten calendar days to

respond to the Provost.

4.8.7 Formal Investigation Should the Provost determine that there is sufficient evidence in

support of the allegation to warrant a formal investigation, he or she shall inform the accused, the

accuser, and the University Faculty Affairs Committee (UFAC) in writing within fifteen calendar

days of the receipt of the informal investigation report. The Provost shall submit to the

Committee a written statement of the charges to be investigated, accompanied by any records

compiled during the informal investigation and mediation efforts, including any responses from

the accused. The Provost (or his or her designee) will inform the Committee of any requirements

of external agencies relevant to the allegation or to the way in which the informal investigation is

to be conducted. The Provost (or their designee) shall inform the appropriate funding agencies

(if any) that a formal investigation has been initiated on or before the date the investigation

begins.

4.8.7.1 Formal Investigation Procedures in Cases of Academic Misconduct The UFAC

will conduct a formal investigation in accordance with the procedures outlined in §4.4. The

Provost (or their designee) will inform the committee of any requirements of external agencies

relevant to the allegation or to the way in which the formal investigation is to be conducted.

Should the investigation disclose facts that may affect current or potential funding for the

accused, or information that funding agencies need to know to ensure appropriate use of funds

and otherwise protect the public interest, the committee shall promptly notify the Provost (or

their designee), who in turn shall promptly advise the appropriate funding agencies.

4.8.7.2 Formal Investigation Deadlines The formal investigation shall be completed no later

than 45 calendar days from the date the UFAC receives its charge from the Provost. If, during

the investigation, it becomes evident that completion of the formal investigation cannot be

accomplished within 45 days, the Provost will promptly be given the reasons in writing, an

interim report of the work accomplished thus far, and a request for a reasonable extension. If the

Provost approves the extension, they (or their designee) shall notify the appropriate funding

agencies of the reasons for the delay. On completion of its formal investigation, the UFAC shall

issue a written report containing its formal finding and any recommendation of action to be taken

by the University.

4.8.7.3 Formal Investigation Findings and Report The formal finding shall reflect the

majority opinion of the UFAC, shall include a summary of the proceedings and deliberations,

and shall conclude one of the following:

• That the accused is guilty of academic misconduct as defined in §4.8.2;

• That the accused committed no academic misconduct, but did commit serious errors; or

• That the accused committed no academic misconduct or serious error and should be

exonerated.

The report shall also include a description of the policies and procedures under which the

investigation was conducted, how and from whom information was obtained relevant to the

SECTION 4 — PROCEDURES REGARDING TERMINATION OF FACUTY APPOINTMENTS

investigation, the basis for the formal finding, and if appropriate, a recommendation about

disciplinary action. It will also include any response of the accused to the charges. The Provost

and the accused shall receive a copy of the report and, should either one request it, a copy of the

record of the hearing. Upon receipt of a report finding the accused guilty of misconduct or

serious error, the faculty member shall have ten calendar days to submit a response to the

Provost. If the UFAC finds that sufficient evidence has not been established to prove academic

misconduct or that serious errors were committed, it will so report in writing to the Provost.

4.8.7.4 Actions by the Provost in Response to Formal Investigation Findings If the UFAC

finds that sufficient evidence has been established to prove academic misconduct or that serious

errors were committed, it shall so report in writing to the Provost. Should the Provost agree with

the Committee’s formal findings and recommendation about disciplinary action, they shall so

inform the faculty member, the Committee, and the President in writing, formalizing what

action, if any, is to be taken. Should the Provost disagree with the Committee’s findings and/or

recommendation about disciplinary action, the Provost will determine the appropriate action to

be taken by the University only after consulting with the UFAC. The Provost shall then inform

the faculty member, the Committee, and the President in writing, of the action to be taken. If

the Provost rejects the Committee’s formal findings, they will state the reasons for doing so, in

writing and within ten calendar days, to the Committee and to the faculty member, and provide

the Committee and the faculty member ten calendar days in which to respond before submitting

their final decision (including any action to be taken), along with any response from the faculty

member and/or the UFAC, to the President.

4.8.7.5 Appeal of the Formal Investigation Sanctions The faculty member may appeal a

major sanction on procedural grounds to the Faculty Appeals and Grievance Committee or on

any other grounds first to the President and then to the Board of Visitors (see §4.5). In any case,

any decision to remove a privilege pursuant to a grant or contract from an agency or sponsor

shall be made only after consultation with that agency or sponsor.

4.8.7.6 Formal Notifications in cases of Academic Misconduct Within fifteen calendar days

of delivering their decision to the accused and the Committee, the Provost shall also submit a

copy of that decision, along with the report of the UFAC, to any agency or sponsor previously

notified of the investigation. If the accused has been sanctioned and chooses to appeal to the

Board of Visitors, the Provost shall so inform the agencies or sponsors. To the extent

appropriate, the Provost shall also inform accusers, witnesses, and appropriate administrative

officers of any outcome of the case that would manifest itself publicly. A full report, including

the outcome of any appeal, shall be submitted to the appropriate agencies and/or sponsors with

120 calendar days of the initiation of the formal investigation. If the University cannot complete

the investigation within 120 days, the Provost (or their designee) shall submit a written request

for an extension to the appropriate funding agencies, with an explanation for the delay, a report

on progress to date, an outline of what remains to be done, and an estimated date of resolution.

4.8.7.7 Clarification of the Public Record Where academic misconduct is established, the

Provost may take steps necessary to clarify the public record (e.g., public announcements,

published retractions, withdrawal or correction of published papers or abstracts, etc.). As

UMW FACULTY HANDBOOK (2023)

appropriate, the Provost may also notify other concerned parties not previously aware of the

case, including:

• Co-authors, co-investigators, collaborators;

• State professional licensing boards;

• Editors of journals in which fraudulent research was published;

• Professional societies; or

• Law enforcement authorities.

4.8.8 Maintenance of Records of Investigations in cases of Academic Misconduct

Regardless of the outcome of the inquiry or investigation, all records and other written material

associated with the inquiry, informal investigation, and formal investigation shall be retained in

the Provost’s Office for five years; at the end of the five years, the records shall be destroyed. If

the accused is exonerated, nothing shall be placed in their University Personnel File. The

University, in consultation with the exonerated individual(s), shall determine whether a public

announcement would be harmful or beneficial in restoring any reputations that may have been

damaged; an exonerated individual has the right to prevent any public announcement of the

results of the investigation as they relate to that individual. If there is a finding of academic

misconduct, a copy of the letter from the Provost providing a summary of the allegation(s), the

findings and recommendations of the committee, and the provost's decision as to the actions that

will be taken, shall be placed in the faculty member's University personnel file.

4.9 TERMINATION OF AN APPOINTMENT FOR MEDICAL REASONS A faculty

member in a tenured or tenure-eligible position, or a faculty member in a specified term

appointment (such as an RTA or visiting appointment) who has not reached the end of their

contract, may be dismissed for medical reasons (physical or mental) only on the basis of clear

and convincing medical evidence that the faculty member, even with reasonable accommodation,

is no longer able to perform the essential duties of the position.

4.9.1 Informal Inquiry When a program director, department chair, or college dean finds

evidence that a faculty member under his or her supervision may be unable to perform the

essential duties of their position, that administrative officer shall discuss the problem with the

faculty member or with the faculty member’s representative. The administrative officer shall

provide the faculty member (if necessary, via the representative) an opportunity to respond; they

shall use all reasonable means to seek a solution that is mutually satisfactory. Should no

settlement be reached, the administrative officer shall notify the Provost in writing and provide a

copy of the notification to the faculty member; the faculty member will have ten calendar days to

respond. Following that notification, the Provost shall attempt to reach a solution with the

faculty member that is mutually satisfactory. If a settlement is still not reached at that point, the

Provost will turn the matter over to by the University Faculty Affairs Committee (UFAC) for

formal investigation following the procedures outlined below.

4.9.2 Formal Investigation The formal investigation shall be conducted by the (UFAC) as

per the procedures outlined in §4.4. The burden of proof that the faculty member is no longer

able to perform the essential duties of the position, even with reasonable accommodation, rests

SECTION 4 — PROCEDURES REGARDING TERMINATION OF FACUTY APPOINTMENTS

with the University and shall be satisfied only by clear and convincing evidence in the record

considered as a whole.

4.9.3 Appeal Should the formal investigation proceedings result in the decision to dismiss the

faculty member for medical reasons, the faculty member may appeal to the President or to the

Board of Visitors as per the procedures outlined in §4.5.

SECTION 5

FACULTY RIGHTS, RESPONSIBILITIES, AND

POLICIES

5.1 ACADEMIC FREEDOM AND RESPONSIBILITY Academic freedom is the freedom

to discuss all relevant matters in the classroom, to explore all avenues of scholarship, research,

and creative expression, and to speak or write without institutional discipline or restraint on

matters of public concern as well as on matters related to professional duties and the functioning

of the University. Academic responsibility implies the faithful performance of professional

duties and obligations, the recognition of the demands of the scholarly enterprise, and the candor

to make it clear that when one is speaking on matters of public interest, one is not speaking for

the institution.

5.1.1 AAUP Statements of Faculty Rights The University subscribes to the Statement on

Academic Freedom adopted by the Association of American Colleges in 1941, and to the

American Association of University Professors (AAUP) November 1970 statement on Freedom

and Responsibility. Both of these statements are included in Appendix C of this Faculty

Handbook.

5.1.2 Political Activities of Faculty Involvement in political activity is considered an

individual matter, with the understanding that the faculty member in such cases does not

represent the University. The statement by the AAUP Sub-Committee on Political Activity of

Professors is contained in Appendix C.

5.1.3 First Amendment Rights The Policy on Academic Freedom, contained in Appendix

C, defines rights under the policy, specifies who is covered by the policy, and notes that the

process for hearings in cases of alleged violation of free expression or inquiry rights is under the

jurisdiction of the University Faculty Appeals and Grievance Committee (see §5.8).

5.2 THE HONOR CODE The Honor Code and Honor Constitution are found in Appendix B.

Each faculty member agrees to accept and abide by the Honor System when accepting their

original faculty appointment. It is the responsibility of all faculty members to stay familiar with

the principles and operating procedures of the Honor System and to support it.

5.2.1 Student-Faculty Interactions and Honor Code Each student upon entering the

University signs a pledge to observe the Honor System. Therefore, the work of all students is

predicated on the Honor System, and the faculty member in their relationship with students is

expected to act within this framework. All statements about academic matters made to a faculty

member are covered by the Honor Code.

SECTION 5 — FACULTY RIGHTS, RESPONSIBILITIES, AND POLICIES

5.2.2 Faculty Actions Related to the Honor Code Faculty members should make clear in

their assignments the extent to which they consider help from (or collaboration with) others to be

legitimate. It is expected that faculty members will conduct tests and examinations according to

the expectations of the Honor System. Faculty members need not remain in the classroom

during tests and examinations; they must indicate to the students where they may be found if

needed, and they may return to the classroom briefly for consultation.

5.2.3 Faculty Response to Suspected Violations of the Honor Code Violations of the

Honor Code are not to be condoned or ignored by faculty; however, neither are they to be dealt

with by unilateral faculty action (such as by simply lowering the student’s grade). Assignments

under review by the Honor Council should not be assigned a grade until a final verdict has been

determined. In cases where an honor accusation is outstanding on the day final grades are due,

the Honor Council will request a ‘G’ grade on the faculty member’s behalf. Faculty will be

notified in all instances when this act occurs. All alleged Honor Code violations are to be

reported to and handled by the Honor Council, assuring due process and fairness. A faculty

member who has reason to suspect a violation of the Honor System should consult the Honor

Constitution (Appendix B) for reporting procedures. Willful failure to support and abide by the

Honor Code may serve as a basis for termination of a faculty member for cause.

5.3 EQUAL OPPORTUNITY AND RESPECTFUL WORKPLACE POLICIES

5.3.1 Equal Employment Opportunity The Commonwealth of Virginia is committed to

providing equal employment opportunity for all employees and job applicants, regardless of their

race, color, religion, sex, age, national origin, disability and political affiliation. Employment

discrimination based on these traits is unlawful under both state and federal law. Equal

opportunity extends to all aspects of employment including hiring, transfers, promotions,

training, termination, working conditions, compensation, benefits and other terms and conditions

of employment. The Commonwealth complies with federal and state equal-employment-

opportunity laws and strives to keep the workplace free from all forms of unlawful

discrimination, including harassment and retaliation. The Commonwealth’s Department of

Human Resource Management’s (DHRM’s) Office of Equal Employment Services (OEES) is

responsible for enforcing policies concerning equal employment opportunity. Additional details

may be found at http://www.dhrm.virginia.gov/hrpolicy/policy.html.

5.3.2 Statement of Nondiscrimination At the University of Mary Washington the

principles of equal opportunity and affirmative action are practiced. The University does not

discriminate on the basis of race, religion, color, sex, gender identity or expression, sexual

orientation, parental status (including pregnancy), national origin, age, disability, family medical

history or genetic information, political affiliation, military service, or other non-merit based

factors in recruiting, admitting, enrolling students or hiring and promoting faculty and staff

members. Complaints of discrimination should be directed to the AA/EEO officer of the

University. (Approved by the Board of Visitors, September 2018.)

5.3.3 Workplace Violence Policy The University is committed to maintaining a workplace

free from threats and acts of intimidation and violence. All reported incidents will be properly

UMW FACULTY HANDBOOK (2023)

investigated. For additional information, contact the Human Resources Office or consult the

policy statement at http://adminfinance.umw.edu/hr/policies-and-procedures/respectful-

workplace-policies/workplace-violence/.

5.3.4 Retaliation The University prohibits retaliation. Retaliation is any overt or covert act

of reprisal, interference, restraint, penalty, discrimination, intimidation or harassment against one

or more individuals for exercising their rights (or supporting others for exercising their rights)

under the Commonwealth’s Equal Employment Opportunity policies. It is the responsibility of

the University’s AA/EEO officer to establish and enforce policies and procedures, consistent

with applicable federal and state laws, for preventing such retaliation and for addressing

complaints of retaliation. If retaliation occurs, the employee(s) should report the retaliation as

outlined in the discrimination and harassment complaint procedures.

5.3.5 Workplace Harassment Policy The University strictly forbids harassment of any

employee, applicant for employment, vendor, contractor or volunteer on the basis of an

individual’s race, color, national origin, age, sex, sexual orientation, political affiliation, religion,

disability, marital status or pregnancy. Harassment is defined as any unwelcome verbal, written

and/or physical conduct that either denigrates or shows hostility or aversion towards a person, on

the basis of one or more of that person’s protected characteristics or statuses, and that 1) has the

purpose or effect of creating an intimidating, hostile or offensive work environment, 2) has the

purpose or effect of unreasonably interfering with an employee’s work performance, or 3) affects

an employee’s employment opportunities or compensation. It is the responsibility of the AAEEO

officer, and the Director of Compliance, to establish and enforce policies and procedures,

consistent with applicable federal and state laws, for preventing harassment and for addressing

complaints of harassment. All students and employees of the University have the right to file a

complaint of harassment. Policies for preventing and addressing harassment shall not allow

curtailment or censorship of constitutionally protected expression. The University’s policies

regarding harassment and additional information are available at

http://adminfinance.umw.edu/hr/policies-and-procedures/respectful-workplace-

policies/workplace-harassment-policy/ and http://diversity.umw.edu/title-ix/policy.

5.3.5.1 Sexual or Gender Based Discrimination or Harassment The University of Mary

Washington does not tolerate sexual assault, sexual harassment, sexual exploitation, stalking,

intimate partner violence, retaliation, or complicity. These forms of Prohibited Conduct subvert

the mission of the University by undermining the positive working and educational environment

the University is committed to providing for all students, University personnel, and visitors. The

University adopted the Policy on Sexual and Gender Based Harassment and Other forms of

Interpersonal Violence with a commitment to: (1) eliminate, prevent, and address the effects of

Prohibited Conduct; (2) foster a community of trust and mutual respect in which Prohibited

Conduct is not tolerated; (3) cultivate a climate where all individuals are well-informed and

supported in reporting Prohibited Conduct; (4) provide a fair and impartial process for all parties;

and (5) identify the standards by which violations of this Policy will be evaluated and

disciplinary action may be imposed. Employees who violate this Policy may face disciplinary

action up to and including termination. The University will take prompt and equitable action to

eliminate Prohibited Conduct, prevent its recurrence, and remedy its effects. The University

conducts ongoing prevention, awareness, and training programs for employees and students to

SECTION 5 — FACULTY RIGHTS, RESPONSIBILITIES, AND POLICIES

facilitate the goals of this Policy. The University’s policy for preventing, addressing,

investigating, and resolving Prohibited Conduct is available at http://diversity.umw.edu/title-

ix/policy.

5.3.5.1.1 Responsible Employees All faculty members are considered “responsible

employees” who, in the course of employment, obtain information (directly or indirectly) about

an incident of Prohibited Conduct that involves any student and/or incident of Prohibited

Conduct that may have occurred on campus, in or on a non-campus building or property, or on

public property (see definition for “Campus,” “Non-campus Building or Property,” or “Public

Property” in Va. Code § 23.1-806 (the “Virginia Reporting Statute”), shall report such

information (including dates, times, locations, and names of the parties and witnesses), to the

Director of Compliance as soon as practicable after addressing the immediate needs of the

victim. Faculty members that are in a supervisory capacity (such as Deans, Chairs, and other

unit administrators) are required to report to the University’s Director of Compliance all relevant

details (obtained directly or indirectly) about an incident of Prohibited Conduct that involves

either the Complainant or the Respondent as an employee. See the Policy on Sexual and

Gender-Based Harassment and Other forms of Interpersonal Violence.

5.3.5.2 Consensual Relations Although consensual relationships between persons of different

power levels (e.g., between a faculty member and a student or between a supervisor and an

employee) do not constitute sexual harassment, they raise serious concerns and may give rise to

claims of sexual harassment. The University’s policies and additional information regarding

consensual relations are available at http://adminfinance.umw.edu/hr/files/2017/03/Consensual-

Relationships-Policy.pdf

5.3.5.3 Amorous Relationships Between Faculty and Students Amorous relationships

between faculty and students whom they directly supervise are unwise and unprofessional.

Faculty members are expected to avoid romantic or sexual relationships with students whom

they teach, coach, supervise, evaluate, or grade. Such relationships risk creating the perception

that bias and/or favoritism may play a part in student evaluation. Additionally, such

relationships create potential harm for students and raise the potential for liability for the faculty

member and the University if the facts regarding the relationship support a claim of sexual

harassment. Even in cases where the faculty member does not directly supervise the student,

participation in an amorous relationship with a student may lead to difficulties. Such

relationships, particularly when the faculty member and student are in the same academic unit,

create the potential for conflicts of interest (see §3.12). Faculty members must distance

themselves from any decisions that may reward or penalize a student with whom the faculty

member is having, or has had, an amorous relationship. The faculty member must also disclose

the nature of the relationship to their department chair who will take steps to ensure equitable

treatment for all concerned.

5.4 ACADEMIC POLICIES AND REGULATIONS The academic regulations for students,

both those voted by the faculty and those established by administrative offices, are published in

the various documents such as the Academic Catalogs, which are brought up to date each year.

UMW FACULTY HANDBOOK (2023)

Faculty members are responsible for familiarizing themselves with these regulations and for

participating in their implementation.

5.4.1 The Academic Year The calendar of the academic year is published at least a year in

advance. Faculty with 9-month appointments are expected to be available to meet their

contractual responsibilities to their respective college during the entire academic year between

August 16 and May 15. Any exceptions are considered to be leaves of absence, and must be

approved under the appropriate leave policy in section 3.14. The various breaks and vacation

times listed on the University Academic Calendar, and as published in the current Academic

Catalogs, are to be strictly observed.

5.4.2 Teaching Load Part of a typical faculty member’s time is spent in scheduled classroom

instruction, part on research and individual direction of students, and part on departmental and

other professional activities. Faculty members are expected to participate in the work of their

departments and colleges outside of the classroom, to provide academic advising to students, to

serve in governance of the University, to engage in professional development, and to contribute

to the creative and/or scholarly advancement of their disciplines. Individual teaching loads will

vary accordingly, and it is the responsibility of the department chair in consultation with

individual faculty and with approval of the dean to determine teaching loads each semester. The

standard full teaching load for a faculty member on a nine-month contract is 24 credits or the

equivalent spread over the fall and spring semesters. Overload teaching assignments, for which

the faculty member was compensated and received an overload contract or special payment

form, are excluded from the calculation of what constitutes the faculty member’s assigned

standard teaching load.

5.4.3 Schedule of Class Meetings Class meetings are to be held at the times listed for each

course as published in the Schedule of Courses each semester. The determination of course

schedules is the responsibility of the department chair in consultation with the department faculty

and the dean. Faculty are to be assured of opportunities for attendance at professional meetings

or engagement in other scholarly activities during the academic year. (See §3.13.1 Sick Leave,

§5.5 Faculty Development, and §8.4.1 Inclement Weather.)

5.4.4 Classroom Teaching As the AAUP “Statement on Freedom and Responsibility”

points out, “It is a mastery teachers have of their subjects and their own scholarship that entitles

them to their classrooms and to freedom in the presentation of their subjects.” Thus, within their

obligations to follow standards of their discipline, course descriptions as published in the

Academic Catalogs, and requirements and expectations of student learning outcomes assessment

procedures as established by the University and its departments, faculty are afforded pedagogical

discretion in defining course objectives and in deciding how best to present and explore course

material. The academic policies and regulations of the departments, colleges and university

relating to classroom teaching shall have an overall goal of ensuring the quality of instruction

while also protecting essential academic freedoms.

5.4.5 Student Absences from Class Sessions The University does not excuse students

from classes missed while participating in off-campus activities, whether they be athletic events,

SECTION 5 — FACULTY RIGHTS, RESPONSIBILITIES, AND POLICIES

extra-curricular trips, or academic field trips. A faculty member must not require a student to

miss a class.

5.4.6 Course Plans and the Syllabus With the exception of courses for which a common

syllabus is agreed upon by those teaching it, course plans are the responsibility of the individual

instructor. Instructors have the right to determine the requirements of the courses they teach,

based on the course description as published in the appropriate Academic Catalog and within the

limitations of college, department and university policy. Faculty should provide students with a

course syllabus containing, at a minimum, the following: (a) instructor identification and contact

information; (b) course identification; (c) course goals and objectives; (d) student learning

outcomes, including (when applicable) general education learning outcomes; (e) required

materials (textbooks, lab manuals, etc.); (f) course calendar (assignment due dates, tests, etc.);

(g) guidelines for class participation; (h) basis for determining final grades and mid-semester

progress reports (in undergraduate courses, where required); (i) accessibility statement; (j) course

recording policy statement; (k) Title IX policy statement; and (l) instructor’s statement of

adherence to the Honor System. Individual colleges and departments may determine additional

requirements for syllabus preparation. Sample syllabi statements for addressing accessibility, the

recording policy, and the Title IX policy are available at the Provost’s web site. Instructors

should distribute the syllabus to students no later than the first scheduled meeting of the course

(or the first day of the semester/term for fully online courses). Instructors are required to submit

a digital copy of the syllabus to the department chair and/or college dean’s office in each

semester/term they are teaching.

5.4.7 Office Hours It is essential to the mission of the University that faculty be accessible to

students, and faculty are required to post and maintain regular office hours. Generally, each full-

time faculty member is expected to schedule and post at his or her office door at least five formal

office hours each week, arranged at times that meet students’ needs for consultation. Adjunct

faculty are generally expected to hold regularly scheduled office hours at the rate of 1.5 hours

per week for each 3-credit course taught, and 2 hours per week for each 4-credit course.

Regarding these general understandings, the faculty, department chairs, and dean of each college

will determine the nature and scope of specific office hours expectations for the college.

5.4.8 Final Examinations A final examination or equivalent final assessment (such as

critiques or final projects) will be given in all courses unless specific exception is approved, in

writing, by the dean of the relevant college. Faculty members seeking such exception should

write to the dean explaining why the exception should be made. Instructors are expected to keep

final examination papers for one calendar year in case any question should arise that would make

reference to the papers desirable.

5.4.9 Reporting Student Enrollment, Progress, and Final Grades Each faculty member

is responsible for verifying the accuracy of official class rosters and for reporting in a timely

fashion any discrepancies that exist (such as students listed on the roster who are not attending)

to the Office of the Registrar. Each faculty member must submit final course grades, and mid-

semester progress reports in undergraduate courses when required, no later than each semester’s

published dates and times for doing so. Failure to submit grades by established deadlines causes

serious problems for students about to graduate and creates additional and needless work for staff

UMW FACULTY HANDBOOK (2023)

members in many offices. Mid-semester reports of unsatisfactory academic performance (when

issued) and final course grades are made available to the student and the student’s academic

adviser.

5.4.10 Student Advising Full-time faculty members are expected to serve as academic

advisers to students when assigned. Advising includes guiding the student in deciding on his or

her overall (long range) course and potential career plan and approving the student’s schedule of

courses each semester. It may also include providing information on graduate study and

suggesting opportunities such as internships, undergraduate research, summer institutes, or study

abroad.

5.4.11 Academic Assistance Offered by Faculty to Students Since teaching is the

primary mission of the University, faculty should make every effort to become aware of the

needs of the students in their classes for academic support, and to offer individual assistance or

refer the student to an appropriate person or office for assistance, such as the Office of Academic

Services.

5.4.12 Student Recommendations It is a responsibility of each faculty member to provide

recommendations for students who request them. In some instances, when the faculty member is

not able to provide a supportive recommendation, he or she should explain that to the student. It

is the student’s responsibility to provide the faculty member with information on deadlines and

the faculty member’s responsibility to observe those deadlines.

5.4.13 Approval of Candidates for Degrees Late in the spring semester, a list of degree

candidates is distributed to faculty by the Office of the Registrar. Each college will conduct its

own final general faculty meeting, and the faculty will vote on a motion to award degrees to

those students on the list who are certified by the Office of the Registrar as having satisfied all

requirements for graduation

5.4.14 Participation in Academic Ceremonies All faculty are expected to attend

graduation ceremonies and other formal academic ceremonies, as notified, in appropriate regalia.

The University does not pay for regalia but provides procedures for renting it. Each college shall

establish policies for faculty attendance at such ceremonies and for procedures for being excused

from attendance.

5.5 FACULTY DEVELOPMENT In addition to opportunities listed below, see §3.13.5 on

sabbatical leaves.

5.5.1 UMW Grants The University and its colleges makes available in-house grants to assist

faculty members in specific projects which exemplify professional initiative and can be justified

in broad terms as supporting the mission of the college and the University. Deans of the various

colleges will provide descriptions of such programs and the procedures for submitting proposals.

5.5.2 Professional Development and Travel Funding for professional development and

travel is available in the departmental operating budgets, and through supplemental funding

SECTION 5 — FACULTY RIGHTS, RESPONSIBILITIES, AND POLICIES

obtained through the dean’s or Provost’s offices. The department chair is responsible for

apportioning departmental funds wisely and fairly so that all members share in opportunities for

professional development and professional travel.

5.5.3 Jepson Fellowships A generous gift to the University from Alice Andrews Jepson ’64

and Robert Jepson, her husband, enabled the creation of the Jepson Fellows Program. This

initiative is designed to enhance the University’s ability to recruit and retain the highest quality

junior faculty members and to support them in their quest for promotion and tenure. The

Fellowship award is for one full academic year, and the recipient will have his or her teaching

load reduced by one half during the time of the Fellowship. The number of Fellowships awarded

in any year is dependent upon the quality of the applications received and the amount of funds

available from the proceeds of the gift (these vary depending on the investment performance and

the Foundation’s spending policies). Jepson Fellows are awarded following an application and

review process. To be eligible, the person must be at the rank of Assistant Professor or

Associate Professor and must have completed at least three years at the University by the time

the Fellowship would begin. Complete application details and requirements are distributed

annually by the Provost’s Office.

5.5.4 Center for Teaching Excellence and Innovation Through the Center for Teaching,

UMW works to promote and sustain excellence in teaching, explore and develop innovative

pedagogy and curriculum, and advance student learning. The Center is more than a place; it is a

community of faculty, staff and students passionate about learning, a focal point for

conversations about and taking action to enhance teaching and learning. The Center seeks to

promote a culture of teaching innovation and teaching excellence through scholarly inquiry. A

culture of teaching innovation and excellence goes beyond knowledge of pedagogy and course

design. For faculty, a culture of excellence embodies knowledge and the application of best

practices to one’s teaching. For students, it involves the willingness to open up to the challenges

of engagement and genuine learning. Through a variety of means, the Center works to support

faculty who are interested in scholarly inquiry, developing teaching strategies to support

meaningful learning, implementing meaningful approaches to student assessment, or exploring

emerging academic technologies or other instructional and creative resources. See the Center’s

website for additional details.

5.5.5 Digital Learning Support Digital Learning Support provides faculty support

including consultations around integration of digital tools into courses, creation of digital

projects, and design of hybrid or fully online courses, including development of new general

education and Digital Intensive courses. Workshops around digital tools and techniques as well

as partnerships with the Center for Teaching provide opportunities for faculty to expand and

improve their use of digital tools in teaching and learning. Additional details are available at this

website.

5.5.6 Taking Courses Faculty members may enroll in courses at the University either for

credit or for no credit, provided that it does not interfere with their own instructional or related

duties. Those who wish to enroll in courses shall make their requests known in writing to the

dean, who will confer in each case with the chair of the department and the instructor. If

approval is obtained from the instructor and chair, the dean will communicate this approval to

UMW FACULTY HANDBOOK (2023)

the faculty member requesting attendance in the course and to others as may be appropriate.

Those who wish to enroll in courses for credit will then submit the appropriate application and

related documents to the Office of Admissions. Upon approval by the Office of Admissions, the

faculty member will register for the class through the Office of the Registrar and pay the

appropriate fees. A permanent academic record listing course title, credit, grade earned, etc., will

be maintained by the Office of the Registrar. For those who wish to attend courses for no credit,

no fees will be paid and no permanent record of work will be maintained in the Office of the

Registrar.

5.5.7 External Grants Every proposal submitted by a faculty member for external funding to

any agency or organization, whether public, private, for profit or non-profit, must receive

administrative approval by the institution before it is submitted for consideration by the funding

agency. This includes proposals requesting faculty fellowships, sabbatical, or travel support.

After receiving the institutional approval to proceed, the faculty member is responsible for

finally submitting the grant application to the external funding agency, group, or organization.

Once notified of the action taken by the funding agency, the faculty member contacts the

Provost’s Office to report whether the proposal was funded or not. Faculty should consult the

external grants guidelines and procedures posted at the Provost’s Office’s web page for further

information: http://provost.umw.edu/grantsoffice/.

5.6 PROFESSIONAL ISSUES

5.6.1 Institutional Review Board Any generalizable research involving human subjects by

a member of the campus community (faculty, students, staff) must, by federal and state

regulations, be reviewed and approved by the University’s Institutional Review Board

(IRB). The role of the IRB is to ensure that such research conducted at the University meets

current standards and mandates regarding the ethical treatment of research participants. The

University’s IRB Manual of Policies and Procedures provides details about the policies and

procedures that apply to human subjects research at the University, and is available at:

http://provost.umw.edu/irb/manual-of-procedures-and-policies/.

5.6.2 Outside Employment and Consulting When hiring a faculty member in a full-time

instructional position, the University presumes that it has full claim upon the working time and

professional energies of the individual for his or her teaching and for other University-related

activities. Accordingly, outside professional activities must clearly be subordinated to and must

not interfere with the individual’s obligations to the University. Outside or other employment

(defined as a faculty member’s engagement with financial gain in any job, private business, or

the conduct of any profession, other than University business, during the contract year) may be

sought out and entered into by faculty members, provided that (1) the employment does not

interfere with the individual’s assigned duties and obligations to the University, and (2) the

employment does not constitute a conflict of interest (see §5.6.4). To protect the faculty member

from possible criticism regarding conflicts of interest, a written request for approval prior to

taking long-term (e.g. one semester or more) outside employment must be submitted to and

approved by the department chair and the dean. Notice of such approval will be given by the

return to the faculty member of a signed and dated copy of the written request with a copy to the

SECTION 5 — FACULTY RIGHTS, RESPONSIBILITIES, AND POLICIES

Provost. Colleges may establish additional procedures, consistent with this policy and standards

of their disciplines, regarding engagement in and reporting of outside employment.

5.6.2.1 Conditions Governing Outside Employment and Consulting Activities Consulting

arrangements may be sought out and entered into by faculty members, provided that: (a) the

assistance provided is not part of their normal responsibility to the University; (b) the work

undertaken contributes to their professional development or provides valuable service to the

University or the community; (c) University resources and facilities are not involved (see

§5.6.2.2); and (d) annual statements regarding consulting arrangements are included with the

FAARs. Faculty members engaged in approved paid outside activities other than consulting

shall attach statements to their Faculty Annual Activities Reports (FAARs) each year (see §§6.3

and 6.5), indicating both the amount of normal working time allocated to the outside activities

and the names of the employers.

5.6.2.2 Use of University Resources in Connection with Outside Employment and

Consulting Activities Faculty members are not allowed to use University resources in

conjunction with consulting or otherwise for private gain. Also, when a faculty member is

engaged in authorized consulting activities, the consulting employer may not enter into a parallel

agreement to use University resources for any purpose related to the consulting activity. Instead,

when significant resources of the University are required, the employer may request that an

agreement, grant, or contract be drawn with the University that provides the necessary services,

including personnel services, as a sponsored project (see §5.5.7, External Grants). The faculty

member involved then carries out duties attendant on the agreement as part of his or her assigned

duties. Because library facilities are made available to the public, their use by faculty engaged in

consulting activity is not regarded as being in contravention of this policy.

5.6.3 Testifying as an Expert Witness When a faculty member testifies as an expert

witness, the following conditions apply:

• A disclaimer is given in court indicating that the faculty member is speaking as a

professional and not as a representative of the University.

• When a faculty member is under subpoena, the University civil leave policies apply (see

§3.14.6).

• A faculty member may not testify in civil suits involving the Commonwealth of

Virginia, except under subpoena.

5.6.4 Conflict of Interest A conflict of interest occurs when a faculty member engages in

self-dealing or in other activities which prevent them from exercising independent judgment in

the best interests of the University and the Commonwealth. Faculty are to avoid participation in

activities that create an actual or potential conflict of interest. (See §3.12 for additional details.)

Faculty members should avoid being placed in a position of authority over their spouses,

intimate partners, immediate family members or relatives concerning their teaching, research and

advising assignments. In the event that avoidance of such conflict would be unfair to the student,

the faculty member must disclose the matter to the department chair, who will oversee the

evaluation process of the student. If the faculty member in question is the department chair, the

Dean will oversee the evaluation process.

UMW FACULTY HANDBOOK (2023)

5.6.5 Policies Addressing Textbook Sales and Bookstores The Code of Virginia §23-

4.3:1 states that no employee at a Virginia public college or university shall demand or receive

any payment, loan, subscription, advance, deposit of money, services or anything, present or

promised, as an inducement for requiring students to purchase a specific textbook required for

coursework or instruction; with the exception that the employee may receive (1) sample copies,

instructor's copies, or instructional material, not to be sold; and (2) royalties or other

compensation from sales of textbooks that include such instructor's own writing or work.

5.7 WORKING CONDITIONS AND RELATED POLICIES

5.7.1 Intellectual Property

[Policy adopted by the Board of Visitors on September 19, 1987 and updated in 2004.]

5.7.1.1 Applicability of the Intellectual Property Policy The policy applies to all University

employees, whether their appointments are permanent or temporary, full-time or part-time,

salaried, on wages or on contract, paid by state funds or by outside sponsors. It also applies to

students of the University enrolled in programs of study leading to degrees and to visitors who

may from time to time participate in University programs or activities.

5.7.1.2 General Statement on Ownership of Intellectual Property Intellectual property is

understood to be any property to which the owner holds a patent or a copyright, or which may be

considered to be patentable or copyrightable. In general, University employees, students, and

visitors shall retain all rights relating to intellectual property developed on their own initiative

without substantial use of University facilities and resources. This provision includes

copyrighting of papers published in journals, articles written for popular publication, books

(including textbooks), computer software, film, photographs, and videotape, unless the

copyrighted materials were developed as a specific part of a University assignment. It also

includes patenting of inventions, unless the patentable invention was developed as a specific part

of a University assignment.

5.7.1.3 Cases in Which the University Obtains Entire Right, Title, and Interest The

University shall obtain the entire right, title and interest in all materials subject to copyright or

patent when the materials result from an assigned duty of an employee, student, or visitor, or

when the University provides substantial specific support for the development of the materials in

the form of space, facilities, and/or equipment and supplies. The University will not construe the

provision of the usual office, library, laboratory, computing facilities, equipment and supplies

that are part of its regular instructional program as constituting substantial specific support

except for those situations where the copyrightable or patentable material was developed in

response to a specific University assignment. A faculty member’s general obligation to maintain

a level of professional activity as a scholar does not constitute such a specific University

assignment.

SECTION 5 — FACULTY RIGHTS, RESPONSIBILITIES, AND POLICIES

5.7.1.4 Intellectual Property in Instances of Outside Employment, Grants, and/or

Contracts Materials or inventions developed by University employees, students, or visitors in

the course of contractual or consulting work for outside organizations, or as supported by funds

and facilities awarded as grants to the University by governmental, commercial, industrial or

other organizations, shall not be considered as having been made or developed with specific

University support, except in situations where the University itself is party to the contract or

consulting agreement and declares proprietary interest, or the University’s proprietary interest is

defined and made a specific part of the conditions of the grant. Accordingly, the rights to such

materials or inventions shall remain with the individual, subject to any agreement there may be

in the actual contract, consulting agreement, or grant.

5.7.1.5 Policy Administration Administrative responsibility of this Policy on Intellectual

Property is vested in the Provost.

5.7.1.6 Procedures for Notification All intellectual property in which the University may

claim interest under this policy shall be promptly reported in writing by its creator(s) to the

Provost. If more than one individual participated in the development, the report shall be signed

by all such participants and shall identify the percent of interest of each. The report shall

constitute a full and complete description of the intellectual property concerned, and identify the

source(s) of any funding that has supported its creation. The participants shall furnish such

additional information and execute such documents from time to time as the Provost may

reasonably request. Following receipt of any report of the creation of intellectual property, the

Provost, after consulting with other University officials as appropriate, shall promptly advise the

creator(s), in writing, whether or not the University claims a proprietary interest.

5.7.1.7 University Ownership of Intellectual Property The University shall, in a timely

manner, obtain (and market), or arrange for some appropriate outside agency such as the Center

for Innovative Technology or the Research Corporation to obtain (and market), the copyright or

patent to intellectual property in which the University claims a proprietary interest. The

University will not, prior to obtaining a patent, disclose the details of an invention to anyone who

does not need to know those details, or to anyone who is not under an obligation of

confidentiality. The University will have all rights to use, promote, manage, market, sell or in

any other way dispose of such intellectual property, on such terms and conditions, and for such

consideration, if any, as the University shall determine. The University and the creator(s) shall

share equally in any (gross) royalties, except in instances where some other allocation of interest

shares is specified in a pre-existing agreement. The University will contribute its share of any

royalties from intellectual property it owns to the University Foundation, to be used by the

Foundation as its Board of Directors may determine. If the creation of an intellectual property

was supported by money from the General Fund earmarked for the purpose by the General

Assembly or the University, royalties from that property will be used to reimburse the

Commonwealth for the cost of creation. If the University fails to make progress toward

obtaining a copyright or patent (and marketing such) in which the creator(s) have a share within

a period of eighteen (18) months after the submission of the report described above, the

creator(s) may formally make a written request to the President that the ownership of the

intellectual property pass to the creator(s).

UMW FACULTY HANDBOOK (2023)

5.7.1.8 Dispute Resolution Any dispute which may arise over anything within this Policy on

Intellectual Property should be presented to the President, who, in resolving the dispute, may

convene a committee of three individuals to advise them. The committee will consist of one

employee of the University named by the creator(s) of the intellectual property in question, a

second employee of the University named by the Provost, and a third named by the President.

Both this committee and the President will be advised as well by the University’s assigned

representative of the Office of the Attorney General.

5.7.2 Protection of Persons and Property Faculty members must personally take

responsibility for protection of University property and personnel by locking all buildings,

classrooms, workrooms, and storerooms as appropriate. Faculty members are assigned keys for

their offices, buildings, and other necessary areas by the University Police Office. Faculty

members are expected to be fully informed concerning any hazards attending any equipment or

materials they use in courses they teach, in laboratories, studios, shops, or elsewhere, and to

supervise carefully all activity involving hazardous equipment or materials.

5.7.3 Policy on Use of Computers and Networks and Network Administration Users of

information technology resources at the University must use them responsibly and within

limitations. Users also must meet certain responsibilities and are subject to certain limitations,

which are listed in the Network and Computer Use Policy. Users who fail to meet their

responsibilities or who fail to operate within the limitations may have their network privileges

suspended or revoked and may be subject to other disciplinary actions. Using University-owned

computers, networks, or other information technology resources constitutes acknowledgment

that the user understands and commits to compliance with the University’s Network and

Computer Use Policy and related policies and procedures. The UMW computer network consists

of an institution-wide backbone, local area network, and many shared computers, as well as

personal desktop computers and other computing devices. The various systems administrators

work to ensure that network privileges are properly maintained for all University users.

Additional details about the Network and Computer Use Policy and periodic updates to it are

available at technology.umw.edu/it-policies/

5.7.4 Virginia Freedom of Information Act All requests for university-related

information, utilizing provisions of the Virginia Freedom of Information Act (FOIA), must be

directed to the Office of Advancement and University Relations. Requests from the news media

will be researched and answered by that office. Requests for information from non-media

sources will be logged by that office and referred to the appropriate campus office for immediate

response and resolution.

5.7.5 Access to Resources All full-time faculty will be provided with an office, a computer,

network access, telephone and voice mail services upon commencement of their contracts. All

adjunct faculty are provided with shared office space, ideally in arrangements of one office per

teaching position (defined as five courses in a semester). All adjunct faculty are provided with at

least shared access to a personal computer, one per office.

SECTION 5 — FACULTY RIGHTS, RESPONSIBILITIES, AND POLICIES

5.8 FACULTY GRIEVANCE POLICY AND PROCEDURE

5.8.1 Definitions A grievance is a complaint made by a member of the faculty concerning a

decision, action, or lack of action by a person or group of persons acting in an official capacity,

which directly and adversely affects the professional or personal well-being of the grievant and

which can be corrected by the University. A grievant is a member of the faculty who has made a

complaint that constitutes a grievance.

5.8.2 Coverage Any full-time or part-time member of the University teaching faculty is

covered under this grievance policy.

5.8.3 Non-grievable Actions Any grievances that satisfy the definition in §5.8.1 but are

dealt with by their own specific policies and procedures, including an appeal process, as outlined

elsewhere in the Handbook, are considered non-grievable actions. Therefore, excluded matters

include the following:

.1 non-reappointment of non-tenured faculty (see §3.18);

.2 decisions regarding the awarding or withholding of tenure (see §7);

.3 actions of dismissal of faculty for cause or financial exigency (see §4.1 – 4.2);

.4 actions awarding or withholding promotions (see §7);

.5 any action related to evaluation of performance or salary adjustment (see §§6.1 – 6.8);

.6 disciplinary action taken as a consequence of a determination of racial, sexual, or other forms

of discriminatory actions (see §5.3.2);

.7 violations of university policy by individual faculty members (see §4.3).

5.8.4 Bias Offense and Incident Reporting Procedure The Bias Offense and Incident

Reporting Policy has been established to help ensure a safe and welcoming working and

educational environment for all members of the University of Mary Washington community.

Cases involving alleged acts of bias should be pursued through this procedure and not the

grievance policy and procedure. The University considers acts of bias on the basis of race, color,

religion, disability, national origin, political affiliation, marital status, sexual orientation, gender,

veteran status, or age to be unacceptable and antithetical to its commitments to diversity,

inclusiveness and the right of every individual to be treated with dignity and respect. See the

policy for additional details about the Bias Offense and Incident Reporting Procedure.

5.8.5 Pre-Faculty Appeals and Grievance Committee Procedure The faculty member

should first make every effort to resolve the potential grievance directly with the individual(s)

involved.

UMW FACULTY HANDBOOK (2023)

5.8.6 First Filing of the Grievance All grievances shall be presented as soon as possible

and in no event later than ten (10) business days after the occurrence of the action or event

causing the grievance:

.1 A faculty member with a grievance against another faculty member within their department

shall present the grievance to the department chair.

.2 A faculty member with a grievance against another faculty member not in their department,

with a grievance against his or her department chair, or with a policy or practice of the

department shall present the grievance to the college dean.

.3 A faculty member with a grievance against the college dean or another University

administrator shall present the grievance to the Provost.

.4 A faculty member with a grievance against a college policy or procedure or the application

thereof shall present the grievance to the Provost. A faculty member with a grievance against the

Provost, or a University policy or procedure or the application thereof shall present the grievance

to the President.

5.8.7 Attempt at Informal Resolution The individual receiving the grievance shall seek to

mediate a prompt and satisfactory solution of the grievance. If an allegation of discrimination or

harassment is involved, the matter will be immediately referred to the University AA/EEO

Officer. Within ten (10) business days of receiving the grievance, the individual receiving it will

schedule a first meeting with the grievant to initiate a process of informal resolution. This

meeting is required. Within fifteen (15) business days from the date of that initial meeting, the

grievance will either be resolved or the person receiving the grievance will determine that it

cannot be resolved through informal means. In the event that informal resolution fails, the person

receiving the grievance advises the grievant regarding the next step in the process (§5.8.8).

5.8.8 Formal Procedures to Hear the Grievance If the grievance of a faculty member is

not resolved through the informal procedure, the faculty member may, within ten (10) business

days thereafter, pursue a formal grievance procedure and request a hearing by the University

Faculty Appeals and Grievance Committee, a standing committee of the faculty whose charge is

to investigate the grievance and recommend to the Provost (or President as per §5.8.9) a

resolution.

5.8.9 Formal Request to the University Faculty Appeals and Grievance Committee

A faculty member requesting a hearing by the University Faculty Appeals and Grievance

Committee shall present a written statement of charges to the Provost; if the grievance is against

the Provost or a University policy, decision, action, then the statement of charges shall be

presented to the President.

5.8.10 Statement of Charges, Preparation and Distribution The written statement of

charges submitted by the grievant shall contain the following information and material in a form

whereby multiple, legible copies may be reproduced:

SECTION 5 — FACULTY RIGHTS, RESPONSIBILITIES, AND POLICIES

• A clear statement of facts upon which the grievance is based, including an explanation

of how the faculty member alleges they have been adversely affected and the specific

relief requested; note that the Faculty Handbook defines a good faith allegation as

follows: “a good faith allegation is one made with the honest belief that a violation may

have occurred. An allegation is not made in good faith “if it is made with reckless

disregard for or willful ignorance of facts that would disprove the allegation.” It is

misconduct to make an allegation “with reckless disregard for or willful ignorance of

facts that would disprove the allegation.” (See sections §§4.8.2 and 4.8.3);

• An identification of the person(s) or the college or University policy or procedure

considered responsible for the alleged adverse condition, action, or inaction upon which

the grievance is based and an explanation of why the person(s) is considered responsible

or why the college or University policy or procedure is considered improper;

• A copy of any pertinent Board of Visitors or college or University policies or regula-

tions, Commonwealth statutes, contractual agreements or other documents of custom and

practice upon which the grievant relies; and

• A written statement prepared by each witness that the grievant would expect to call for

the hearing in support of the grievance that summarizes the information or evidence that

the witness would testify to at a hearing. The grievant shall also identify any witnesses

believed to have relevant information who have refused to prepare a written statement or

to testify at a hearing and the nature of the relevant information at issue.

5.8.11 Composition of the University Faculty Appeals and Grievance Committee

(UFAGC) The formal hearing shall be conducted by the UFAGC, a standing committee of the

faculty.

5.8.11.1 Prior to the Provost turning the formal statement of charges over to the UFAGC, both

the accused faculty member (or unit representative) and the grievant will have one opportunity to

challenge the membership of the UFAGC that will hear the grievance. The accused faculty

member (or unit representative) and the grievant will each be allowed one challenge to the

existing composition of the UFAGC without stated cause. This is the only time at which

committee membership may be challenged.

5.8.11.2 At this time (prior to the Provost disseminating the statement of charges), the recusal of

any member(s) of the Committee should also be determined. Any member of the University

UFAGC should remove them from the case if they have or could be perceived to have a bias or a

conflict of interest. To prevent the perception of bias or conflict of interest, any member will

step down at the request of a majority of the members of the UFAGC who have not been

removed by a challenge.

5.8.11.3 The Committee must have at least five members to conduct the formal investigation.

Replacement of Committee members will be determined by the remaining members from the

pool of elected “back-up members.” When UFOC conducts (annual staggered-term) elections

for the UFAGC membership, it will ensure the election of both five active members and five

UMW FACULTY HANDBOOK (2023)

back-up members. Should the existing chair of the Committee be removed through challenge or

recusal, the final five members shall elect a new chair for the purposes of the formal hearing.

5.8.12. Conduct of Formal Committee Deliberations The chair of UFAGC shall prepare

and distribute a complete copy of the statement of charges to each member of the committee and

to the Provost (or President per §5.8.9).

5.8.12.1 Confidentiality It is expected that confidentiality will be maintained in the conduct

of the formal committee deliberations. The mere suspicion of wrongdoing, even if totally

unjustified, is potentially damaging. Information concerning any grievance proceedings must be

held in strictest confidence and should be available only to those with a right or a need to know.

5.8.12.2 Preliminary Review and Decision The UFAGC shall, within ten (10) business days

after receipt of the statement of charges, review the charges and determine whether or not the

Committee will request a reply to the statement of charges. If the Committee determines by a

majority vote that the charges (a) do not constitute a grievance, (b) are frivolous and/or without

merit, (c) do not involve actions taken by a person in an official capacity, or (d) cannot be

addressed by an official university policy or procedural remedy, then the chair of the Committee

shall advise the grievant in writing of this finding with a copy provided to the Provost (or the

President as per §5.8.9). The action of the Committee at this stage is final.

5.8.12.3 Request for a Reply to Statement of Charges The UFAGC requests a reply to the

statement of changes for one of two reasons: (1) because additional information is required to

decide if the matter is grievable, or (2) because the Committee determined that the matter is

grievable and a reply to the statement of charges is called for. If the UFAGC requests a reply to

the statement of charges, the chair shall advise the grievant and shall provide a complete copy of

the statement of charges to each person against whom the complaint is made. If the grievance is

against a departmental policy, decision, or action, rather than against the action of an individual,

the department chair shall represent the department against which the grievance is made. If the

grievance is against a College or University policy, decision, or action, rather than against the

action of an individual, the appropriate dean, or the Provost shall represent the relevant

institutional unit against which the grievance is made.

5.8.12.4 Reply to Statement of Charges Upon receipt of the statement of charges, the

person(s) against whom or representing the unit against which the grievance is lodged shall, if

they wish to reply, have twenty (20) business days to present a response to the charges to the

chair of the UFAGC. The response must be in writing, and shall include:

• A full statement of the position taken by the person(s)/institutional units against whom

the grievance has been lodged with respect to the charge;

• Any commentary the cited party(ies) may wish to offer concerning any of the

documents contained in the statement of charges submitted by the grievant and any

pertinent documents or materials which the respondent(s) relies upon; and

SECTION 5 — FACULTY RIGHTS, RESPONSIBILITIES, AND POLICIES

• A written statement prepared by each witness that the respondent would expect to call

for the hearing in response to the grievance that summarizes the information or evidence

that the witness would testify to at a hearing. The respondent may also identify any

witnesses believed to have relevant information who have refused to prepare a written

statement or to testify at a hearing and the nature of the relevant information at issue.

Within five (5) business days after receipt of the response to the statement of charges from the

party(ies) against whom the grievance has been lodged, the chair of the Committee shall have

prepared and distributed to the grievant and to each member of the UFAGC a complete copy of

the response.

5.8.12.5 Review of Reply to Statement of Charges, and Decision Within ten (10) business

days of the distribution of the reply to the statement of charges, the Committee will either make a

final decision or determine that a hearing should be held. Should all members of the UFAGC,

after reading the statement of charges and the response thereto, determine that there are sufficient

grounds to recommend a remedy or a correction without conducting a full hearing, then the

Committee shall by formal resolution offer its recommendation for the remedy or correction that

should be taken to address the grievance. (The Committee may also recommend that no

corrective action be taken.) The Committee’s recommendation shall be promptly transmitted, in

writing, to the parties concerned and to the Provost (or President as per §5.8.9), and the action

shall be final. If the Committee determines that a hearing should be held, the chair of the

UFAGC shall schedule a hearing to begin no later than thirty (30) business days after the date

that the Committee decided that a hearing should be held.

5.8.13 Pre-Hearing Conference At least ten (10) business day before the Hearing, the

UFAGC will hold, with all parties present, a pre-hearing conference to define the issues involved

and to resolve procedural matters for the Hearing. For instance, the Committee will inform both

parties of their option to request the right to call witnesses for the Hearing. Such witnesses will

be expected to submit written statements to the Committee as part of the request. The

Committee may also choose to call witnesses based on its deliberations of the facts to this point.

5.8.14 Procedure for the Hearing The Hearing shall be conducted according to the following

procedures:

5.8.14.1 Attendees The hearing shall be private, with only the parties involved, witnesses,

counsel, advisers, designated observers, and members of the Committee present, except that,

with mutual agreement by the grievant and the party(ies) against whom the grievance is lodged,

the hearing may be public.

5.8.14.2 Record of Hearing The full and complete Hearing shall be recorded by and for the

Committee and all recordings shall be preserved until thirty business days following action by

the Provost (or the President as per §5.8.9), or in the case of an appeal (see §5.8.14.6 below) until

final and conclusive action is taken, at which time the recordings shall be destroyed.

5.8.14.3 Conduct of Hearing The Hearing shall be convened and conducted by the UFAGC

chair. Counsels, advisers, or other observers may not speak or participate; they are to silently

UMW FACULTY HANDBOOK (2023)

observe the proceedings. The purpose of the Hearing is to allow the Committee to complete its

work of determining a recommendation, given the charge(s) made, which may require further

fact-finding through questioning of the parties or other witnesses. In principle, the facts will

already have been presented in writing from both sides; the hearing provides the Committee the

opportunity to clarify issues by asking questions of either or both parties and to hear from

witnesses it feels the need to hear from. The Committee will afford both the grievant and the

accused the opportunity to provide a brief, five-minute statement at the beginning of the Hearing,

should either choose to do so, and it reserves the option of asking questions of them at that time.

Either party may make a written request no less than five (5) business days in advance of the

Hearing to call and interrogate witnesses, if either believes that such witnesses will bring new

and important information to the Committee’s attention. The reasons for the need of such

witnesses must be provided in the written request, along with a statement from each witness.

The Committee will rule on requests to call witnesses at least two (2) business days before the

Hearing begins. The Committee will afford both the grievant and the accused the opportunity to

provide a brief, five-minute statement at the conclusion of the Hearing, should either choose to

do so, and it reserves the option of asking questions of them at that time.

5.8.14.4 Order of Hearing Activities The general outline of a Hearing (with all possible steps

included) would follow this procedure:

• Convening of the Hearing by committee chair

• Opening statement by grievant

• Opening statement by respondent to the grievance

• Questions by Committee to clarify issues raised in written materials, including witness

statements, and points raised by the two opening statements

• Witnesses called by the grievant (questions by the Committee and the respondent would

follow the witness’s initial responses to questions asked by the grievant)

• Witnesses called by the respondent (questions by the Committee and the grievant would

follow the witness’s initial responses to questions asked by the respondent)

• Witnesses called by the committee (questions by the grievant and the respondent would

follow the witness’s initial responses to questions asked by the Committee)

• Closing statement by grievant

• Closing statement by respondent to the grievance

• Committee adjourns to deliberate and reach a decision

5.8.14.5 Decision After all testimony has been presented, the chair of the UFAGC shall recess

the Hearing, and the Committee shall go into closed session to determine its findings and prepare

its report and recommendations. If the grievance is against an individual faculty member and

they are found by the committee to be responsible, recommended remedies and sanctions may

include but are not limited to those in §4.3.

5.8.14.6 Distribution of Decision Within ten (10) business days after the recess of the

Hearing, the UFAGC shall present its written report and recommendations, showing the vote of

the Committee on the recommendations, to the Provost (or the President as per §5.8.9) and to all

parties to the Hearing. The report shall provide a summary of the facts presented in the Hearing

and the reasons for the recommendations of the Committee. Within ten (10) business days after

SECTION 5 — FACULTY RIGHTS, RESPONSIBILITIES, AND POLICIES

receipt of the Committee’s report and recommendations, the Provost (or the President as per

§5.8.9) shall communicate, in writing, to the parties involved and to each member of the

Committee, their acceptance or rejection, in whole or in part, of the UFAGC recommendations.

5.8.14.7 Appeal to the President Ordinarily the decision of the Provost shall be final and

conclusive. However, an affected party may present a request, in writing, to the President

within ten (10) business days after receipt of the Provost’s decision, asking to review the record

of the hearing. Within twenty (20) business days after receipt of a request from an affected

party, the President will either affirm the decision of the Provost or make additional or different

determinations. The decision of the President is final.

SECTION 6

FACULTY EVALUATION PROCEDURES

6.1 ANNUAL EVALUATION PRINCIPLES FOR FULL-TIME INSTRUCTIONAL

FACULTY Faculty Annual evaluation of faculty has been mandated by the Board of Visitors.

All tenured, tenure-track, renewable term appointments (lecturers and senior lecturers), and any

other faculty on continuing multi-year contracts will be reviewed. The evaluation system is

required to be multi-sourced, to include peer review (unless this step is not part of the

department’s process), rating each faculty member’s performance as to whether it meets,

exceeds or does not meet expectations in the areas of teaching, professional activity, and service.

This process applies to the faculty member’s performance during the annual evaluation period.

Full criteria for promotion and tenure can be found in the appendices of each college.

Meets expectations: the faculty member is effective, productive, and meets standards expected of

all faculty. This rating represents the standard performance of UMW faculty. This rating should

always be interpreted in a favorable light.

Exceeds expectations: exceptional performance; well above the effective level of expectations.

Does not meet expectations: the faculty member fails to meet standards expected of all faculty.

Procedures outlined in §§6.2-6.9 apply to full-time instructional faculty. For evaluation of

adjunct faculty, see §6.10

6.2 ANNUAL EVALUATION POLICY AND PROCEDURES

6.2.1 The Role of the Department The chair of each department will be responsible to

ensure that a specific evaluation plan is approved by the department and the dean. The plan must

evaluate the individual faculty member in the areas of teaching, professional activity, and

service.

.1 Each departmental faculty member, including the chair, will make available to fellow

department members for peer review the Faculty Annual Activities Report (FAAR, see

Appendix A), syllabi for all courses taught in the evaluation period, and other materials

designated by the department, but excluding data from student course evaluations (see §6.5.1.4).

These materials will help to ensure transparency of the review process and may be used for peer

review if peer review is part of an approved department evaluation plan.

.2 In accordance with the approved department evaluation procedures the chair will write an

annual performance review (APR) for each faculty member that includes a rating, as listed above

in §6.1, determined according to the department's defined procedure. The APR should include

SECTION 6 — FACULTY EVALUATION PROCEDURES

individual ratings indicating evaluation levels for teaching, professional activity, and service, and

assign an overall merit level of satisfactory or unsatisfactory. This rating shall be thoroughly

justified in the commentary and ratings for the aforementioned areas. In each instance, a copy of

the review shall be provided to, reviewed with, and signed by the faculty member prior to the

chair's consultation with the dean. Any changes made to the performance ratings assigned to a

faculty member by the dean in accordance with §6.2.2.2 will be identified and appended to the

faculty member’s APR.

.3 When the University awards sabbatical or other leave to a person for a semester or a year, it

recognizes the person’s contribution to the institution. A faculty member on leave will

automatically receive an overall rating of “Satisfactory.” The faculty member may, however,

elect to participate in the annual evaluation process for consideration of a higher evaluation

rating. In such cases, the person must complete the departmental requirements for peer review

and include a report on progress made and accomplishments completed during the leave period.

Participation of the person on sabbatical leave in the annual evaluation process does not replace

the report requirements attached to the awarding of the sabbatical leave.

.4 In departments using a peer review process, the chair reviews all members of the department

after the peer review process is concluded; therefore, the chair should not participate in the

departmental peer review process as a peer. Department members will review their chair

anonymously in the areas of teaching, professional activity, service, and administration on a

separate form distributed from and collected by the dean. (See Appendix A, “Department Chair

Evaluation Commentary” form.) The chair will provide each of the documents specified in

§6.2.1.1, which department members will then consult for their evaluation of the chair.

.5 In order to provide formative feedback for faculty, departments will conduct a pre-tenure

and/or pre-promotion review for tenure-track faculty who will be applying for promotion or

tenure, and for RTAs who will be applying for promotion. Procedures for this review will be

developed by each department or college and approved by the dean. The procedure must include,

but is not limited to, the following: The faculty member shall provide a pre-promotion

credentials file, submitted at the beginning of the spring semester of their third year or by a

deadline established at the time of hire if the probationary time frame has been shortened. This

pre-tenure, pre-promotion file will include evidence of effective teaching, professional activity,

and service. These materials shall be reviewed by a pre-tenure, pre-promotion review committee,

consisting of tenured faculty members, as defined by the department or college. The department

or college shall provide formative written feedback to the candidate about whether the candidate

is on track to be successfully recommended for tenure and/or promotion at the end of the

probationary period, and send a copy of this review to the dean by March 1st.

.6 Different disciplines, departments, and colleges may have varying definitions of what

constitutes professional activity. Individuals should familiarize themselves with these

expectations.

UMW FACULTY HANDBOOK (2023)

6.2.2 The Role of the Dean and Provost

.1 The individual department plan, approved by the dean, offers the most accurate means for

rating individual faculty members within the department. Except for rare instances, it is not the

dean’s responsibility to adjust the rankings within the department.

.2 The dean’s primary function in the evaluation process is to ensure equitable scoring across the

College, across departments, and in rare circumstances within a department. When the dean

determines that a department is out of line with the college norm, the dean will, in consultation

with the chair, raise or lower the department’s rating of its faculty members. Part of the dean’s

role is to ensure that individual faculty members are compared with their colleagues across

campus to determine their rating and that they are not penalized if they happen to be in a

department with many outstanding colleagues. Should the chair disagree with the dean’s

recommendation, the provost will review the materials and rule in the case. In rare cases, should

the dean determine an inequitable ranking within the department, the dean will discuss the matter

with the chair. Should they fail to reach agreement, the matter will be presented to the provost,

who will rule in the case. The decision of the provost is final.

.3 The dean will incorporate results from department chair evaluation commentaries submitted

by department members in the writing of special assignment performance reviews (SAPR) for

chairs and any others with special assignments supervised by the dean (see also 6.4.5).

.4 If, as a result of actions described in §§6.2.2.1–3, an individual’s rating is changed after the

individual has signed the APR completed by the chair (§6.2.1.3), the dean will write to that

individual, explaining the change.

6.2.3 Appeals Process

.1 Any faculty member may submit to the dean, with a copy to the chair, a letter of exception

regarding any portion or all of the APR completed by the chair, and/or any portion or all of the

dean’s letter of explanation. The individual is entitled to a written reply from the dean. If

dissatisfied with any portion or all of the written reply, the individual may submit a further letter

of exception to the provost, with copies to the dean and chair. The individual is entitled to a

written reply from the provost. The decision of the provost is final.

.2 Any chair or other person with a special assignment may submit to the provost, with a copy to

the dean, a letter of exception regarding any portion or all of the SAPR completed by the

supervising administrator. The individual shall be entitled to a written reply from the provost. If

any individual’s APR or SAPR is not received by the stipulated deadline (see §6.6), the

individual retains the right to file a letter of exception once the evaluation is received. The

deadline for submitting letters of exception in these cases will be set by the dean or provost as

appropriate.

.3 In a case where the dean has changed a faculty member’s evaluation rating from what was

submitted by the department chair, the faculty member may appeal by writing a letter of

SECTION 6 — FACULTY EVALUATION PROCEDURES

exception to the provost. The individual is entitled to a written reply from the provost. The

decision of the provost is final.

.4 At the request of a faculty member, department chair, the dean, or the provost, the dean or

provost shall schedule a conference with the parties to examine the causes of their differing

judgments. The dean or provost shall summarize in writing the points discussed in the

conference and outline the positions taken by the parties, including the dean and/or provost, with

respect to those points. All parties shall sign and retain copies of the summary. Nothing in this

provision shall preclude an individual’s right to pursue appeal through the letter of exception

provision (§§6.2.3.1–3).

6.3 MINIMAL PERFORMANCE CRITERIA AND ANNUAL EVALUATIONS Widely

(if not universally) within the academic profession, faculty performance is evaluated in three

areas of endeavor: teaching, scholarly/creative/professional activity, and service. In all three

areas, certain activities and performance levels are taken for granted within what all faculty

recognize as basic and minimal professional responsibilities. These include, for example, support

of the Honor Code (see Appendix B), adherence to the Statement on Community Values (see

§1.3), punctuality in meeting one’s assigned classes, faithfulness in keeping one’s posted office

hours, the provision of appropriate course syllabi, the prompt return to students of graded work,

the reading and other preparation one must do to keep instruction current and vibrant, the

maintenance of memberships in appropriate professional and disciplinary organizations and

societies, the reading one must do and the conferences and workshops one must attend to

maintain currency in one’s profession or discipline, attendance at faculty meetings, and the

willing acceptance of one’s fair share of departmental chores.

6.3.1 Evaluation Criteria The assignment of annual evaluation ratings in each of the three

areas of faculty assessment should be done in a manner that is as consistent and as objective as

possible. Toward that goal, the following descriptions of each level of achievement are intended

to provide guidance for all faculty, chairs, and administrators involved in the assessment process.

The examples of the types of evidence of achievement provided here are not meant to be

considered comprehensive and are not limited to the examples provided. It is also not expected

that a particular performance rating requires that a faculty member accomplish all of the

examples provided within each category, but rather show a set of achievements consistent with

these descriptions. Evaluators are also urged to consider the impact of implicit bias. For

example, research shows that student evaluations of faculty can be affected by gender and/or

race.

6.3.2 Teaching

Meets expectations. Expected performance in teaching includes a clear record of effectiveness in

the classroom, as evidenced by the following: scores and comments by students reported by the

student course surveys; acceptable peer evaluations of teaching and/or course materials;

consistently meeting all scheduled teaching obligations and holding office hours as expected by

the University; updating course content as necessary to reflect current knowledge in the

discipline; presenting course syllabi which conform to the expectations of instruction at UMW.

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Of the three areas to be evaluated, teaching, scholarship/professional development, and service,

teaching is preeminently important (Section §7.3). Therefore, given the emphasis on excellence

in teaching at the University of Mary Washington, faculty must meet expectations in the

category of teaching in order to achieve a satisfactory overall performance rating.

Exceeds expectations. This rating should be applied to a faculty member whose performance is

determined to be well above the average level of expectations. Evidence of outstanding

performance in teaching includes a clear record of success in the classroom, as well as additional

teaching contributions which may include: a significant number of noteworthy positive scores

and comments by students reported by the student course surveys; strong positive peer

evaluations of teaching and/or course materials by departmental colleagues; involvement in new

course development and/or teaching innovation; documented collaborative activity with

colleagues in course design; contribution to interdisciplinary experiences for student learning;

involvement and success in individual instruction or mentoring of students, as evidenced by

student research, creative work, presentations or publications in departmental or campus venues;

or assumption of additional, unusual, or particularly demanding teaching assignments.

Does not meet expectations. This rating implies that the faculty member is not meeting the

minimum expected level of performance and that significant improvement is needed.

Recommendations for improving performance should be discussed with the faculty member as

part of the annual evaluation process. Evidence that performance in teaching needs improvement

may include: a pattern of problematic scores and/or problematic comments by students reported

by the student course surveys; peer evaluations of teaching and/or course materials that raise

concerns about the quality of the course material or the strategies of instruction; a significant

record of student complaints reported directly to the chair or dean; failure to meet assigned

classes; failure to fulfill minimum performance criteria listed in §6.3 as they relate to teaching.

This rating may also be assigned for failure to take steps for improvement in consultation with

the chair as a consequence of a previous year’s rating.

6.3.3 Professional Activity

Meets expectations. Evidence of effective performance in professional activity includes not only

engaging in the work necessary to maintain currency in the profession or discipline, but also

demonstrating contributions to the discipline and/or teaching profession through activities

directed toward professional peers beyond the university. Evidence of such contributions may

include the following: participation in regional, national or international conferences through

presentations, panel organization or participation, or workshop participation; preparation,

submission or revisions of texts for possible publication; participating in exhibitions or

performances; applications for external grants or funding; winning internal grants: the extensive

employment of a faculty member’s professional expertise in the community (for instance, large-

scale activities involving local schools or businesses); serving on the editorial board of a journal

or as an officer in a professional organization; making efforts to obtain funding by preparing and

submitting research proposals, or evidence of progression on a professional project.

Documented contributions to professional organizations may also be considered in this category.

SECTION 6 — FACULTY EVALUATION PROCEDURES

Exceeds expectations. This rating should be applied to a faculty member whose professional and

scholarly contributions are determined to be well above the average level of expectations.

Evidence of outstanding performance includes publication, performance, exhibition, or

conference presentation in peer reviewed venues. Peer reviewed publications and presentations

are evidence that the quality and productivity of the activity is acceptable to a knowledgeable

peer group. Serving as editor of a journal may be recognized in this category. Documented

contributions to professional organizations, including election/appointment to a significant

leadership role, receiving a significant award for work by a professional organization may be

considered in this category. Other criteria include obtaining external sources of funding that are

peer reviewed.

Does not meet expectations. This rating implies that the faculty member is not meeting the

minimum expected level of performance and that significant improvement is needed.

Recommendations for improving performance should be discussed with the faculty member as

part of the annual evaluation process. Performance in professional activity needs improvement

when there is no discernible record of contribution to the faculty member’s discipline and/or

scholarship of teaching through activities directed toward professional peers beyond the

university, for instance because such efforts have been unsuccessful or sporadic, or may have

been directed too narrowly to colleagues on campus or to an audience not comprised of

professional peers. Failure to fulfill minimum performance criteria listed in §6.3 as they relate to

professional activity is also cause for this rating. This rating may also be assigned for failure to

take steps for improvement in consultation with the chair as a consequence of a previous year’s

rating.

6.3.4 Service

Meets expectations. Evidence of effective service consists of meeting all one’s advising

responsibilities and serving on at least one committee at the department, college, or university

level during the evaluation period and demonstrating responsible participation on that committee,

or providing documentation and explanation for the lack of activity. Sometimes committees

have more work than at other times and sometimes a committee’s agenda is not always within

the committee’s control. Furthermore, there are times when a faculty member is not assigned to

a committee (or has recently completed a term on a major committee). However, expectations

for service remain and all faculty are expected to participate in the work of their departments and

colleges outside of the classroom, to provide academic advising to students, and to serve in

governance of the university. All faculty are expected to attend department and general faculty

meetings (including voting on the graduates), and attend graduation ceremonies and other formal

academic ceremonies.(see Section §5) A faculty member may demonstrate service through an

accumulation of other activities such as participation in departmental hiring activities,

admissions recruiting activities including participation in on campus admissions events, reaching

out to prospective students when asked, meeting with prospective students and their families,

attending special events for students such as receptions for graduating majors, career panels, or

other activities that are limited in scope. Community outreach activities that rely on a faculty

member’s academic expertise and serve to connect the University with the community can be

recognized in this category. Willingness to serve on a committee is a minimum requirement for

this level of recognition. In the case of a minimal record of service, a faculty member is

UMW FACULTY HANDBOOK (2023)

expected to offer evidence of willingness to serve (for example, making oneself available for

election to a major committee—even if the election is won by a competing candidate) or present

a credible case for alternatives to established committees. Service to the profession may be

included in this category, but it alone does not constitute evidence of effective service. Faculty

members in their first year shall automatically be considered satisfactory in service.

Exceeds expectations. This rating should be applied to a faculty member whose service

contributions have been determined to be well above the average level of expectations. Evidence

of outstanding service includes such activities as serving in a leadership role on an active

University or College committee and/or documentation of significant contributions to an active

committee. In addition, serving on multiple committees, evidence of other leadership,

innovation, or other significant service responsibilities may also be considered in this category.

Does not meet expectations. This rating implies that the faculty member is not meeting the

minimum expected level of performance and that significant improvement is needed.

Recommendations for improving performance should be discussed with the faculty member as

part of the annual evaluation process. Service performance needs improvement when the record

shows no or only slight department or university service when options for service were available,

consistent failure to attend department meetings and/or significant department functions,

consistent failure to attend general faculty meetings and/ or participate in academic ceremonies

including Graduation and Honor Convocation, or when the faculty member fails to satisfactorily

perform advising responsibilities. The previous service record should be taken into account,

however, to ensure that the faculty member is not penalized after having completed a major

committee assignment. Failure to fulfill minimum performance criteria listed in §6.3 as they

relate to service is also cause for this rating. This rating may also be assigned for failure to take

steps for improvement in consultation with the chair as a consequence of a previous year’s

rating.

6.4 ANNUAL EVALUATION DOCUMENTS For copies of forms used in this context, see

Appendix A.

6.4.1 The Faculty Annual Activities Report (FAAR) A brief form to be filled out and filed

with the department chair and dean each year by each faculty member. It lists, by category, the

activities and accomplishments of the faculty member for the academic year just completed. It is

used in the annual performance evaluation, pre-tenure, promotion, and unsatisfactory

performance review. Categories to be addressed and guidelines to complete the FAAR appear at

§6.5.

6.4.2 The Curriculum Vitae The formal academic resume of a faculty member, written in

standard form (see Appendix A for example format) and updated with each evaluation.

6.4.3 Department Chair Evaluation Commentary A form upon which a faculty member

is asked each year to offer comment for the dean upon the effectiveness, as they see it, of the

department chair in the areas of teaching, professional activity, service, and administration.

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6.4.4 Annual Performance Review (APR) A brief form executed for the record by the

department chair (see §6.2.1.3). With reference to teaching, professional activity, and service and

using the ratings of §6.1, it identifies aspects of the faculty member’s performance that were

exceptionally strong, as well as any aspects that fell short of expectations or should be improved.

In the case of significant shortfall, the APR may also outline major objectives for a stated future

period. The APR will provide a rating for each area of evaluation (teaching, professional activity,

and service), as well as an overall rating (See §§6.1 and 6.3).

6.4.5 Special Assignments Performance Review (SAPR) In the case of faculty members

with special assignments (e.g., department chair, Director of the Speaking Intensive Program,

etc.), the person with immediate supervisory responsibility for the special assignment should

complete a performance evaluation that specifically speaks to the performance criteria detailed in

the faculty member’s original letter of appointment, and submit that evaluation to the faculty

member’s department chair or dean (in the case of department chairs) for incorporation into the

APR. While Special Assignments vary, these assignments are generally additional service

activities or projects and ordinarily will be included in the service category for the annual review

evaluation.

6.5 GUIDELINES FOR COMPLETING THE FAAR

6.5.1 Teaching

.1 List courses by semester, including summer session courses for faculty on twelve-month

contracts (faculty on nine-month contracts may include summer courses). List course number,

course name, and enrollment (class size after drop-add period). Indicate, using the following

abbreviations if you wish, whether any of these conditions holds:

N New—you are teaching the class for the first time

RM — Required for majors

U Updated — made current with recent work

GE — General education course

R Revised—some of the material and/ or method is

new.

WI — Writing intensive course

SR Significantly Revised—most of the material

and/or method is new.

SI — Speaking intensive course

In the above list, updated refers to the minimum expectation of faculty (integration into the

course of the results of, “reading and other preparation one must do to keep instruction current

and vibrant”—§6.3); significantly revised denotes a thorough course overhaul; revised should be

used for courses changed, but neither merely updated nor thoroughly overhauled.

.2 If FAAR numbers differ from those reported to the dean by the Registrar or other record

keeping office, include additional explanation. Identify funding source, if any, for undergraduate

research projects.

UMW FACULTY HANDBOOK (2023)

.3 Among the items you may wish to address are course outcome objectives; academic standards

and expectations of students; course rigor; grading practices; courses introduced, extensively

revised, or approved for across-the-curriculum or General Education goal credit. Note whether

project proposals for curriculum enrichment are funded.

.4 Departments differ in their procedures for the peer review aspect of the annual evaluation.

When syllabi are provided as part of peer review, include syllabi for each different course taught

(see §5.4.6 for syllabus information) or URLs for web-based courses and any other materials

designated by your department. You may wish to include final examinations or their equivalent,

representative handouts, additional evaluation tools, or other course materials. Although student

course evaluation data must not be included among materials for peer review, you may if you

wish provide to the chair (separately) contextual information relevant to the results of student

evaluation (e.g., grade distributions, unusual circumstances affecting class performance or

morale, and timing of the survey in relation to major assignments or the return of significant

graded material).

6.5.2 Scholarly, Creative, and Professional Activity

.1 List the year’s activities and accomplishments, annotating the list with comments about the

nature and quality of each activity. For scholarly publications (books, monographs, articles, or

reviews), give complete bibliographic citations, and note whether refereed, invited, or

contributed. Note patents applied for or granted. Note whether exhibitions were juried. Note

whether public performances were reviewed. Note whether presentations (conference papers,

lectures, addresses, talks, etc. before audiences of professional peers, including local colleagues)

were refereed, invited, or contributed. Note whether project proposals (either for University

faculty development grants, or for external funding) for research in the discipline or for

professional development were funded. For all work in progress, summarize any progress made

during the period of evaluation. Teaching development may include participation in professional

activities arranged by the Writing or Speaking Intensive Programs, University Teaching Center,

NEH summer seminars and institutes, etc., and may include helping professional colleagues to

develop new dimensions of teaching competence. List active affiliation with a laboratory or

performing group, and indicate whether external to the University; and active involvement (not

membership) in professional societies, associations, or boards, e.g., journal editing, conference

organization, offices held (note responsibilities). List also responsibilities as a referee, reader, or

peer reviewer for publishers, journals, funding organizations, or conferences; participation on

editorial boards; duties as an external evaluator or assessor for other colleges and universities.

Consulting activity that has clear and relevant professional dimensions may be listed as well (if

remunerated, see §5.6.2 and attach report). Although conventions and definitions differ

somewhat by discipline, the following list is meant to cover common situations.

• refereed/juried: subjected to peer review, typically anonymous

• invited (describing completed work): solicited for publication or presentation;

(describing work in progress) promised for a specific publication or occasion

• contributed: accepted on the basis of a proposal or abstract

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• forthcoming: definite date for appearance set

• accepted: editor or organizer has approved for publication or presentation

• accepted subject to revision: will be approved for publication or presentation if

specified changes are made

• returned for revision and resubmission: rejected in current form with suggestions for

changes and an invitation to resubmit

• under editorial review, or submitted: currently in the hands of an editor or organizer

• work in progress: in preparation

.2 Criteria of quality differ by discipline, but some of the following might be used in

annotations: an organization or meeting’s scope (local, regional, national, international); reviews

and citations; a journal’s circulation, rejection rates, ranking; and awards.

.3 Depending on your department’s procedures for peer review, append preprints or offprints,

reviews, proposals, reports, theatre programs, art show announcements, or other documentation

of activities listed above.

6.5.3 Service

.1 University List all university-wide committees on which you actively participated this year

and any office held or special committee project effected under your leadership.

.2 College List standing, ad hoc, advisory, and college-wide committees on which you

actively participated this year and any office held or special committee project effected under

your leadership; club sponsorships and the documentable level of your involvement; first-year

student academic advising; BLS portfolio assessment; etc.

.3 Department List academic and career advising responsibilities; participation in Preview,

Showcase, Family Weekend; support of student activities; special tasks or assignments.

.4 Community List talks, presentations, high school visits, written contributions, etc., that

feature your affiliation with the University and/or require your disciplinary expertise.

6.6 THE SCHEDULE FOR ANNUAL EVALUATION

6.6.1 Principles Under no circumstances will faculty members be required or encouraged to

submit materials or perform other evaluation-related activities outside their designated contract

period.

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100

6.6.2 Dates The Provost’s Office shall publish a list of deadlines for the academic year that

covers all aspects of the annual faculty evaluation. The list will observe appropriate periods of

time for assembling materials, writing and evaluating reports, scheduling conferences, making

appeals, etc., in an approximation of the sample calendar. Dates should be adjusted to working

days; the full calendar applies only if every step is appealed. The Provost’s Office will distribute

a specific calendar of dates to be followed in a particular academic year. This calendar is

provided to serve as a guide for where the dates generally fall.

6.6.2.1 Sample Annual Faculty Evaluation Calendar for Nine Month Faculty

Annual Faculty Evaluation Action

Period/deadline

FAARs, , and special assignment performance reviews

submitted to chairs/supervisors (§§6.2 – 6.5)

May 15

Peer review materials (§§6.2.1.1–2) available for examination

by peer reviewers

May 15–August 31

(optional) Annotations of course evaluation results submitted

to chairs (§§6.5.1.4)

August 31

Department chair evaluation commentaries (§6.2.1.6)

submitted to dean

September 7

Peer reviews if required (§6.2.1.2) submitted to chairs

September 7

Chair-faculty conferences/negotiation as specified in

departmental plan

Starting September 8

All departmental materials (§6.2.1.3) submitted to dean; APRs

(with evaluation level) and FAARS are be given to the dean

even if they are not yet signed by the faculty Member

September 13

Chair-dean conferences/negotiation (§§6.2.2.2–4); all APRs

must be signed by faculty members prior to the chair-dean

conference

Sept. 18–October 17

Letters of exception (§6.2.3.1 - 3) submitted to dean and

provost, respectively

October 25

Written resolutions completed (§6.2.3.1-3)

November 8

6.6.3 Late Documents Evaluation documents not submitted, or not received, or received

late, should be brought to the attention of the relevant party or parties immediately and steps

taken urgently to correct the omission. In particular, within five working days of the submission

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101

of all departmental materials to the dean, the dean shall send written notice of any missing APR

to the faculty member and chair involved, advising that the omission be corrected immediately.

6.7 FACULTY SALARIES The timing of salary adjustments for full-time faculty varies

based upon when funding is available. Action by the Virginia General Assembly is often

required to provide authorization and funding for adjustments. All salary adjustments for full-

time faculty are approved by the Board of Visitors before taking effect. Salary changes that take

effect at the start of a contract year are conveyed in the reappointment letter, usually distributed

in April or May. Salary changes occurring after the start of a contract year are conveyed by

Salary Notification Letters, distributed after the Board of Visitors has approved salary changes.

These letters are signed and returned to the Human Resources Office.

6.8 ANNUAL SALARY ADJUSTMENTS

6.8.1 Salary Adjustment Policy To fund faculty salary adjustments, the University uses

money appropriated by the General Assembly. These state funds are allocated annually by the

Board of Visitors, as follows:

.1 The portion of funds needed for promotions and for the correction of salary inequities is

extracted first.

.2 Merit Pay Adjustment Process All full-time, continuing faculty members are subject to

annual performance review (§6.1). Should funds become available to award merit increases to

faculty, the provost will work with the University Faculty Council to develop a process for

making these awards, a process consistent with and based on the annual review process. Merit

pay will not be awarded to any faculty member with an overall rating of “unsatisfactory” for the

previous evaluation period.

6.8.3 Pay Dates The first pay date for the academic year is September 1. Salary is paid in

twenty-four equal paychecks over a twelve-month period. Pay dates are the first and the

sixteenth of each month. When a holiday falls on the first or the sixteenth of the month, the

payday is the immediately preceding workday.

6.8.4 Salary Checks It is required that checks be electronically direct-deposited to a bank

account identified by the faculty member. Faculty members who plan to terminate employment

at the end of an academic year must leave a forwarding address at the Payroll Office so that

payroll checks can be mailed. Applicable federal and state taxes are deducted.

6.8.5 Salary Advances The University does not, under any circumstances, pay salary

advances to faculty members.

6.9 ADDRESSING UNSATISFACTORY PERFORMANCE [Approved by the Board of

Visitors May 16, 1997.]

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102

Should any faculty member receive a rating of “does not meet expectations” (failure to meet

minimum performance expectations) in any one of the three areas (teaching, professional

activity, service) on the annual performance evaluation (described in §§6.3), the evaluator (the

department chair, with the concurrence of the dean, or the dean, if the latter is overruling a

satisfactory recommendation from the chair) will notify the faculty member in writing of the

rating and of the factors on which it is based. The faculty member and department chair will

agree on a plan to improve the faculty member’s performance in that area. The faculty member

may appeal the evaluation to the provost. Per section §6.2, a rating of “does not meet

expectations” in the category of teaching will result in an unsatisfactory overall performance

rating.

Should the faculty member receive a rating of “does not meet expectations” in any one area for

two years in a row, or an overall rating of unsatisfactory that is not overturned on appeal by the

Provost, it will have the following consequences:

6.9.1 Unsatisfactory Performance Rating for Untenured Faculty One or more overall

unsatisfactory performance ratings may result in non-renewal of the faculty member’s contract.

6.9.2 Unsatisfactory Performance Rating for Tenured Faculty Upon the receipt of one

unsatisfactory performance rating, the faculty member will be invited to submit to the dean a

development plan which addresses the shortcomings identified in the performance evaluation,

sets forth specific goals for performance improvement, and suggests ways and means of

achieving those goals. The plan (and any other modifications to it) becomes part of the

documentation in subsequent annual performance evaluation(s) until the faculty member’s

performance is rated as satisfactory. The dean may authorize special resources called for in the

plan, in support of a return to satisfactory performance. In any event, the plan is advisory in

nature, not prescriptive; it is the performance of the faculty member that is always the basis for

subsequent evaluation, not the plan itself or its execution. In drawing up and pursuing his or her

development plan, a tenured faculty member is entitled to the assistance of an advisory panel,

which shall consist of the dean (who convenes the panel), the department chair, and one or two

tenured faculty peers chosen by the faculty member. The faculty member may continue to seek

the advice of the panel until a satisfactory rating is achieved or until unsatisfactory performance

review (§6.9.3) is mandated.

6.9.3 Unsatisfactory Performance Review Should a tenured faculty member receive an

overall unsatisfactory rating in the subsequent two years, or two such ratings in the subsequent

three-year period, they will participate in unsatisfactory performance review. Unsatisfactory

performance review consists of an in-depth examination of the teaching, professional activity,

and service record of the faculty member over the last five years, conducted by the Promotion

and Tenure Committee of the faculty member’s college. The faculty member submits to the

committee a performance review credentials file for those years, the contents and organization of

which address the three areas (teaching, professional activity, service), with emphasis on the

area(s) found unsatisfactory in previous performance evaluations. Included in the file is the

written performance evaluation documentation for the five years and any documentation

regarding development plans (see §6.9.2) undertaken during that period. Following a careful

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103

review of the materials, the Promotion and Tenure Committee of the faculty member’s college

shall report its findings in writing to the provost, along with one of these recommendations:

• no additional sanction (meets basic responsibilities and minimal performance

expectations as set forth in §6.3);

• sanction other than dismissal for cause; and

• dismissal for cause (professional incompetence, neglect of duty, misconduct, or lack of

teaching effectiveness) -- see also §4 of the Handbook.

6.9.4. Action Taken on Unsatisfactory Performance Review Recommendations The

provost will then make the final decision concerning what action, if any, is to be taken. If the

Provost’s decision is no additional sanction, the process ends. (Should the faculty member

receive a subsequent performance rating of unsatisfactory, that rating would be counted as the

first of three before that faculty member would again undergo Unsatisfactory Performance

Review.) If the Provost’s decision is discharge for cause, the case shall be dealt with according to

the provisions specified in §4.3.

6.9.5 Commitment to Academic Freedom and Tenure Nothing in this policy on

unsatisfactory performance review is to diminish the commitment of the University to academic

freedom and tenure, as set forth respectively in Appendix C and §§5.1 and 5.4.4 of this Faculty

Handbook, nor does this policy limit, constrain, or supersede the provisions of §4.3 with respect

to discharge for cause.

6.10 EVALUATION OF ADJUNCT INSTUCTORS The department chair will evaluate, in

writing, the teaching of adjunct faculty after every odd-numbered semester of teaching (not

necessarily successive), beginning with the first. The basis for these evaluations will be

established by the department chair and the faculty member at the time of the latter’s initial

appointment. Evaluation materials will include: student course evaluations, which will be

completed every semester by students in courses taught by adjunct faculty; course materials

prepared by the faculty member; and the chair’s own observations. Once completed, the faculty

member will receive a copy of the evaluation and have the opportunity to accept it or write a

letter of exception regarding it. The evaluation, and any letter of exception, will become a part of

department’s files and the faculty member’s University Personnel File maintained in the Office

of the Provost. Adjunct faculty must receive at least a “meets expectations” rating in evaluations

to continue employment at the University.

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SECTION 7

PROMOTION AND TENURE PROCEDURES

NOTE: This section contains general guidelines, expectations, and deadlines that apply to the

promotion and tenure processes at the University. Each college has a separate tenure and

promotion policy document containing additional information about tenure and promotion

criteria and procedures. Each of these documents appears as an appendix in this Handbook; see

the appendices I, J, and K. Applicants for promotion and/or tenure should be mindful of both the

general requirements, expectations, and deadlines as expressed in this section of the Handbook

and the specific evaluative criteria, procedures, expectations, and other details that pertain to

the promotion and tenure process as it is carried out in the faculty member’s college and as

detailed in the relevant appendix.

7.1 PROMOTION POLICY The University uses four ranks for its full-time tenured or

tenure-track faculty: instructor, assistant professor, associate professor, and professor. In

addition, the ranks of lecturer and senior lecturer are used (for renewable term appointments

only—non-tenure track appointments that may be renewed for an indefinite period of time).

Academic rank symbolizes and rewards the individual’s performance as a scholar, teacher, and

faculty member. Promotion to a higher rank is a decision made on an individual basis and is in

no way related to tenure or any other contractual relationship between the individual faculty

member and the University. The University’s promotion policy and procedures for full-time

teaching faculty indicate that promotion is not automatic and is made subject to only two

conditions: the performance of the individual teacher and the needs of the University.

7.2 GENERAL MINIMUM PROMOTION REQUIREMENTS Promotion in rank is based

on achievements in three areas: teaching effectiveness, professional and scholarly activities, and

service to one’s department, the college, and the University. The expectations for achievements

are greater in professional activity as one moves up the ranks.

7.2.1 General Minimum Requirements for Consideration for Promotion to Senior

Lecturer

.1 Promotion to this rank can come after a minimum of five years of service at the rank of

lecturer.

.2 Fulfillment of professional responsibilities.

7.2.2 General Minimum Requirements for Consideration for Promotion to Assistant

Professor

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.1 Three years (or the equivalent) of full-time teaching experience in the rank of instructor at the

University. (Promotion is automatic on attainment of the doctorate or appropriate terminal

degree, effective the following academic year.)

.2 Possession of the appropriate earned terminal degree, in most cases the doctorate or the

master of fine arts in one’s discipline (in unusual circumstances, equivalent professional

achievement).

.3 Fulfillment of professional responsibilities.

7.2.3 General Minimum Requirements for Consideration for Promotion to Associate

Professor

.1 Six years (or the equivalent) of full-time teaching experience in higher education, including at

least four years in the rank of assistant professor at the University.

.2 Possession of the appropriate earned terminal degree or, in unusual circumstances, an

equivalent combination of professional education and achievement.

.3 Fulfillment of professional responsibilities.

7.2.4 General Minimum Requirements for Consideration for Promotion to Professor

.1 Ten years (or the equivalent) of full-time teaching experience in higher education.

.2 Six years of full-time teaching experience in the rank of associate professor, including at least

three of those years at the University of Mary Washington.

.3 Possession of the appropriate earned terminal degree or, in exceptional circumstances, an

equivalent combination of professional education and achievement.

.4 Fulfillment of professional responsibilities.

7.3 INDIVIDUAL CRITERIA FOR PROMOTION Faculty performance is evaluated in

three areas of endeavor: teaching effectiveness, professional activities, and service to the

University, the college and department. The first area, teaching, is preeminently important.

However, successful candidates for promotion and tenure must meet the criteria in all three

areas. Each college at the University has its own set of promotion criteria that will be applied in

individual promotion cases. For the College of Arts and Sciences promotion criteria, see

Appendix I; for the College of Business promotion criteria, see Appendix J; and for the College

of Education promotion criteria, see Appendix K.

7.4 INSTITUTIONAL RANK STRUCTURE POLICY The existing distribution of full-

time faculty members by rank shall always be a critical factor in promotion considerations. As a

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basic policy, not more than seventy percent of the full-time teaching faculty of the University

shall comprise the ranks of associate professor and professor (including those with the title of

distinguished professor). Only under very exceptional circumstances should consideration be

given to exceeding this limitation.

7.5 PROMOTION PROCEDURE Each college has its own set of promotion procedures.

For the College of Arts and Sciences promotion procedures, see Appendix I; for the College of

Business promotion procedure, see Appendix J; and for the College of Education promotion

procedure, see Appendix K.

7.6 TENURE POLICY Tenure is the assurance of a continuing full-time teaching position at

the University unless the faculty member resigns, retires, or is dismissed for cause; the

University declares a bona fide financial exigency which affects the faculty member’s position;

or the University renders the faculty member’s position unnecessary by discontinuing, reducing,

or restructuring an academic program or department. Any such decisions in these instances must

result as a consequence of strict adherence to the procedures outlined in §4.1-.3 of this Handbook

regarding termination of a tenured appointment in the instance of financial exigency that

threatens the University or because of the discontinuance of a specific program or department of

instruction within a college. Dismissals for cause must follow procedures specified in §§4.4-.10.

7.6.1 Purpose of Tenure The purpose of tenure is to protect academic freedom. It provides

a measure of job security to faculty members who have served the University faithfully and with

professional excellence, and it enables the University to retain a faculty of distinction in order to

accomplish its educational mission. Tenure creates a mutual obligation between the University

and the individual faculty member.

7.6.2 Authority to Grant or to Withhold Tenure The Rector and Visitors of the

University of Mary Washington have the sole authority to grant or withhold tenure. The Board

of Visitors fully supports and abides by the statements regarding requirements, criteria, and

procedures that follow. However, the Board does retain the authority, on its own initiative, to

grant faculty tenure without adhering to the prescribed requirements, criteria, and procedures

when it is deemed to be in the best interests of the University to do so. Such action is rarely

taken, and it is never taken in such a way as to circumvent the normal procedures for individual

members of the faculty on the tenure-track who have applied to be considered for tenure. In the

case of a faculty hire or an administrative faculty hire, where the administrative faculty member

will also be hired with tenured faculty status (for example, a dean who will also be tenured in an

academic department), absent any special circumstances, the proposed home academic unit

(department and/or college) would be informed of the intent to award academic rank (and tenure)

to the new faculty member and will be given the opportunity to review the person’s CV and any

other supporting information and to express its response to the Provost. The relevant college

Promotion and Tenure Committee will be asked to review the person’s CV and any other

supporting information to determine if the person’s academic record qualifies them to be a

tenured member of the college’s teaching faculty; they will present the results of their review to

the Provost.

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7.7 TENURE REQUIREMENTS

7.7.1 General Requirements To become tenured, a faculty member must observe

professional ethics, must satisfactorily complete a prescribed probationary period of service as a

full-time teaching member of the faculty, must attain the rank of assistant professor or higher,

and must be awarded tenure status by official action of the Board of Visitors . No administrator

or department chair has the authority to guarantee or award tenure or to waive tenure

requirements.

7.7.2 Time of Service and Eligibility for Tenure Faculty employed in teaching positions

designated non-tenure track will not be eligible for tenure regardless of time served in those

positions. If a person holding a non-tenure track position is later hired into a tenure-track

position, some consideration may, at the discretion of the administration and the Board of

Visitors, be made as to the inclusion of up to two years of this service in the six years of required

probationary service. Such arrangements shall be made at the time of employment into the

tenure-track position. The granting of a tenured appointment is a separate and independent

decision made by the Board of Visitors with respect to an individual faculty member. Tenured

appointments are in no way related to rank (except for the minimum requirement of assistant

professor), salary, or conditions of initial appointment.

7.7.3 Probationary Period The probationary period is six years of full-time teaching

experience at the University, unless a faculty member has chosen to extend that period in

accordance with §3.15. The Board of Visitors may consider prior full-time service at another

college or university as credit for not more than two years of the probationary period. Also,

credit toward meeting the probationary period may be earned during leaves of absence from the

University, with or without pay, if the leave is deemed in advance by the Provost to be one in

which the professional development of the faculty member and the interests of the University

will be advanced.

7.8 GENERAL PROMOTION AND TENURE CALENDAR Dates should to be adjusted

to working days; the full calendar applies only if every step is appealed. The Provost’s office

will distribute a specific calendar of dates to be followed in a particular academic year. This

sample calendar is provided to serve as a guide for where the dates generally fall.

Tenure and promotion action (sample calendar) Deadline

Faculty member’s tenure and/or promotion request in writing May 1

to department chair and to dean

Deadline for candidate’s APR to be completed August 15

Deadline for all solicited letters to be received by chair August 22

(from tenured members of the department, institutional colleagues,

and external reviewers when relevant)

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Tenure and promotion action (sample calendar) Deadline

Deadline for chair and candidate to review chair’s written evaluation August 25

Candidate’s promotion and/or tenure file due in dean’s office; August 31

chair’s evaluation and all letters solicited by chair due in dean’s office

File available in dean’s office to candidate to review materials August 31

and to write letter of exception or explication

File closed to candidate and made available to P&T Committee September 7

P&T Committee recommendations to dean January 5

College dean notifies candidates of P&T Committee’s recommendations January 10

Deadline for candidates to file appeals to college dean January 17

Deadline for dean to establish tenure and/or promotion appeal January 24

advisory committee(s)

Recommendation(s) of appeal committee(s) to college dean February 20

College dean informs appellants of the recommendations of the appeal February 24

advisory committee(s)

College dean makes recommendations to the Provost with copy March 10

to faculty member and his or her chair

Deadline for candidate to appeal to the Provost March 17

Provost makes recommendations to the President April 1

Deadline for candidate to file appeal to President and Board of Visitors April 8

Candidates notified of Board of Visitors’ final decision May 15

The file that accompanies a candidate’s request for tenure and/or promotion must contain

specific evidence and supplementary materials that will enable the committee to read,

understand, and act on the request. The candidate is responsible for ensuring that the file is

complete and that it clearly communicates to the committee all evidence of meeting the relevant

criteria.

7.9 CONTENTS OF THE PROMOTION AND TENURE FILE Each college has its own

set of requirements for the preparation of the promotion and tenure credentials file. For the

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promotion and tenure file requirements followed by the College of Arts and Sciences, see

Appendix I; for the requirements applying in the College of Business promotion, see Appendix J;

and for the College of Education, see Appendix K.

7.10 EXPECTATIONS FOR THE CONSTITUENTS IN THE PROMOTION AND

TENURE PROCESS Each college has expressed a set of expectations for each of the

constituents in the promotion and tenure process. For the expectations expressed by the College

of Arts and Sciences, see Appendix I; for the College of Business, see Appendix J; and for the

College of Education, see Appendix K.

7.11 THE UNIVERSITY’S EXPECTATIONS FOR THE PROMOTION AND TENURE

PROCESS The University Faculty Affairs Committee (UFAC) is charged with oversight of

the promotion and tenure criteria and processes used by all colleges at the University. The goal

of this oversight process is to ensure that the promotion and tenure criteria and procedures as

established by each college are clearly stated and in parallel with one another. Additionally, the

UFAC is charged with ensuring that promotion and tenure criteria and procedures of each

college adhere to the guidelines established in the University Faculty Handbook, and that any

changes undergo an oversight review prior to implementation.

7.12 PROMOTION AND TENURE APPPEALS

7.12.1 Appeal of the P & T Committee’s Recommendation When the College P&T

Committee submits a recommendation to withhold promotion and/or tenure, the dean shall

inform the faculty member of the P&T Committee’s recommendation, of the justifications for the

recommendation, and of the faculty member’s right to appeal. Details regarding procedures for

appealing the P & T Committee’s recommendation are contained in the relevant appendix

outlining the college’s tenure and promotion policy and procedures. For the College of Arts and

Sciences, see Appendix I; for the College of Business, see Appendix J; and for the College of

Education, see Appendix K.

7.12.2 Appeal of the Dean’s Recommendation The dean shall review all information and

recommendations contained in the promotion and/or tenure credentials file of each faculty

member, shall formulate and state in writing his or her recommendations, with reasons, and shall

forward these and the promotion credentials files to the Provost. A copy of this letter will be

sent to the faculty member and his or her department chair. When the dean recommends that

promotion and/or tenure be withheld, the recommendation letter from the dean shall inform the

faculty member of his or her right to appeal the dean’s recommendation, in writing, within seven

days to the Provost.

7.12.3 Appeal of the Provost’s Recommendation The Provost shall review the

recommendation letter from the P & T Committee along with the recommendation letter from the

dean. The Provost shall formulate and state in writing their recommendation and shall submit

this letter to the President. A copy of this letter shall be sent to the faculty member, their

department chair, and the dean. When the Provost recommends that promotion and/or tenure be

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withheld, the recommendation letter from the Provost shall inform the faculty member of their

right to appeal the Provost’s recommendation, in writing, within seven days to the President and

the Board of Visitors.

7.12.4 Appeal of the President and Board of Visitors The Board of Visitors (or the

Executive Committee thereof) in consultation with the President shall, no later than May 15,

review all information of record, as well as any written appeals, and shall render a final decision

in the matter and so notify each candidate, their department chair, the college dean, and the

Provost in writing. Action by the Board of Visitors (or the Executive Committee thereof) shall

be final.

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SECTION 8

FACULTY TITLES, AWARDS, AND OTHER POLICIES

AND SERVICES OF INTEREST TO THE FACULTY

8.1 DISTINGUISHED PROFESSOR The Distinguished Professor honorary title is

conferred by the Board of Visitors, on occasion, as an honor upon those faculty of professor rank

who have consistently performed with distinction and who have given the University long and

faithful service. This title is not available to newly appointed faculty.

8.2 FACULTY MARSHALS Faculty Marshals direct the faculty during graduation and

honor convocation, and at any other event where faculty formally process in regalia. The Grand

Marshal leads the party platform, carries the mace, and convenes and concludes the

Commencement Ceremony from the podium. There are three to five Faculty Marshals in total:

one to two undergraduate Faculty Marshals, one to two graduate Faculty Marshals, and one

Grand Marshal. While preference will be given for undergraduate faculty to serve as

undergraduate Faculty Marshalls and graduate faculty to serve as graduate Faculty Marshals,

teaching in the specified area for service for Faculty Marshalls is not required. Faculty Marshals

shall be full-time members of the faculty with at least five years of service; Grand Marshals must

have at least 10 years of service. All Marshals shall be appointed by the University Faculty

Organization Committee by the same process used to appoint members of faculty committees, as

specified in sections §§2.5 and 2.7. Both Faculty and Grand Marshals serve three year terms and

may serve consecutive terms.

8.3 EMERITI FACULTY Retiring faculty are appointed to these titles by the Board of

Visitors.

8.3.1 DISTINGUISHED PROFESSOR EMERITUS/EMERITA A member of the faculty

who has retired with the title of Distinguished Professor may be appointed Distinguished

Professor Emeritus or Emerita by the Board of Visitors.

8.3.2 PROFESSOR EMERITUS/EMERITA A member of the faculty who has served the

University in some capacity for at least fifteen years and has been retired with the rank of

professor may be appointed Professor Emeritus or Emerita by the Board of Visitors.

8.3.3 ASSOCIATE PROFESSOR EMERITUS/EMERITA A member of the faculty who

has served the University in some capacity for at least fifteen years and who retired with the rank

of associate professor may be appointed Associate Professor Emeritus or Emerita by the Board

of Visitors.

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8.4 FACULTY AWARDS With the exception of the Mary Pinschmidt Award, the Committee

on Sabbaticals, Fellowships, and Awards selects nominees for these awards and presents those

recommendations to the Provost.

8.4.1 Grellet C. Simpson Award for Excellence in Undergraduate Teaching This

award, named for a former President and given to one member of the full-time faculty, is

supported by an anonymous donor. Additional details are provided in the annual call for

nominations.

8.4.2 Award for Excellence in Graduate Teaching This award is given to one member of

the full-time faculty for outstanding teaching in a UMW graduate program. Additional details

are provided in the annual call for nominations.

8.4.3 Alumni Association Outstanding Young Faculty Member Award This award,

supported by the University of Mary Washington Alumni Association, is given to one member of

the faculty who has been at the University, at least two, but no more than five, years. Additional

details are provided in the annual call for nominations.

8.4.4 Mary Pinschmidt Award This faculty award honors the memory of a long-time

professor of biology who served as a role model and practitioner of exceptional liberal arts

teaching as well as a generous and tireless contributor of service to her colleagues, her students,

and the institution at large. The recipient is selected by students as the professor “we are most

likely to remember as the one who had the greatest impact on our lives.” Additional details are

provided in the annual call for nominations. The senior class selects the winner of this award.

8.4.5 J. Christopher (Topher) Bill Service Award This award is given annually to a

person who has served a minimum of seven years as a full-time member of the teaching faculty

of the University and who has been consistently involved in a variety of service endeavors

(department, college, university, and community). Named to honor the memory of a former

professor of psychology, the award was created through donations by his students, colleagues,

friends, and family members. Additional details are provided in the annual call for nominations.

8.4.6 Board of Visitors Leadership Award This award was established by

members of the Board of Visitors to recognize a faculty member who has exhibited

exemplary leadership in advancing the mission and priorities of the institution. It was first

presented in 2021. Additional details are provided in the annual call for nominations.

8.4.7 Waple Faculty Award for Professional Achievement Established in 2013, this

award will be based on the significance/impact of the faculty nominee’s scholarly, creative,

and/or professional achievement(s). All full-time, continuing faculty with at least seven years

employment at UMW are eligible. Achievement(s) must have been undertaken during the

nominee’s years at UMW.

8.4.8 Outstanding Faculty Award (OFA) Each year, the State Council of Higher Education

for Virginia Education (SCHEV) selects a small number of faculty from throughout the State to

be honored with Outstanding Faculty Awards. SCHEV annually announces the procedures to

be followed in this statewide competition. UMW is authorized to nominate a certain number of

faculty for the award competition, following guidelines determined by SCHEV. The University

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Committee on Sabbaticals, Fellowships, and Awards will recommend to the Provost the faculty

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members that UMW should put forward into this competition. The Office of the Provost will

work with nominees to assist them in compiling the required nomination packet.

8.5 ASSORTED ADMINISTRATIVE SERVICES, PROCEDURES, AND POLICIES

8.5.1 Campus Closings

8.5.1.1 Breaks and Official Closings The University officially closes for Spring and Fall

breaks, semester breaks, and for the following holidays: Labor Day, Thanksgiving, Martin

Luther King Jr. Day, Memorial Day, Juneteenth, and Independence Day. At these times, classes

are not in session and services are curtailed—faculty should check for hours of service and on

mail delivery. Specific dates for these periods are included in the University Academic calendar,

available at www.umw.edu/calendar/.

8.5.1.2 Inclement Weather Closing If weather conditions or other emergency circumstances

dictate the closing of the University, the decision to close will be announced as soon as possible

through the University hotline (540-654-2424). Notice will also be given to radio and television

stations serving the Fredericksburg, Washington/Northern Virginia, and Richmond areas.

8.5.2 Keys Faculty members will be issued building and office keys upon the written

recommendation of the department chair. Faculty members must sign a receipt for the keys

issued, and must return these keys when no longer needed or upon terminating employment at

the University. Keys issued to a faculty member may not be duplicated, nor may they be given or

loaned to any other person. Procedures for distribution of keys to faculty may differ depending

on campus location. Lost keys should be reported to the University Police Office

(www.umw.edu/police) or the Locksmith (540-654-1643). For additional information, consult

the department office manager, department chair, or the University Police or the Locksmith.

8.5.3 Mail Each faculty member has a box in his/her department for delivery of on-campus

and US mail received by the Campus Post Office. Outgoing business mail must be accompanied

by the appropriate form so that postage costs can be allocated to the correct office. Consult the

Post Office Manager for additional information about mail policies.

8.5.4 Posters/Signs No posters, signs, notices, advertisements, etc., shall be displayed

anywhere on campus except on bulletin boards within the buildings, on the outdoor bulletin

boards, or on the tables in dining hall. Posters, signs, etc., shall be completely removed by the

party or parties who posted or displayed the materials within twenty-four hours following the

event or activity. Each college may establish additional rules and exceptions to this policy as

needed for student elections and special events. For additional information about scheduling and

promoting events on campus, consult the Office of University Relations and Communications.

8.5.5 Telephones Faculty office phones use “Voice over IP” (VoIP) equipment. Orders for

new service, changes in present service, repairs, etc., should be made through the department

chair to the Department of Information Technology's Network and Communications Services

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division. Personal long-distance calls are not authorized or permitted. Employees using the

long-distance lines for personal business may be subject to legal action.

8.5.6 Purchasing and Disbursing Procedures Orders for materials, supplies, and

equipment are placed through one’s academic department and are authorized by the department

chair. Faculty should plan orders far enough in advance to make certain that needed items arrive

in time and are charged to the appropriate fiscal year. Commonwealth of Virginia purchasing

and disbursing regulations, to which the University must adhere, are complex and subject to

change. Contact the Office of Procurement Services with questions about specific purchasing

procedures. Information is also available at https://adminfinance.umw.edu/procurement/

8.5.7 Travel Regulations Faculty professional travel is governed by Commonwealth

regulations and procedures, the specific details of which are subject to change. Travel

regulations apply to current faculty, to visiting candidates interviewing for faculty positions, and

to visiting speakers. The Commonwealth business meal regulations set limits on meal policies

and charges both off- and on-campus, including meals with candidates, visiting speakers, and

business meetings. Various forms, procedures, and signatures are required in order for

Commonwealth funds to be used for professional travel. Faculty travelers need to allow

sufficient time for filing the Request for Overnight Travel form and obtaining all requisite

signatures. Complete details governing University-supported travel are available at

http://adminfinance.umw.edu/ap/travel/.

8.5.8 Accident Reporting In the event of a workplace accident, faculty should consult the

procedures for “Accident Reporting” as contained in the UMW Safety Plan chapter 4:

http://adminfinance.umw.edu/safety/safety-plan/chapter-accident-reporting/. In the event a

faculty member is involved in a car accident involving pool cars or university vehicles, he or she

should adhere to the vehicle accident reporting procedures as contained in chapter 20 of the

UMW Safety Plan: http://adminfinance.umw.edu/safety/safety-plan/chapter-vehicle-safety/.

8.5.9 Smoking Policy It is the objective of the University of Mary Washington to provide

the healthiest environment possible for students, staff, and faculty members. To this end, it is the

policy of the university that (1) smoking is prohibited in all buildings, and UMW and state

vehicles, and (2) the right of the nonsmoker to protect their health from the effects of tobacco

smoke will take precedence over an individual’s desire to smoke. Additional details about this

policy may be found at http://adminfinance.umw.edu/hr/policies-and-procedures/smoking-

policy/. Persons may also contact the Human Resources Office for information.

8.5.10 Alcohol Policy Faculty members are reminded that the serving or consumption of

alcohol at University events is regulated by state law and by the University’s Alcohol Policy,

found at: http://students.umw.edu/judicialaffairs/alcohol-policy/. The legal drinking age in

Virginia is twenty-one.

8.5.11 Drug-Free Certification The Drug-Free Workplace Act went into effect on March 8,

1989. This act requires employers who contract with, or receive grants from, federal agencies to

certify that they (the employer/grantee) will meet certain requirements for providing a drug-free

workplace. The requirement applies to contracts or grants awarded to individuals, as well as to

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the University. Certifications will be provided by the University’s sponsored research officer or

designee, usually as a part of the grant application and/or award process. Information about

applying for external funding is available at: http://provost.umw.edu/grantsoffice/.

8.6 ACADEMIC SUPPORT SERVICES

8.6.1 Simpson Library The University’s library strive to meet the research needs of the

UMW community and to enhance and support the instructional programs of the University.

Simpson Library, located on the Fredericksburg Campus, houses over 367,000 printed volumes

and a Government Resources Depository Collection, as well as the University Archives and Rare

Book Collection. Simpson Library also offers access to over 100 databases and 42,000

electronic books.

8.6.2 Digital Learning Support Digital Learning Support (DLS) is a service organization

that helps students and faculty develop the skills they need to integrate digital technologies into

their teaching, learning and research at the University. Support for students is provided by the

Digital Knowledge Center (DKC) with student peer-tutoring on a wide variety of digital projects,

tools, and techniques. Students can sign up for consultations around different technologies used

in their classes or meet with peer consultants to discuss projects and learn new skills. For faculty,

support is provided by DLS staff including consultations around integration of digital tools into

courses, creation of digital projects, or design of hybrid or fully online courses.

8.6.3 Center for Teaching The University of Mary Washington Center for Teaching

Excellence and Innovation supports excellence in teaching and advances student learning at the

University through a variety of programs. The Center: offers resources and support for

evidence-based teaching and learning practices that create opportunities for applied, impactful

learning experiences; cultivates a collegial culture of teaching excellence on campus; serves as a

hub connecting the university community across centers, services and departments; and provides

holistic support for faculty throughout their careers. Additional information about the University

Center for Teaching is available the Center’s website.

8.6.4 Printing and Copying Services Classroom materials and other official

correspondence or university documents may be reproduced on copy machines located in various

academic buildings. In the interests of sound ecological practices, photocopying should be

limited to materials that are essential to teaching or other university activities. Large scale

copying and printing services are available at the Document Center in Lee Hall. Copyrighted

materials must only be reproduced under certain very limited conditions in accordance with the

guidelines for fair use as outlined in §15.6.1.1 of the United States Code, unless written

permission from the copyright owner is on file at the University. Personal copies must be made

at the user’s expense.

8.6.5 University Bookstore Operated by Barnes and Noble College, the Bookstore serves

as a primary agent through which course textbooks are ordered and sold. Instructors will find the

textbook adoption details on the Bookstore website (select the option titled “faculty resources”).

The Code of Virginia § 23-4.3:1, “Policies Addressing Textbook Sales and Bookstores,” requires

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that Virginia public colleges and universities make available to students in a central location and

in a standard format on the relevant institutional website the listings of textbooks required or

assigned for particular courses at the institution. In order to meet this requirement, the

University Bookstore will post textbook adoptions on the Bookstore website once titles have

been researched and confirmed, a minimum of six weeks prior to the beginning of classes.

8.7 ACADEMIC SERVICES AND SUPPORT FOR STUDENTS

8.7.1 Advising Services Faculty responsibilities for student academic advising and the

policies and procedures for carrying them out are established within the various colleges of the

University and spelled out in the Faculty Handbook. The Office of Academic Services on the

Fredericksburg Campus offers a variety of services for students, including general advising, free

tutorial services and study skills workshops. The Office works to counsel students in academic

jeopardy (i.e., those placed on academic probation and/or suspension). Advising on the Stafford

Campus is provided by designated advisors who offer such services for students as: pre-

admission and pre-enrollment advising, counseling for non-traditional academic credit options

and academic jeopardy, career services, information related to financial assistance, and degree

audits.

8.7.2 Office of the Registrar The Office of the Registrar works to provide student record

information (degree audit, transcripts, etc.), enrollment and degree verification, and enrollment

services (including web course registration) for the University. The Office maintains an official,

permanent academic record for all students including information on completed course work,

grades, grade-point average, and notes on the student’s academic status. The student’s

application file, containing the application for admission and accompanying transcripts, is

maintained for five years following the student’s last date of enrollment. Access to academic

records is allowed in accordance with the Family Educational Rights and Privacy Act, as

amended (20 U.S.C. §1232g; 34 CFR Part 99). The Office is also responsible for managing an

electronic degree auditing system enabling faculty advisors to track the progress of advisees in

meeting graduation requirements.

8.7.3 Office of Disability Resources The Office provides reasonable and appropriate

accommodations to qualified students with disabilities. These accommodations may include but

are not limited to extended time on tests, note-taking assistance, air-conditioned dorm rooms,

sign language interpreters, enlarged print materials, permission to tape record lectures, and

distraction-reduced testing sites. In order to receive services, students must provide professional

documentation of a substantially limiting condition and discuss appropriate accommodations

with the Director of Disability Resources. Documentation guidelines for specific disabilities may

be found on the Disability Resources website at http://www.umw.edu/disability/ or by requesting

it from the office. The Director verifies the disability, assists in arranging reasonable

accommodations, and acts as a liaison between students, faculty, and administration on issues

relating to services or accommodations.

8.7.4 Writing Center Located on the Fredericksburg campus, the Writing Centers is open to

all students. Operating within the Honor Code, the Writing Centers offer free tutorial assistance

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to students, regardless of major, both for course assignments and for personal writing needs.

Trained tutors work with students one-on-one to improve writing performance. Students can

obtain assistance with all types of writing projects, from research projects to résumés, and with

all aspects of writing, from brainstorming a research topic to proofreading a paper.

8.7.5 Speaking Center The Speaking Center, located on the Fredericksburg campus,

provides free consultations to students interested in developing oral communication skills. The

Center houses a collection of instructional resources that address a variety of topics ranging from

public speaking anxiety to constructing effective visual aids. Trained consultants are available to

videotape practice presentations and provide feedback. The Center adheres strictly to the Honor

Code: consultants will not compose any portion of a presentation for a student nor will they do

research for presentations. Consultants are also prepared to offer advice on special types of oral

communication activities, such as speeches, group presentations, debates, or interviews.

8.7.6 Multicultural Center The James Farmer Multicultural Center works to enhance

students’ educational experiences by increasing awareness and knowledge of diversity issues that

impact individuals as well as the community. The Center encourages engagement from students

in these initiatives and assists in the development of the democratic principles and critical-

thinking skills that will help make students effective leaders. The Center is named in honor of

Dr. James L. Farmer, Jr., one of the nation’s foremost civil rights leaders. Dr. Farmer served as a

Distinguished Professor of History and American Studies at UMW from 1985 to 1998.

8.7.7 Center for International Education Students considering studying abroad work with

the Center for International Education (CIE) to plan their overseas experience. CIE assists

students in program selection and approval, transfer credit, and administrative and cultural

preparations, while providing support for students while abroad and upon re-entry to the

University. The University sponsors a wide range of UMW Faculty-Led programs during

winter, spring, and summer breaks with destinations based on the expertise of the

instructor. Students are awarded either transfer credit or UMW credit for coursework completed

during their study abroad experience. In addition, there are many summer, semester, and full-

year study abroad programs available to UMW students, offering courses in a variety of

academic disciplines. CIE also assists international scholars and students (short-term/exchange

and degree-seeking) with immigration details as well as academic and social adjustments.

8.7.8 Career Services The Center for Career and Professional Development provides

instruction on career planning and search strategy, individualized coaching, and a variety of

resources and programs designed to empower students for success in life and career. The Center

supports these efforts by facilitating connections between students, alumni, and employers. The

Office also offers career planning programs and services for freshmen through graduate students,

and for alumni as well. The Office helps students decide areas of academic interest and career

direction, and can help students assess their strengths and learn how to research occupational

areas and employment opportunities. Through a portal called Handshake, students can search for

internship opportunities. Counselors at the Center help students navigate an internship search

through one on one appointments and workshops. Finally, Career Fairs hosted by the Office

bring prospective employers to campus each year. Varieties of resources are available online

through the office website at www.umw.edu/careercenter.

SECTION 8 — FACULTY TITLES, AWARDS, AND OTHER POLICIES

119

8.7.9 Student Services The Student Affairs Division of the University provides a number of

resources and services designed to provide support for students and to create opportunities for

productive and engaging co-curricular, recreational, and entertainment activities for students.

Additional information about specific programs and services may be found at:

www.umw.edu/studentaffairs.

8.7.10 Violence Prevention and Threat Assessment UMW promotes a safe and secure

environment in which to learn and work by prohibiting threats or acts of violence by or against

members of the University community. In addition, UMW prohibits threats and acts of violence

on University property and within University facilities. The violence prevention and threat

assessment process promotes campus safety and aims to prevent violence through

comprehensive threat management oversight and the identification and evaluation of possible

threats to an individual or to the campus. Additional information is available at:

http://students.umw.edu/threat-assessment/

8.7.11. Digital Knowledge Center The Center provides peer support to all University

students on digital projects and assignments. Students can schedule one-on-one or small group

consultations with a trained student consultant on a variety of subjects relating to common

systems, technologies, and tools used in courses at UMW. Students interested in sitting down

with a consultant to discuss an extra-curricular project are also welcome to schedule

appointments.

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APPENDIX A

FACULTY PERFORMANCE EVALUATION FORMS

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FACULTY ANNUAL ACTIVITIES REPORT

For the period

Name: Date:

Department: Signature:

Please complete this form (instructions at §6.5) and submit two copies to your chair by the

announced deadline, enclosing two copies of your current curriculum vitae. (One copy of each

will be forwarded to the Dean for your personnel file.)

Teaching (see §§6.5.1.1–3)

1. List all courses taught and enrollments (class size after drop-add period). Note any special

features of the course (see §§6.5.1.1–2).

2. List all other regularly scheduled instructional commitments such as office hours, direction of

independent study, internships, honors projects, and formal undergraduate research projects (see

§6.5.1.2).

3. Comment on the effectiveness of your teaching performance this year as evidenced by

enrichment of the curriculum, project proposals for enrichment of the curriculum, and classroom

performance and innovation (see §6.5.1.3).

Scholarly, Creative, and Professional Activity (see §§6.5.2.1–3)

1. List the year’s activities and accomplishments such as scholarly publications, exhibitions,

performances, presentations, teaching development, active professional affiliation, and

organizational responsibilities.

2. Annotate the list with comments about the nature and quality of each activity.

Service (see §§6.5.3.1–4)

1. List the year’s activities and accomplishments in the College, in the department, in the

University, and in the community.

2. Annotate the list with comments about the nature and quality of your involvement, noting

positions of responsibility, atypical workload, etc.

Optional Summary Statement: If not adequately covered by annotations above, include with

this report a general commentary on the year’s activities.

APPENDIX A — FACULTY PERFORMANCE EVALUATION FORMS

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CURRICULUM VITAE

Each faculty member should maintain a current, accurate curriculum vitae (CV) in the College

personnel file (§3.11); annually, an updated CV is attached to one’s FAAR. Although CV

formats differ appreciably, depending on an individual’s professional field, emphases, and

directions, the following sections and general guidelines usually are standard.

General Guidelines

Appearance An inflated or overly long CV frequently has an opposite effect to that intended

by the submitter; although the College specifies no optimal length, the submitter needs to

consider clarity, readability, audience, and focus in his or her CV.

Date An appreciated clerical courtesy, both to the College for internal evaluation and to exter-

nal evaluators, is to note at the end of the document the date on which the CV was generated.

Personal information Under this customary initial heading, faculty should be advised that

they are under no obligation to supply marital, age, ethnic, or other potentially discriminatory

personal information. A faculty member, however, is advised to supply full communication

information: current address, telephone number, FAX number, and e-mail address, if the

latter two media are applicable. Any changes in communication information need to be

updated at the earliest opportunity with the Dean’s Office.

Reverse chronological order In any category of achievement, credentials or documentation

should be listed in chronologically descending order from the most recent to the most

removed.

Complete information When listing a professional publication or professional activity, in-

clude, e.g., title of article, title of journal, issue and volume number, date, and page numbers.

Various categories of professional activity need to be separated and defined within the

individual faculty member’s CV and documented accordingly as to content, time, and place.

Categories of information These vary by discipline; however, the following sections may

serve as a guide:

•

Professional Experience (from current to most removed; usually listed by year(s),

academic rank, and institution);

•

Education (terminal degree or most recent program first; usually listed by year(s),

degree, field, and granting institution);

•

Honors, Grants, and Awards (from most recent to most removed);

•

Publications (with reviews, editions, or collaborative work so indicated);

•

Work in Progress;

•

Professional Papers (title of paper, identification of conference or audience, place, date);

•

Professional Memberships (with offices held and dates, if appropriate);

•

Subjects Taught;

•

Committee and Community Service; and

•

References (usually “available on request”).

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DEPARTMENT CHAIR EVALUATION COMMENTARY

The assumption is that forms will be completed anonymously, but faculty members may sign the

forms if they wish to do so. Results will be available to chairs.

Department: Chair: Date: _

Teaching, Professional Activity, and Service: Following the procedures of the approved peer-

review plan for my department, and in the context of performance expectations for all members

of my department, I assign the following ratings to my department chair in the areas of teaching,

professional activity, and service. Use [0] unsatisfactory - failure to meet minimum performance

expectations, [1] faculty performance that meets expectations, [2] effective – the average

performance expected of UMW faculty and always interpreted in a favorable light, [3]

exceptional or outstanding performance – well above the effective level of expectations:

Teaching Rating

Commentary:

Professional Activity Rating

Commentary:

Service Rating

Commentary:

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123

Administration: For each of the seven areas of department chair responsibility indicated below,

as well as for overall performance, indicate your assessment of the quality of your chair’s

performance over the course of the recently completed academic year. Use [0] performance

quality generally ineffective, [1] performance quality generally effective, [2] performance quality

often better than effective, [3] performance quality exceptional. Please use the back of the form

for explanatory comments, especially when assigning ratings of [0] or [3]. If you consider

yourself inadequately informed to assign a rating in a given area, use N.A. in the blank.

Budget-related Matters Rating

This performance area includes such items as:

• involves the department in setting budget and equipment priorities

• makes fair and appropriate use of the department’s appropriated budget

• attends to budget-related administrative detail (requisitions, receiving reports, travel

authorizations, credit card usage, inventories, etc.)

• keeps the department appropriately informed about budget-related matters

Curriculum-related Matters Rating

This performance area includes such items as:

• leads department in undertaking curriculum initiatives (examining requirements for the

major and departmental contributions to general education offerings, establishing new

courses, revising existing courses, incorporating technology, etc.)

• disseminates necessary information (catalog copy, prerequisite lists, requests for

information, etc.) about departmental programs

• supervises departmental outcomes assessment

• supports and encourages internships and undergraduate research

• supports and encourages departmental activities (lectures, student clubs/activities, etc.)

Personnel Matters Rating

This performance area includes such items as:

• conducts and/or supervises tenure-track faculty searches

• orients, mentors, and supports tenure-track faculty prior to the tenure decision

(including assistance in preparing and assembling tenure/promotion file and writing

letter for the credentials file)

• encourages and supports pedagogical experimentation and innovation

• fosters good teaching practice and upholds the quality of teaching in the department

• administers annual faculty evaluation and merit pay procedures for full-time

continuing faculty)

• hires, orients, supports, and evaluates temporary faculty (lecturers and senior lecturers)

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Course Scheduling Rating

This performance area includes such items as:

• makes course scheduling decisions fairly in meeting the needs of the department’s

instructional program(s)

• negotiates effectively for classroom time and spaces

• interacts effectively with administrative offices (e.g., Registrar, Office of Academic

Affairs) on the department’s behalf

• attends to schedule-related administrative detail (staffing requests, final schedules, etc.)

Communication Rating

This performance area includes such items as:

• involves the department in decision making

• keeps the department informed about all necessary matters

• deals with conflicts between individuals

• is available and accessible

• listens to suggestions and/or concerns from persons in the department

• interacts in a professional manner

• explains decisions made, and accepts responsibility for actions taken

• is trustworthy

Student-related Items Rating

This performance area includes such items as:

• is available and accessible to students

• coordinates and/or supervises student advising (majors, career)

• works effectively with student aides and student representatives

General Department Administration Rating

This performance area includes such items as:

• delegates responsibility and authority to colleagues

• schedules, sets agendas for, and presides over departmental faculty meetings

• keeps necessary records on departmental activities

• organizes and leads periodic program reviews

• does work in a timely fashion

• responds to college and University calls for departmental participation

• ensures that the department’s physical working environment is maintained, repaired,

and renovated as necessary

• coordinates and/or supervises “outreach efforts” (such as student recruitment, public

relations, alumni contacts, etc.)

OVERALL PERFORMANCE AS DEPARTMENT CHAIR RATING

APPENDIX A — FACULTY PERFORMANCE EVALUATION FORMS

125

ANNUAL PERFORMANCE REVIEW

Name Date

Department Chair

The following commentary is based on conversations with the faculty member, the Faculty

Annual Activities Report, student course ratings, my own personal observations of faculty

performance in my department, and other information I have obtained. I hereby attest that this

commentary is honest and accurate to the best of my knowledge, and that all opinions and

judgments can be substantiated and are either my own or are attributed to their sources.

Signature of Chair

I. Commentary on teaching

II. Commentary on professional activity

III. Commentary on service

IV. Summary statement

I acknowledge this evaluation, which my department chair has discussed with me prior to its

submission to the dean (Faculty Handbook §6.2.1.3). I (do / do not_ ) intend to write a

letter of exception (§6.2.3.1) regarding this evaluation to the dean for my file.

Faculty Member’s Signature Date

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SPECIAL ASSIGNMENTS PERFORMANCE REVIEW

Name Date

Department Reviewer

Special Assignment

Complete this form to review the performance of a faculty member with a special assignment

(e.g., Director of the Speaking Intensive Program). The review should explain the nature of the

special assignment involved, which will justify the percentage weighting for the special

assignment, negotiated with the dean or direct supervisor, in addition to the weightings for

teaching, professional activity, and service as noted in §6.2. The person with immediate

supervisory responsibility for the special assignment should speak specifically to the

performance criteria detailed in the faculty member’s original letter of appointment. The special

assignments performance review should be attached to the faculty member’s annual performance

review.

I hereby attest that this commentary is honest and accurate to the best of my knowledge and

that all opinions and judgments can be substantiated and are either my own or are attributed

to their sources.

Signature of Reviewer

Commentary on the individual’s performance with respect to the special assignment:

I acknowledge this evaluation, which my supervisor has discussed with me. I (do /do

not ) intend to write a letter of exception regarding this evaluation to the dean for my file.

Faculty Member’s Signature Date

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APPENDIX B

University of Mary Washington The Honor Constitution

Introduction

The Honor System applies to every student who is enrolled at the University of Mary

Washington. Accordingly, every student shall be required to verify acceptance of the Honor

System by signing the following Honor Pledge:

“I, as a new member of the University of Mary Washington community, pledge not

to lie, cheat, or steal and to actively contribute to a community of trust. I understand

that honor is a way of life at Mary Washington and that my words and deeds impact

the lives of others. As a Mary Washington student, I therefore promise to hold myself

to the highest standards of honesty and integrity in all that I do and say I further

pledge that I will endeavor to create a spirit of honor, both by upholding the Honor

System myself and helping others to do so.”

Registration as a student at the University of Mary Washington obliges a student to abide by

the Honor Constitution. Each student will sign the Honor Pledge before classes begin, in

accordance with either the Fredericksburg or Stafford campus Honor Council’s procedure. This is

a symbol of each student’s willingness to accept the Honor System as a way of life at the University

of Mary Washington. The ultimate responsibility for signing the Honor Pledge rests with the

student.

Article I: Scope of the Honor Code

Section 1. The violations of the Honor Code are lying, cheating, and stealing in all their various

forms. These terms are briefly explained as follows:

A. Lying: a deliberate misrepresentation of the truth. This violation includes, but is not limited

to, forgery and the falsification or misuse of the student identification card by using

another’s card or by allowing another to use one’s own card.

B. Cheating: an intentional misrepresentation of another’s work as one’s own, or a

misrepresentation of the circumstances under which the work was done or behavior

showing a disregard for standard academic or disciplinary practices, or the rules applying

to the coursework in question. This violation includes, but is not limited to, copying,

plagiarism, unauthorized collaboration, and unauthorized divulging of information

C. Stealing: the taking of the property of another person, the University, or any other

organization or entity, without authorization or consent. This violation includes, but is not

limited to, the theft or mutilation of library materials, and the unauthorized duplication of

a University key.

Section 2. In order to reaffirm commitment to the Honor System, the student shall write out in

full and sign the following pledge on all quizzes, examinations, papers, and other assignments,

as appropriate: “I hereby declare upon my word of honor that I have neither given nor received

unauthorized help on this work.” By writing and signing this statement, the student affirms his

or her promise to uphold the Honor Pledge. This pledge verifies that the work submitted is the

student’s own and has been done in accordance with the requirements set forth by the

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instructor.

Section 3. An organizational Appendix is attached to this Constitution. The Appendix provides

organizational and procedural requirements for the effective operation of the Honor System.

Article II: Organization

Section 1. The Honor Council is a judicial body designed to try specific cases brought to it

regarding possible violations of the Honor Code.

Article III: Procedure

Section 1.

The Honor Council operates on the premise that every person is deemed not responsible

until proven responsible. The Honor Council of the University of Mary Washington shall

develop procedures for resolving suspected Honor Code violations. The procedures are

outlined in the Appendix.

Article IV: Notation on Academic Record

Section 1. Record of Honor Hearing

A. When a student is found not responsible, all records of the hearing shall be kept

confidentially in the electronic record system.

B. When a student is found responsible, one or more of the following entries shall be made on

the student’s official academic record, as appropriate:

1. Sanctioned by the Honor Council on [date] to perform [number] hours of

community service for the Honor Code offense of [name of violation]. At the time of

graduation from the University, this notation shall be removed from the official academic

record.

2. Sanctioned restitution by the Honor Council on [date] for the Honor Code offense

of stealing. At the time of graduation from the University, this notation shall be removed

from the official academic record.

3. Sanctioned by the Honor Council on [date] to complete Honor Education for the

Honor Code offense of [name of violation]. At the time of graduation from the

University, this notation shall be removed from the official academic record.

4. Sanctioned by the Honor Council on [date] to complete an educational project

for the Honor Code offense of [name of violation]. At the time of graduation from the

University, this notation shall be removed from the official academic record.

5. Sanctioned [residential sanction name] by the Honor Council on [date] for the

Honor Code offense of [name of violation].

6. Sanctioned loss of credit in [insert course name] for the Honor Code violation of

[insert violation]. Three years after graduation from the University, this notation shall be

removed from the official academic record.

7. Sanctioned representational suspension by the Honor Council on [date] until

[end date] for the Honor Code offense of [name of violation]. Entitled to remain

enrolled during this period. Three years after graduation from the University, this

notation shall be removed from the official academic record.

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APPENDIX B — HONOR CONSTITUTION

8. Suspended for [period of time] by the Honor Council on [date] for the Honor

Code offense of [name of violation]. Entitled to enroll no earlier than [date]. This is a

permanent notation.

9. Permanently dismissed from the University by the Honor Council on [date] for

the Honor Code offense of [name of violation]. This is a permanent notation.

For notations 1- 4 and 7 only, and not for permanent notations, a student or former student

may request that the transcript notation be removed early. Such requests must be made to

the Honor Council more than one year from the date of sanctioning. The student making the

request should include the reason for the request, the lessons learned since the violation,

and confirmation of good behavior since the sanction was imposed. The Council will

consider the request and may, in its sole discretion, elect to remove the sanction. Sanction

notations may not be removed unless the petitioner has not been found responsible of an

honor violation since the proceeding resulting in the sanction.

Article V. Amendments to the Constitution

Section 1. Amendments to this Constitution may be initiated either by the Fredericksburg or

Stafford campus Honor Council or by the student body.

A. The Honor Council may initiate an amendment by an affirmative vote of at least three-

fourths of its members. For approval, the amendment must then receive an affirmative vote

from the University’s additional Honor Council of at least three-fourths of their members,

and an affirmative vote of the majority of the votes cast in a student body referendum

including both undergraduate and graduate students.

B. The student body may initiate an amendment by presenting to the Honor Council a petition

signed by at least 10 percent of the currently enrolled student body including both

undergraduate and graduate students. For approval, the amendment must then receive an

affirmative vote of at least three-fourths of the Honor Council members. It must then receive

an affirmative vote of a majority of the votes cast in a student body referendum including

both undergraduate and graduate students.

C. In the event that an Honor Council does not approve an amendment initiated by the student

body, such action can be overridden if a petition, signed by at least 25 percent of the

currently enrolled student body is presented to the Honor Council requesting a referendum

on the amendment. For approval, the amendment must then receive an affirmative vote of

a majority of the votes cast in a student body referendum including both undergraduate and

graduate students.

Section 2. Amendments to an Appendix may be initiated by the appropriate Honor Council or

by the student body of the appropriate campus.

A. The Honor Council may initiate an amendment to its Appendix by an affirmative vote of at

least three-fourths of its members. For approval, the amendment must then receive an

affirmative vote of the majority of the votes cast in a student body referendum including

both undergraduate and graduate students.

B. The student body may initiate an amendment to the Appendix by presenting to the Honor

Council a petition signed by at least 10 percent of the currently enrolled population being

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served. For approval, the amendment must then receive an affirmative vote of at least three-

fourths of the Honor Council’s members. It must then receive an affirmative vote of a

majority of the votes cast in a student body referendum including both undergraduate and

graduate students.

C. In the event that an Honor Council does not approve an amendment to an Appendix initiated

by the student body, such action can be overridden if a petition, signed by at least 25 percent

of the currently enrolled student body is presented to its Honor Council requesting a

referendum on the amendment. For approval, the amendment must then receive an

affirmative vote of a majority of the votes cast in a student body referendum including both

undergraduate and graduate students.

Section 3. Any amendments to the Constitution or Appendix must be approved by the Board

of Visitors of the University before the amendments can become operative.

Amended by student body referendum, April 12, 2001

Amendments approved by Board of Visitors, April 21, 2001

Amended by student body referendum, April 2, 2002

Amendments approved by Board of Visitors, April 20, 2002

Amended by student body referendum, April 2, 2003

Amendments approved by Board of Visitors, April 11, 2003

Amended by student body referendum, March 10, 2005

Amendments approved by Board of Visitors, April 16, 2005

Amended by the Board of Visitors, September 8, 2006

Amended by student body referendum, February 11, 2009

Amendments to Appendix A approved by Board of Visitors, February 20, 2009

Amendments to Constitution approved by Board of Visitors, May 8, 2009

Amended by student body referendum, April 8, 2011

Amendments to Appendix A approved by Board of Visitors, May 6, 2011

Amendments to Constitution approved by Board of Visitors, May 6, 2011

Amendments to Appendix A approved by student body referendum, March 14, 2012

Amendments to Appendix A approved by Board of Visitors, May 11, 2012

Amendments to Appendices A and B approved by student body referendum, March 27, 2013

Amendments to Appendices A and B approved by the Board of Visitors, April 19, 2013

Amendments to Appendix A approved by student body referendum, April 1, 2014

Amendments to Appendix A approved by the Board of Visitors, April 10, 2014

Amended by student body referendum, April 8, 2015

Amendments approved by Board of Visitors, April 17, 2015

Amended by student body referendum, April 6, 2016

Amendments approved by Board of Visitors, April 15, 2016

Amended by student body referendum, April 7, 2017

Amendments approved by Board of Visitors, April 21, 2017

Amended by student body referendum, April 2018

Amendments approved by Board of Visitors, April 20, 2018

For details about Honor Council procedures (Appendix), go to:

http://students.umw.edu/fredericksburghonorcouncil/guidebook-and-constitution/

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APPENDIX C

POLICY AND STATEMENTS ON ACADEMIC

FREEDOM

University of Mary Washington Policy on Academic Freedom

[Adopted by the faculty, 1986 and the Board of Visitors, 1987. Wording changed to reflect the

University name change in 2004.]

C.1 FIRST AMENDMENT STATEMENT

C.1.1 University of Mary Washington vigorously supports freedom of inquiry and expression

within the academic community. All members of that community have a fundamental right to

follow their interests and to express their views privately and publicly without censorship,

constrained only by the laws of the Commonwealth of Virginia, the laws of the United States,

and respect for the property and person of others. While the University may institute regulations

to ensure the orderly expression of ideas and to protect the resources needed for productive

inquiry, these regulations shall not be interpreted in a way which restricts freedom of inquiry and

expression by any member of the University community.

C.1.2 University of Mary Washington has adopted the Statement on Academic Freedom of the

Association of American Colleges (1941), and the American Association of University

Professors’ statement on Freedom and Responsibility (1970). These statements and the First

Amendment to the Constitution of the United States define the parameters of academic freedom

in the University of Mary Washington Community.

C.1.3 The University of Mary Washington Community includes:

.1 Faculty (Defined herein as those University of Mary Washington personnel holding

academic rank, including adjunct faculty and contract faculty). Faculty are afforded the full

protection of the First Amendment to the United States Constitution. Moreover, by definition,

teachers are entitled to the exercise of the freedom of inquiry, are obligated to follow scholarship

wherever it leads and to promulgate the result of inquiry.

.2 Students (Defined herein as those persons officially enrolled in one or more classes at

University of Mary Washington). All students bring their First Amendment rights onto the

campus. Therefore, all University of Mary Washington students shall be afforded the same

rights of inquiry and promulgation as the faculty.

.3 Speakers, public performers, artists, and other guests Speakers, public performers,

artists, and other guests invited by the institution and/or by recognized student, faculty, and

institutional organizations shall be protected from any form of censorship or disruption, and shall

be afforded the same freedom of expression in the chosen medium as is guaranteed members of

the University of Mary Washington community. Freedom from censorship extends to individual

as well as public behavior and carries with it accompanying responsibility for individual as well

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as public behavior, both on the part of members of the University community and their invited

guests.

C.2 ACADEMIC FREEDOM GRIEVANCE POLICY If any member of the University

community or invited guest perceives that rights of expression or inquiry have been denied or

abridged by another part of that same community, the aggrieved individual or group may request

a hearing by the University Faculty Appeals and Grievance Committee (see §2.6.5).

C.3 1940 AAUP STATEMENT OF PRINCIPLES ON ACADEMIC FREEDOM (Jointly

revised by the American Association of University Professors (AAUP) and the Association of

American Colleges and Universities (AACU) in 1990.)

(a) Teachers are entitled to full freedom in research and in the publication of the results,

subject to the adequate performance of their other academic duties; but research for

pecuniary reward should be based upon an understanding with the authorities of the

institution.

(b) Teachers are entitled to freedom in the classroom in discussing their subject, but they

should be careful not to introduce into their teaching controversial matter which has no

relation to their subject. Limitations of academic freedom because of religious or other

aims of the institution should be clearly stated in writing at the time of the appointment.

of an educational institution. When they speak or write as citizens, they should be free

from institutional censorship or discipline, but their special position in the community

imposes special obligations. As scholars and educational officers, they should remember

that the public may judge their profession and their institution by their utterances. Hence

they should at all times be accurate, should exercise appropriate restraint, should show

respect for the opinions of others, and should make every effort to indicate that they are

not speaking for the institution.

C.4 AAUP STATEMENT ON FREEDOM AND RESPONSIBILITY (Adopted by the

Council of the AAUP in 1970, REVISED 1990.)

Membership in the academic community imposes on students, faculty members,

administrators and trustees an obligation to respect the dignity of others, to acknowledge their

right to express differing opinions and to foster and defend intellectual honesty, freedom of

inquiry and instruction and free expression on and off the campus. The expression of dissent and

the attempt to produce change, therefore, may not be carried out in ways which injure individuals

or damage institutional facilities or disrupt the classes of one’s teachers or colleagues. Speakers

on campus must not only be protected from violence, but given an opportunity to be heard.

Those who seek to call attention to grievances must not do so in ways that significantly impede

the functions of the institution.

Students are entitled to an atmosphere conducive to learning and to even-handed

treatment in all aspects of the teacher-student relationship. Faculty members may not refuse to

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APPENDIX C — POLICY AND STATEMENTS ON ACADEMIC FREEDOM

enroll or teach students on the grounds of their beliefs or the possible uses to which they may put

the knowledge to be gained in a course. Students should not be forced by the authority inherent

in the instructional role to make particular personal choices as to political action or to their own

part in society. Evaluation of students and the award of credit must be based on academic

performance professionally judged and not on matters irrelevant to that performance, whether

personality, race, religion, degree of political activism or personal beliefs.

It is a mastery teachers have of their subjects and their own scholarship that entitles them

to their classrooms and to freedom in the presentation of their subjects. Thus, it is improper for

an instructor persistently to intrude material which has no relation to the subject, or to fail to

present the subject matter of his course as announced to the students and as approved by the

faculty in their collective responsibility for the curriculum.

Because academic freedom has traditionally included the instructor’s full freedom as a

citizen, most faculty members face no insoluble conflicts between the claims of politics, social

action and conscience, on the one hand, and the claims and expectations of their students,

colleagues and institutions, on the other. If such conflicts become acute, and the instructor’s

attention to obligations as a citizen and moral agent precludes an instructor from fulfilling

substantial academic obligations, the instructor cannot escape the responsibility of that choice,

but should either request a leave of absence or resign his or her academic position.

C.5 AAUP STATEMENT ON PROFESSORS AND POLITICAL ACTIVITY (Adopted by

the AAUP in 1969, revised 1990.)

1. College and university faculty members are citizens, and, like other citizens, should be free

to engage in political activities so far as they are able to do so consistently with their

obligations as teachers and scholars.

2. Many kinds of political activity, e.g., holding part-time office in a political party, seeking

election to any office under circumstances that do not require extensive campaigning, or

serving by appointment or election in a part-time political office, are consistent with effective

service as a member of a faculty. Other kinds of political activity, e.g., intensive

campaigning for elective office, serving in a state legislature, or serving a limited term in a

full-time position, may require that professors seek a leave of absence from their college or

university.

3. In recognition of the legitimacy and social importance of political activity by professors,

universities and colleges should provide institutional arrangements to permit it, similar to

those applicable to other public or private extra-mural service. Such arrangements may

include the reduction of the faculty member’s workload or a leave of absence for the duration

of an election campaign or a term of office, accompanied by equitable adjustment of

compensation when necessary.

4. Faculty members seeking leaves should recognize that they have a primary obligation to their

institution and to their growth as educators and scholars; they should be mindful of the

problem which a leave of absence can create for their administration, their colleagues, and

their students; and they should not abuse the privilege by too frequent or too late application

or too extended a leave. If adjustments in their favor are made, such as reduction of

workload, they should expect the adjustments to be limited to a reasonable period.

5. A leave of absence incident to political activity should come under the institution’s normal

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rules and regulations for leaves of absence. Such leave should not affect unfavorably the

tenure status of a faculty member, except that time spent on such leave from academic duties

need not count as probationary service. The terms of a leave and its effect on the professor’s

status should be set forth in writing.

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APPENDIX D

GENERAL COMPLAINT PROCEDURE FOR STUDENTS

This policy applies to written student complaints that do not concern grade appeals or claims of

discrimination or harassment. Policies concerning those matters are outlined elsewhere. A

student complaint concerns a decision, action, or lack of action by a faculty or staff member

acting in an official capacity that has adversely affected the student and may be corrected by the

University.

The full policy can be found in The University Policy Manual located in BoardDocs. It is Policy

D.9.1 General Student Complaint Procedure.

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APPENDIX E

Faculty Handbook Style Sheet

E.1. GENERAL STYLE GUIDANCE

E.1.1 The section of the UMW Style Guide covering the use of “UMW and academic terms”

shall be the principal reference to consult regarding the style appropriate for entries in the

Faculty Handbook. Contact the Office of University Relations and Communication for

additional information.

E.1.2 The following are spelled out fully when first used in each major section of the Handbook

(§1, §2, etc.), and may thereafter be mentioned as shown:

Commonwealth of Virginia the Commonwealth, or Virginia

University of Mary Washington the University

President of the University Mary Washington the President

Rector and Visitors of the University Mary Washington the Board of Visitors, or the Board

E.1.3 The symbol § (plural, §§) abbreviates both section(s) and subsection(s).

E.1.4 Avoid ad hoc capitalization. The UMW Style Guide (UMW and Academic Terms section)

provides guidance about when to capitalize.

E.1.5 Sections of the Faculty Handbook should be capitalized (though not italicized):

§3.13.5 Sabbatical Leaves, Appendix A, Section 2

E.1.6 Items in lists are not normally capitalized in the Handbook (cf. F.4).

E.1.7 Key terms in a discussion are often italicized on first use, but should thereafter appear in

roman type (for example, “tenure-track faculty are elected to these ranks”).

E.1.8 A technical term, especially when accompanied by its definition, is often italicized on first

use, but should thereafter appear in roman type (for example, academic year).

E.1.9 Corrections in style While motions for the faculty are in the process of being

developed, corrections of style lapse may be incorporated silently by crafters of the motion or by

those tasked with incorporating an approved amendment in the Faculty Handbook. The Office

of the Provost bears de facto responsibility for ensuring that appropriate language reaches the

Board of Visitors for approval.

APPENDIX E — FACULTY HANDBOOK STYLE SHEET

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E.2 GENERAL HANDBOOK FORMAT Persons preparing amendments for the Faculty

Handbook should strive as much as possible to write the material in a way that adheres to

Handbook formatting and observes these guidelines:

E.2.1 The text should be flush-left and ragged-right (i.e., left-, but not right-justified), single-

spaced, with one skipped line between numbered items.

E.2.2 In composing documents for eventual insertion into the Handbook, use consecutive

numbering (not outline or essay format, not letters or roman numerals). On the use of lists in the

Handbook, see F.3.

E.2.3 Each new paragraph should be assigned a new subsection number and a title for easy

reference. The number should appear in boldface followed by two spaces, then the section title

in boldface (without terminal punctuation) followed by four spaces; text should then begin in

roman type. In the few cases where titles of subsections are thought inappropriate, the

subsection number should be in boldface followed by two spaces, then the text should begin in

roman type.

E.2.4 Avoid mention of information likely to become dated quickly (e.g. specific office hours).

E.3 TYPEFACES

E.3.1 Italics should be used for all publications of the University; for emphasis (must have

written permission); for the introduction of technical and specially treated terms; for foreign

words (curriculum vitae); but not for common Latin abbreviations (e.g., i.e., cf., et al., etc.).

E.3.2 Boldface should be used for section and subsection numbers and headings.

E.3.3 Bold italics should be used for titles appearing within section headings.

E.4.4 ALL CAPITALS and BOLD CAPITALS should occur only in headings, not in the text. The

text for first-level subheadings in all sections (e.g. §2.1 INTRODUCTION TO FACULTY

GOVERNANCE) should appear in 12-point, BOLD CAPITALS (Times New Roman font).

E.4 LISTS

E.4.1 When the context makes it clearer to create a brief list rather than to itemize within a

paragraph (e.g. when several items are required to be included in some document or file), a bullet

list may be used. Items in the list are not normally capitalized and, depending on the sort of

elements in the list itself, may or may not require punctuation:

List 1 List 2

•

academic advising • Submit all final grades to the Office of Student Records,

•

career advising • return all library books and/or pay all library fines, and

•

club sponsorship • turn in all University-owned property .

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E.4.3 Lists are normally single-spaced. For three or fewer items, incorporation into the

paragraph is usually preferable.

E.5 NUMBERS IN TEXT

E.5.1 Whole numbers from zero to ninety-nine, round numbers, and numbers at the beginnings

of sentences are ordinarily spelled out. For example: “within one week (five working days)” or

“three years (or the equivalent) of full-time teaching.” Common fractions and ordinals should

also be written out (“two-thirds of the members present”). Exceptions include tables of figures,

contexts where numbers appear together in close proximity, time of day, and dates:

The collection contains some 300,000 catalogued volumes, approximately 1,500 current newspaper . . .

E.5.2 In quasi-legal contexts, numerals may appear in parentheses after being spelled-out:

this process will not exceed sixty (60) days from the initiation of a complaint

E.6 PUNCTUATION

E.6.1 Normal rules of punctuation apply to the Handbook.

E.6.2 Square brackets are used to designate particular actions taken by the Board of Visitors

(specified in 11.3 below); other parenthetical remarks appear in ordinary parentheses.

E.6.3 Note the form of the em dash (—), en dash (–), hyphen (-), and examples of each,

respectively:

em dash: term appointments—ones that will end after a specified term of service—are used

en dash: §§2.14.1–2.14.7.4 August–May academic year 2006–07

hyphen: whether full-, half-, step, foster-, adopted, or in-law institution-wide

E.6.4 Explanatory notes should appear parenthetically within the subsection to which they refer;

if it is unavoidable that an asterisk be used to indicate a note to the text (e.g. the note refers to

something within quoted material), the note should be placed immediately after the subsection,

before any other numbered subsection.

E.6.5 Double quotation marks should not be used to indicate special uses of terms (cf. G.5).

E.6.6 Avoid ad hoc use of symbols and special characters (e.g., diamond bullets).

APPENDIX E — FACULTY HANDBOOK STYLE SHEET

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APPENDIX F

RULES OF ORDER FOR THE COLLEGE OF ARTS AND

SCIENCES FACULTY FACULTY COUNCIL (CASFC)

AND CAS FACULTY COMMITTEES

In this appendix, except where otherwise noted, the College shall refer to the College of Arts

and Sciences, the Dean to the CAS Dean, the Faculty Council to the CAS Faculty Council, Faculty

Committees to CAS Faculty Committees, and faculty members to members of the full-time

instructional CAS faculty.

F.1 ORGANIZATION OF THE CAS FACULTY COUNCIL

F.1.1 Role of the CAS Faculty Council The CAS Faculty Council (CASFC) is a representative

body, which shall serve as the official voice of the CAS instructional faculty on all matters that

fall within its jurisdiction. The purpose of the Faculty Council is to create an effective legislative,

advocacy, and advisory body to ensure representation of CAS faculty interests and to fulfill the

authority and responsibilities delegated to the faculty in §2.2.1 in this Handbook as it relates to

CAS (see F.3.2). In addition, the CASFC is responsible for communicating with CAS departments

and administrators and the UFC. Service on the CSFC is considered an important part of a

faculty member’s professional responsibility.

F.1.2 CAS Faculty Council Membership The CASFC shall be comprised of the elected CAS

representatives to the UFC. If elected as a CAS UFC representative, a faculty member must

relinquish any position currently held on any college or university faculty standing committee

and is prohibited from serving on any standing committee while serving as CAS UFC

representative.

F.1.3 CAS Faculty Council Representatives

F.1.3.1 Terms of service Elected members of the UFC will serve staggered three-year terms as

described in §2.3.4.

F.1.3.2 Elections

Elections will be conducted by the CAS representative on the University Faculty Organization

Committee. CAS UFC representatives will be nominated and elected after at-large UFC

representatives have been announced. There are no restrictions on the number of

representatives from a single department. CAS UFC representatives may serve unlimited,

consecutive terms. In the event a CAS UFC representative position becomes vacant, the Faculty

Organization Committee (FOC) will conduct a special election in order to fill the vacated seat.

APPENDIX F — RULES OF ORDER FOR CAS FACULTY SENATE AND COMMITTEES

141

F.2 OFFICERS OF THE CAS FACULTY COUNCIL CASFC officers will be elected by members of the

new CASFC as soon as possible after elections each Spring. The outgoing Chair of the CASFC will

conduct the election of new CASFC officers. The three officers of the CASFC shall represent each

of the three divisions. The CASFC officers are responsible for ensuring communication between

the departments in their division and the UFC.

F.2.1 CAS Faculty Council Chair The CAS Faculty Council Chair must have attained the rank of

associate professor or above with tenure at the time of election. The CASFC Chair will serve a

one-year term. There is no limit on the number of terms a faculty member may serve as CASFC

President. The CASFC Chair is responsible for communication between the CASFC and the CAS

Dean. The Faculty Council Chair shall be eligible for a one course workload reduction each

spring semester during his or her term. The Dean of CAS will allocate the hire behind each May,

as recommended by the outgoing CASFC Chair, based on the workload experience of the

previous year and expectations for the coming year.

F.2.2 CASFC Vice Chair The Vice Chair will assume the role of President in the event the

President is absent or unable to serve. The CASFC Vice Chair must have attained the rank of

associate professor or above with tenure at the time of election.

F.2.3 CASFC Secretary The CASFC Secretary will be responsible for providing minutes of all

CASFC meetings to be approved by the CASFC and distributed by the CASFC Chair to all CAS

faculty members.

F.3 MEETINGS OF THE CAS FACULTY COUNCIL

F.3.1 CASFC Meeting Chair The CASFC Chair shall normally preside at CASFC meetings. In the

absence of the CASFC Chair, the CASFC Vice Chair will preside.

F.3.2 Business of the CAS Faculty Council The CAS Faculty Council has the following

responsibilities:

.1 To facilitate communication between the UFC and CAS departments and faculty.

.2 To review and approve the creation of or changes to general admissions policies for the

College prior to their consideration by the UFC;

.3 To review and approve the creation of or changes to academic regulations for CAS students

in matters of attendance, examinations, grading, scholastic standing, honors, and awards prior

to their consideration by the UFC;

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.4 To review and approve proposed changes to the annual faculty evaluation system and

address any concerns through the UFC;

.5 To recommend policies concerning College faculty welfare to the UFC;

.6 To review and approve proposed changes to policies and procedures for tenure and

promotion and address any concerns through the UFC;

.7 To advocate on behalf of CAS academic programs and faculty.

F.3.3 CASFC Meeting Dates and Times CASFC meeting dates and times will be set by the CASFC

Chair in consultation with CASFC members. The CASFC will typically meet one week prior to

each scheduled UFC meeting or as needed. Additional CASFC meetings may be called at the

discretion of the CASFC Chair or the request of another CASFC representative. The CASFC Chair

will determine the time and location for additional CASFC meetings subject to availability of

CASFC representatives. The agenda of CASFC meetings will be set by the CASFC Chair, with

clerical assistance provided by the CASFC Secretary. The CASFC Chair will provide the complete

agenda for each meeting of the CASFC to all CAS faculty members at least three days in advance

and will include the minutes of the previous CASFC meeting with the agenda.

F.3.4. Quorum for CASFC Meetings Five CASFC members shall be a quorum for the transaction

of business. A smaller number may only adjourn.

F.4 CAS FACULTY COMMITTEES Since most detailed work of the faculty is accomplished

through committees, committee service provides the faculty member with an opportunity to

shape academic policy. In addition to teaching and advising, participation on faculty

committees is regarded as an integral part of a faculty member’s professional responsibility.

Service on faculty committees is expected and is counted as part of the faculty member’s

service obligation.

F.4.1 Organization of and General Procedures for Faculty Committees New committee

members normally are appointed or elected during the spring semester and begin their term in

the fall. Unless its charge provides otherwise, each faculty committee elects during the spring

semester a Chair, Vice-Chair and a Secretary from its faculty membership to serve the following

year. No member may chair a committee upon which he or she has not served previously for at

least one year, and no member may serve as chair for more than two years during any single

term of service. Meetings of faculty committees shall be called by their chairs or by fifty percent

of the members of the committees. A simple majority of the committee membership shall

constitute a quorum. Faculty committees, except the Promotion and Tenure Committee, will

submit copies of their approved committee meeting minutes or reports to the CASFC Chair

after each of their meetings. The CAS FC Chair and Secretary will ensure that all approved

minutes of the CAS FC are posted on the CAS Dean’s website in a timely manner.

F.4.2 Consideration of Business by Faculty Committees Faculty committees consider issues

mandated by their written charges Individual faculty members may also informally bring issues

to the attention of any committee by writing to the committee’s chair. CAS faculty Committees

APPENDIX F — RULES OF ORDER FOR CAS FACULTY SENATE AND COMMITTEES

143

are not obligated to deal with issues raised informally, but the committee’s chair or secretary

should report the committee’s reaction to the faculty member raising the issue and retain all

correspondence in committee files.

F.5 ORGANIZATION OF CAS STANDING COMMITTEES Standing committees are permanent,

have responsibilities fixed by their written charges, have members elected from the CAS faculty

and report to the CASFC.

F.5.1 Election to Committees The CAS representatives to the University Faculty Organization

Committee (UFOC) are charged with CAS faculty organization. The duties of the CAS

representatives on the UFOC include:

.1 Elect members of CAS standing committees according to the procedures outlined in this

section of the faculty handbook.

.2 Appoint or Elect CAS representatives on University standing committees (including the UFOC)

according to the procedures outlined in Section 2.5 of the Faculty handbook.

.3 Appoint or elect CAS representatives on any other College or University advisory or ad hoc

committees as specified in each committee’s charge.

F.5.2 Elected Members of Standing Committees Members of the CAS Standing committees

are elected by the CAS full-time instructional faculty. Any member of the faculty who meets the

criteria for membership may be elected to a standing committee.

F.5.2.1 Procedures for Selecting Nominees for Elected Committee Positions Nominees for

elected positions will be determined as described in §2.5.2.

F.5.2.2 Procedures for Committee Elections Once nominations close, electronic ballots will be

distributed to all voting-eligible faculty members. Voting eligible faculty includes all persons

holding academic rank (see sections 3.2-3.6.1). Faculty will have at least five business days after

distribution to submit ballots or record their votes electronically. This will be done in a manner

that assures anonymity and confidentiality. Faculty may only be candidates for one committee

or office. Ballots shall solicit rankings of candidates by voters, with lower numbers indicating

greater preference. Ties shall be permitted on individual ballots.

F.5.2.3 Procedures for Determining Winners of Committee Elections In order to be declared

the winner of an election, a nominee must be the winner of a Condorcet method calculation. If

more than one position on a committee is being filled in an election, those positions shall be

filled in order of Condorcet ranking. Election results are announced by early April.

F.5.3.4 Procedures for Other Elections Any other elections conducted will follow the

procedures outlined in §F.8.3.1-F.8.3.3. Election results will be announced when final.

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F.5.3.5 Procedure for Nominating and Electing External Member for Promotion and Tenure

Committee At the beginning of every third spring term, the nominations for the external

position (three-year term) on the Promotion and Tenure Committee will be solicited. Nominees

(1) may come from either the College of Education or the College of Business faculties, (2) may

be nominated by any member of the University Faculty, any College, (3) must have attained the

rank of Associate or above with tenure, and (4) must agree to the nomination. Once the Call for

Nominations has closed, ballots will be distributed to all voting-eligible CAS faculty according to

procedures outlined in §F.8.3.2. Run-off elections will be conducted according to the

procedures outlined in §F.8.3.3. Any temporary replacement for an external member who is on

sabbatical or leave will be elected according to the procedures outlined in §2.5.3 and §F.8.4.

F.5.3.6 Limitations on Membership to Standing Committees Members of the CAS instructional

faculty may serve simultaneously on only one of the following: UFC, CAS standing committee,

University standing committee.

F.5.4 Temporary Replacements for Members of Standing Committees If faculty members are

unable to serve part of a term on a committee (due to such factors as academic leave or

illness), temporary replacements will be elected for elected standing committees and

appointed for appointed standing committees for the duration of their absences. Upon their

return, absentee faculty members will complete the original three-year term. Faculty members

who are appointed or elected as temporary replacements on standing committees are eligible

for consideration for a three-year term on their own on the same or another standing

committee. Committee members will generally serve staggered terms, with one-third of faculty

positions filled each year.

F.5.5 Administrative and Student Representatives to Standing Committees All standing

committees except the Promotion and Tenure Committee have at least one permanent

member representing the administration with all the privileges of non-voting ex officio

members. In addition, students serve as non-voting members of the CAS Curriculum

Committee. They are appointed by the Dean on the recommendation of the President of the

Student Government Association.

F.5.6 Schedule of Meetings for Standing Committees Standing committees determine their

own meeting schedules. Committee meetings should be coordinated with the UFC and the

college faculty meeting schedule that is developed by the Provost’s office in collaboration the

UFC leadership and the presiding officers of the college governing bodies. The schedule of UFC

and college governing body meetings is announced by July 1 of each year. Standing Committee

chairs will announce the schedule for their meetings no later than August 30 each year.

F.6 THE STANDING COMMITTEES OF THE CAS FACULTY

Standing committees implement specific areas of established policy. These committees report

to, and the recommendations of these committees shall be reviewed, by the CASFC.

APPENDIX F — RULES OF ORDER FOR CAS FACULTY SENATE AND COMMITTEES

145

F.6.1 CAS Curriculum Committee The committee consists of six elected faculty members, two

non-voting student members appointed by the Dean, and, as non-voting ex officio members,

the Associate Dean of the College of Arts and Sciences, and a representative of the Registrar’s

Office. The committee’s duties are to:

.1 Study and recommend to the CASFC action concerning policy on procedure and criteria for

approval, deletion, and change of all CAS course offerings and numbering, prerequisites, co-

requisites, departmental majors and programs, minors, general degree requirements, proposed

new majors and minors, study abroad, and exchange programs.

.2 Review and approve or reject proposals from the various CAS departments for new degree

programs, majors, minors, concentrations, certificates, or courses; for changes to degree

programs, majors, minors, certificates, or concentrations; and for changes to individual existing

courses, including changes in course numbering, title, credit hours, catalogue description, or

pre-and co-requisites; and requests to delete a course from the catalogue. Such approvals are

referred to the UCC. In its deliberations, the committee will consider general philosophy,

departmental and general university facilities, staffing, and current course offerings.

.3 Review at its discretion the frequency of offering, numbering, and general relevance of all

college courses, including the frequency of special topics and seminar courses, making

recommendations for change to departments or the CAS Dean as appropriate.

.4 Review and approve or reject criteria for special majors and applications for special majors in

the College.

F.6.2 CAS Promotion and Tenure Committee The committee consists of nine elected faculty

members, eight from the College of Arts and Sciences and one faculty member external to CAS,

all to be elected by the CAS faculty. All members must have attained the rank of associate

professor or above with tenure, and at least four members shall have attained the rank of full

professor, by the date of election. Members serve staggered three-year terms, with three

persons elected each year. The committee elects a chair from its membership. Members are

nominated and elected according to the rules spelled out in §F.5.3.5 of this Handbook. The

committee’s duties are to:

.1 Make recommendations in the matters of promotion according to College faculty promotion

policy and procedures (Appendix I, §§ I.1-2 of this Handbook). In making its recommendations,

the primary responsibility of the committee is to evaluate all candidates’ applications according

to the criteria stated in the Faculty Handbook.

.2 Make recommendations to the Dean in matters of tenure according to College faculty tenure

policy and procedures (Appendix I, §§I.3-4 of this Handbook). In making its recommendations,

the primary responsibility of the committee is to evaluate all candidates’ applications according

to the criteria stated in the Faculty Handbook.

.3 Recommend changes in promotion and tenure policy or procedure to the CASFC.

.4 Make recommendations for faculty required to participate in Unsatisfactory Performance

Review (See §6.9.3).

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F.7 SUBCOMMITTEES If a standing committee cannot for practical reasons consider a matter

under its purview, it may choose to form a subcommittee for the purpose of conducting its

business. The subcommittee must have, as voting members, at least two members of the

standing committee. Additional voting members of the subcommittee will be appointed by the

standing committee to serve as ex officio members of the subcommittee. The chair must be a

member of the standing committee. The subcommittee will report directly to the committee

that formed it.

F.8 OTHER COLLEGE COMMITTEES Faculty members may also be appointed to serve on other

CAS committees. Unless otherwise specified when the committee is created, appointed faculty

members on CAS advisory committees serve staggered three-year terms beginning the fall after

appointment and are not eligible for reappointment to the same committee for two academic

years following a term of service. All appointments of faculty to CAS advisory committees are

coordinated by the CAS representatives on the University Faculty Organization Committee.

Appointed members of CAS committees are determined in April of each year. The appointed

Committee members shall be selected following an annual poll of members of the faculty to

ascertain their preferences for possible committee appointments. In addition to these

expressed preferences and any membership requirements for the committee, the CAS UFOC

members will consider: balance among committee members of discipline, rank, gender, and

length of service; time since previous committee service; current service on other committees;

and any expertise or experience of the potential appointee that can serve the committee in

carrying out its charge. All appointments to committees are announced to the faculty by the

CAS UFOC members prior to the final day of classes in the Spring semester.

F.8.1 Faculty Development and Grants Committee The committee consists of six appointed

faculty members, and the Dean (or designee) as an ex officio member. The committee’s duties

are to:

.1 Study and recommend policies concerning faculty development to the CASFC or CAS Dean as

appropriate.

.2 Provide recommendations with regard to the funding of faculty development grant

proposals as requested by the CAS Dean.

.3 Advise the Dean of any concerns with application procedures and evaluation criteria for

faculty development grants.

F.8.2 Advisory Committees The CASFC may, at its discretion, create an advisory committee.

An advisory committee is a group which advises the CASFC, an administrator or program

director. The responsibilities and process of appointing members on these committees and the

duration of the committee must be specified when a new committee is created.

F.8.2.1 Faculty Participation on Advisory Committees Service on advisory committees does

not affect a faculty member’s eligibility for appointment to a standing committee, but it may

influence standing committee nominations and appointments in that no faculty member should

be burdened with excessive committee responsibilities. Usually, two concurrent committee

APPENDIX F — RULES OF ORDER FOR CAS FACULTY SENATE AND COMMITTEES

147

assignments, one standing and one advisory, constitute the maximum committee service

expected of an individual faculty member.

F.9 MEETINGS OF THE CAS GENERAL FACULTY

F.9.1 Meeting Rules Meetings of the CAS general faculty shall be conducted according to

Robert’s Rules of Order.

F.9.2 CAS General Faculty Meeting Chair The CASFC Chair shall normally preside at CAS

general faculty meetings.

F.9.3 Business of the CAS General Faculty The business of the CAS general faculty is: (1) to

debate and vote on CASFC actions of concern; and (2) at any special meeting of the CAS

general faculty to discuss matters of concern to the CAS instructional faculty. The Chair of the

CASFC is responsible for calling meetings of the CAS general faculty when the CASFC votes that

a general faculty meeting is necessary. At least three days’ notice in writing shall always be

given, unless an emergency meeting is deemed necessary in order to deal with a specific issue,

in which case the CASFC Chair may call such a meeting. In addition, the submission of a petition

with the signatures of ten members of the CAS faculty above the rank of Senior Lecturer

representing five or more departments shall be sufficient for a General meeting of the CAS

faculty to be called.

F.9.4 Quorum One half plus one of the members of the CAS full-time instructional faculty,

representing at least ten departments, shall be a quorum for the transaction of business. A

smaller number may only adjourn.

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APPENDIX G

RULES OF ORDER FOR THE COLLEGE OF BUSINESS

(CoB) FACULTY COUNCIL AND CoB FACULTY

COMMITTEES

G.1 ORGANIZATION OF THE FACULTY COUNCIL

G.1.1 Role of the Faculty Council The Faculty Council is an all-inclusive body, which shall

serve as the official voice of the instructional faculty on all matters which fall within its

jurisdiction. The purpose of the Faculty Council is to create an effective legislative and advisory

body to ensure representation of faculty interests and to fulfill the authority and responsibilities

delegated to the faculty in §2.1.3 in this Handbook as it pertains to the CoB. Service on the

Faculty Council is considered an important part of a faculty member’s responsibility. The

Faculty Council is responsible for the academic, curricular, self-governance and faculty

evaluation policies of the College.

G.1.2 Faculty Council Membership The membership of the Faculty Council consists of

participating, full-time instructional faculty.

G.1.3 Ex Officio Members The Dean and the Advisors with no academic faculty rank sit as

ex officio members of the Faculty Council. The Provost, Associate Provost and administrative

representatives will be invited to attend meetings.

G.2.3 Officers of the Faculty Senate

G.2.3.1 Faculty Council President The President of the College of Business Faculty

Council presides over meetings of the College of Business Faculty Council. The President of

the Council is elected for a term of two years commencing at the beginning of the Fall Semester

and ending with the Summer Session at the end of the second year of the term.

G.2.3.2 Faculty Council President-Elect During the second year of the term of the President

and no later than the last meeting of the Fall Semester, a successor President shall be elected by

majority vote of the membership if only two candidates and a plurality if more than two

candidates, and will automatically become President for a term of two years at the end of the

current President’s second year in office.

G. 2.3.2.1 Requirements for Faculty Council Presidential Election The Faculty Council

President annually appoints a member of the faculty to serve as Secretary of Faculty Council.

The Secretary is responsible for supervision of recording and distribution of minutes of meetings,

and other administrative tasks, duties, and responsibilities the Faculty Council President deems

appropriate. In the event the Faculty Council President is unable to preside at a meeting of

Faculty Council, the Secretary presides at such meeting.

G.2.3.2.2 Removal of Faculty Council President The President may be removed at any time

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by a majority vote of the membership.

G.2.3.3 Secretary of Faculty Council The Faculty Council President annually appoints a

member of the faculty to serve as Secretary of Faculty Council. The Secretary is responsible for

supervision of recording and distribution of minutes of meetings, and other administrative tasks,

duties, and responsibilities the Faculty Council President deems appropriate. In the event the

Faculty Council President is unable to preside at a meeting of Faculty Council, the Secretary

presides at such meeting.

G.2.3.4 Parliamentarian By the fall of each year, the Faculty Council President solicits

nominations for a Faculty Council Parliamentarian. The Faculty Council elects a

Parliamentarian from the nominations. The Parliamentarian will serve a one-year term.

G.3 MEETINGS OF THE FACULTY COUNCIL

G.3.1 Meeting Rules Faculty Council meetings shall be conducted according to Robert’s

Rules of Order, except as otherwise provided herein.

G.3.2 Faculty Council Meeting Chair The Faculty Council President shall normally

preside at Faculty Council meetings and will rule on the disposition of motions. In the absence

of the Faculty Council President, the President-Elect will preside, when that position is

occupied, otherwise the Faculty Council Secretary shall preside.

G.3.3 Business of the Faculty Council Faculty Council has the following responsibilities:

(1) To determine academic offerings consistent with the established mission of the College; (2)

To determine the requirements for all degrees offered by the College; (3) To formulate general

admissions policies for the College; (4) To enact and enforce academic regulations for students

in matters of attendance, examinations, grading, scholastic standing, honors, and awards; (5) To

design and monitor the faculty evaluation system; (6) To recommend policies concerning

faculty welfare; (7) To develop and supervise a committee system for the orderly exercise of the

authority that has been delegated to the faculty.

G.3.4 Committee Business The College's faculty committees will report to the Faculty

Council and will, when appropriate, submit motions to the Faculty Council. Committee Chairs or

their designates attend Faculty Council meetings when business of a committee is before the

Faculty Council.

G.3.5 Committees of the Meeting Committees as defined below are committees of the

meeting: (1) Standing Committees (see section G.9); (2) Ad Hoc Committees (see section

G.9.4).

G.4 CONDUCT OF BUSINESS FOR FACULTY COUNCIL

G.4.1 Order of Business The agenda of the Faculty Council meetings will be set by the

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Faculty Council President, with clerical assistance provided by the Secretary of the Faculty

Council. Usually, it will follow this sequence: (1) Call to Order; (2) Correcting and approval of

minutes;

(3) Recognition of Dean of Faculty; (4) Recognition of other constituencies (e.g., part-time and

adjunct faculty and administrators); (5) Report of Student Representative; (6) Reports of

university level committees; (7) Reports of the CoB Standing committees; (8) Reports of the

CoB ad hoc committees; (9) Unfinished business; (10) New business; (11) Announcements; (12)

Adjournment.

G.4.2 Recognition by Faculty Council President Members shall speak only when

recognized by the Faculty Council President. When two or more members ask to be recognized

at the same time, the Faculty Council President shall decide who is entitled to the floor.

G.4.3 Main Motions, Initiating Business, and Committee Reports Committees of the

meeting and members shall have the right to bring business before the Faculty Council, either

through a motion duly made and seconded from the floor or by communicating directly with the

appropriate committee. All members and faculty committees intending to propose a motion must

submit the motion(s) in writing to the Faculty Council President at least one week before the

Faculty Council meeting. Attendance at Faculty Council meetings is open to all members of the

university faculty and to them is extended the privilege of the floor when recognized by the

Faculty Council President. However, only voting members of the Faculty Council may vote in

Faculty Council meetings. Non-faculty members of the College community may attend Faculty

Council meetings. However, such persons may not vote and may speak only by invitation of the

Faculty Council President or by request.

G.5 INTRODUCING MOTIONS AT FACULTY COUNCIL MEETINGS

G.5.1 Motions made from the floor by members, after being properly seconded, shall be

referred to an appropriate standing committee of the meeting by the Faculty Council President. If

the Faculty Council President deems there to be no such committee, the motion shall be referred

to a duly appointed ad hoc committee of the meeting, as defined above.

G.5.2 Motions brought to the floor by the standing committees of the meeting or by ad

hoc committees of the meeting shall be deemed ready for action, except as restricted

below.

G.5.3 Committees other than those defined here report to administrative officer(s). Reports

from these committees may be introduced as motions of individual members of the meeting, if

the responsible administrative officer(s) deems it appropriate to do so.

G.5.4 Any member may move to consider a motion before the Faculty Council as a committee

of the whole. Such motion shall be appropriate at any time but must be approved by a vote of

the majority of those present. Consideration as a committee of the whole shall replace referral to

committee. The report perfected in committee of the whole must be returned to the Faculty

Council and shall be deemed in the possession of the Faculty Council as would be the case with

the report of a standing committee.

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G.5.5 Motions normal to the operations of organized groups but which are not central to the

functions of the College or the University, e.g., resolutions of sympathy, congratulations, etc.,

may be acted upon immediately without previous referral to committee. Motions not germane

to the College or the University shall be deemed out of order at the discretion of the President

of the Faculty Council.

G.5.6 Regulations and Restrictions of Main Motions

G.5.6.1 When a motion is made and seconded, it shall be stated by the Faculty Council

President or read by the Secretary and is then deemed to be in possession of the meeting, but

may be withdrawn by the mover at any time before amendment or vote, with the consent of the

second.

G.5.6.2 Every motion shall be reduced to writing if the Faculty Council President or any

member requires it.

G.5.6.3 Upon request of any five members, a motion of any subject that has been made and

seconded may be declared a matter of major policy; in this case, debate, amendment, and

voting shall be immediately referred to the next regular meeting without further debate.

G.5.6.4 The status of motions referred to committees from the floor must be reported upon by

the second regular Faculty Council meeting after referral. If the report is not satisfactory, it

may be moved from the floor that the committee be discharged of its responsibility and the

motion returned to the floor for action.

G.5.7 Subsidiary Motions

G.5.7.1 To Amend An amendment must be germane to the motion and may be accomplished

by the addition or subtraction of words, phrases, and sentences.

G.5.7.2 Substitute Motions If as much as a complete paragraph of a motion is to be

supplanted, a substitute motion must be made.

G.5.8 Initiating Business and Committee Reports Committees of the meeting and members

shall have the right to bring business before the Faculty Council, either through a motion duly

made and seconded from the floor or by communicating directly with the appropriate committee.

All members and faculty committees intending to propose a motion must submit the motion[s] in

writing to the Faculty Council President at least one week before the Faculty Council Meeting.

G.5.9 Amending a Motion

G.5.9.1 An amendment or a substitute motion may be withdrawn by the mover with the consent

of his or her seconder before amendment thereof or before decision is had thereon.

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G.5.9.2 The amendment or the substitute shall be debatable only when the main question

is debatable.

G.5.9.3 The adoption of an amendment by way of substitute or otherwise shall not displace the

main resolution, which, after being amended, shall be the question before the meeting.

G.5.9.4 The following questions cannot be amended.

• The call for the Order of the Day

• An appeal from the decision of the Faculty Council President

• An objection to consideration of any question or of the following motions: (1) to adjourn

(undebatable); (2) to lay on the table (undebatable); (3) take from the table; (4) for leave to

continue speaking; (5) to postpone indefinitely; (6) to suspend; (7) to take up business out

of order; (8) for leave to withdraw a motion.

G.5.10 Order for Voting on Amendments and Substitute Motions Amendments to the

main motion shall be voted first, in order of last-made amendment to first-made amendment.

After all amendments have been voted, the substitute motion shall be voted; if the substitute

motion fails, debate returns to the main question as it may or may not have been amended.

G.5.11 Privileged Motions Motions to adjourn or to lay on the table are privileged motions.

They shall always be in order and shall be decided without debate. In addition, when a question

is under debate and business is pending, the following motions are also privileged. The motions

shall have precedence in the order enumerated and be settled by a majority vote of those

present. They shall be debatable or undebatable as indicated in the accompanying parentheses.

• To take a recess (undebatable)

• To take a vote at a certain time (undebatable)

• To call for the previous question (undebatable)

• To commit or recommit (limited debate: on wisdom of motion)

• To postpone to a certain time (limited debate: on wisdom of motion)

• To amend or substitute (debatable)

• To postpone indefinitely (debatable)

G.5.12 Other Motions Motions designed to alter or cancel previously adopted action, e.g., to

rescind, to amend something previously adopted, to reconsider, shall be introduced only as new

business.

G.5.13 A Motion to Call the Question A motion for the previous question shall be in this

form: "I move that the question (or questions) now be put." If this motion is carried, then all

questions at the moment before the meeting shall be put to the vote, in order of precedence,

without debate. If a faculty member calls for the question without moving the previous question

formally, the Faculty Council President is not obliged to close debate, and other members may

properly be recognized. Any faculty member may call for a division of the question where the

sense will admit of it, but a motion to strike out and insert shall be deemed indivisible.

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G.6 VOTING ON MOTIONS, FACULTY COUNCIL MEETINGS

G.6.1 Voting Privileges All full-time faculty members appointed by the President of the

University have voting privileges related to Faculty Council matters or issues. Nonmembers and

ex officio members may not vote.

Nonmembers may attend Faculty Council meetings as guests if invited by the Faculty Council

President, the Dean, or any member. Upon recognition by the Faculty Council President, or at the

request of a faculty member, nonmembers may be granted privileges of the floor.

Any member who wishes for his/her leave to be noted in the minutes must communicate this in

writing to the Faculty Council Secretary. Once the note is received by the Secretary, the

member is no longer recognized as being present. Proxy votes are admissible (except in the

case of the Council presidential election); however, it must be in writing. A simple majority of

the Faculty Council membership shall constitute a quorum.

G.6.2 Once a vote has begun on any question, no senators shall be recognized for any

purpose whatsoever until the voting is completed and the Faculty Council President declares

the voting closed.

G.6.3 Unless otherwise indicated in the rules of order, motions may be passed by a

simple majority of those voting.

G.6.4 The following motions may be approved only when two-thirds of the members present

favor the action: (1) to change the rules of order; (2) to suspend the rules; (3) to object to

consideration; (4) to limit debate; (5) to vote immediately.

G.6.5 Any member may call for the number of abstentions after the taking of any vote.

G.6.6 The Faculty Council President and Appeal from His or Her Ruling The duty of

ruling on questions of parliamentary procedure in the meeting shall rest with the Faculty

Council President, but any ruling may be appealed, by a motion and a second, immediately after

the ruling. In this event the appeal must be submitted to a vote of the meeting. Except as it refers

to indecorum, the rules of debate, or priority of business, such an appeal is fully debatable. After

the vote on the motion is announced, the business of the meeting will be resumed according to

the action of the appeal.

G.7 FACULTY COMMITTEES

Since most detailed work of the faculty is accomplished through committees, committee service

provides the faculty member with an opportunity to shape academic policy. In addition to

teaching, scholarly productivity and advising, participation on faculty committees is regarded as

an integral part of a faculty member’s responsibility. Service on faculty committees is expected

and is counted as part of the faculty member’s service obligation. Faculty committees are those

groups whose charge involves any or all of the following: (1) overseeing and making

recommendations to the faculty regarding those areas over which authority has been delegated

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to the faculty (e.g., academic policy and offerings, degree requirements, admissions policy); (2)

making recommendations regarding faculty performance and compensation (e.g., evaluation,

pay, promotion, awards, and tenure); (3) faculty governance (e.g., faculty meeting rules,

committee structure). Any committee whose charge falls within (1), (2), and/or (3) above shall

be considered to be a committee of the faculty. Such committees report to the Faculty Council

and may only be established or eliminated by the Faculty Council. Faculty committees are of

two types: standing and ad hoc.

G.7.1 Organization of and General Procedures for Faculty Committees New committee

members normally are appointed or elected during the spring semester and begin their term in

the fall. Unless its charge provides otherwise, each faculty committee elects during the spring

semester a Chair and a Secretary from its faculty membership to serve the following year. No

member may chair a committee upon which he or she has not served previously for at least one

year, and no member may serve as Chair for more than two years during any single term of

service. Meetings of faculty committees shall be called by their Chairs or by fifty percent of the

members of the committees. A simple majority of the committee membership shall constitute a

quorum. Prior to the end of each fiscal year (June 30), secretaries of faculty committees, except

the Promotion and Tenure Committee, will deposit copies of committee minutes for the

previous academic year in the CoB Faculty Council Repository and the University Archives.

G.7.2 Consideration of Business by Faculty Committees Faculty committees consider issues

mandated by their written charges or in response to motions made at meetings of the

Faculty Council. Faculty committees have no authority in and of themselves. When the

committee charge so specifies, decisions in carefully defined areas are binding unless overruled

by specific action of the Faculty Council. Otherwise it is the responsibility of the committee

Chair or designated committee member to bring recommendations to the Faculty Council for

formal action.

Because the main task of faculty committees is to advise the Faculty Council, each such

committee is obligated to deal promptly with an issue referred to it by that body. Individual

faculty members may also informally bring issues to the attention of any committee by writing to

the committee’s Chair. Committees are not obligated to address issues raised informally, but the

committee’s Chair or Secretary should report the committee’s reaction to the faculty member

raising the issue and retain all correspondence in committee files.

G.7.3 Final Authority of Council Action

Actions of the Faculty Council may be binding or they may be advisory to the University

President, College Dean, or other administrative officials. Most actions of the Council

are advisory. However, where the University President has delegated specific authority

to the College of Business faculty as stipulated above, actions of the Council are binding

unless overridden by the University President or the Board of Visitors.

G.7.3.1 Constraints on Council Action

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Financial constraints, the time element, and the policies of external groups, bodies, and agencies

having jurisdiction over the University may set limits to the exercise of the above authority. In

particular, such limitations may result from the provisions of state and federal law, Executive

Orders of the Governor of the Commonwealth of Virginia, policies of the State Council of

Higher Education for Virginia, accreditation standards of the Commission on Colleges of the

Southern Association of Colleges and Schools, or other accrediting bodies and policies of the

Board of Visitors.

G.7.3.2 Action by the University President in Areas of Authority Delegated to the Faculty

Though the University President can delegate authority, he or she cannot escape responsibility,

as the Board of Visitors holds him or her accountable for the total welfare of the University. The

University President, therefore, must reserve the right not only to initiate action affecting the

above but also to veto any action taken by the Faculty Council. Should the University President,

however, take final action in an area of Council authority prior to a formal recommendation from

the Council, or exercise the veto prerogative, he or she will communicate the reasons for such

action to the Council either at the next Faculty Council meeting, or earlier by mail. If the Council

is not persuaded by the University President’s reasons, it may by majority vote at a subsequent

meeting direct a delegation of the Council to represent and explain the Council’s position to the

Executive Committee of the Board of Visitors

G.8 ORGANIZATION OF STANDING COMMITTEES Standing committees are

permanent, have responsibilities fixed by their written charges, and report to the Faculty Council.

G.8.1 Appointment or Election of Members to Standing Committees New committee

members to standing committees normally are appointed or elected during the spring semester

and begin their term in the fall. Each year the COB representatives on the UFOC (hereinafter

called “UFOC representatives”) poll members of the faculty on their preferences for possible

membership on faculty committees. In making appointments or nominations for elected

positions on standing committees, the UFOC representatives carefully consider balance among

members (academic program and discipline, gender, rank, and length of service), expressed

committee preferences, and previous and current committee service. The UFOC

representatives, in consultation with the Dean and Department Chairs, may reserve some

appointed positions to be filled in the fall by newly-hired faculty members.

G.8.1.1 Elected Members of Standing Committees Members of the Faculty Promotion

and Tenure Committee are elected by the faculty for staggered three-year terms.

Representatives to the UFC are elected for a two-year term. The UFOC representatives solicit

nominations and conduct elections according to the following procedures:

• The call for nominations and the date for the close of nominations shall be announced in a

meeting of the Faculty Council preceding the Council’s final meeting of the spring

semester;

• Nominations will reflect balanced representation as described in Section G.8.1;

• Nominees must be given the opportunity to accept or decline nomination for elected positions

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before their names are placed on a ballot;

• After the announced date for the close of nominations, no further nominations are accepted;

• Ballots are distributed electronically to all full time members of the faculty prior to the final

meeting of the Faculty Council in the spring semester;

• Voting shall be completed no later than the last Faculty Council meeting of the spring

semester or as otherwise agreed to by the Faculty Council.

Terms of committee service begin in the fall semester following election. In the event that a

vacancy occurs for any elected position during the academic year, the UFOC representatives

shall seek nominees and organize a special election in a timely manner following procedures

outlined above.

G.8.1.2 Appointed Faculty Representatives and Procedures for Appointment Faculty

members of standing committees, except the UFOC representatives, and the Faculty Promotion

and Tenure Committee, are appointed by the UFOC representatives and serve staggered three-

year terms. Each year in spring semester, the UFOC representatives poll members of the faculty

on their preferences for possible membership on standing committees. Appointments are made

according to the criteria in Section G.8.1 and are announced at the final meeting of the Faculty

Council in spring semester, and terms begin in the subsequent fall semester. Vacancies in

appointed faculty committee positions are filled in a timely manner by the UFOC

representatives. The Dean appoints administrative members of committees.

G.8.2.1 Procedures for Selecting Nominees for Elected Committee Positions At the

beginning of the spring term, the UFOC representatives solicit nominations for the various

elected offices and committee membership. Nominated faculty must accept nomination before

their names are placed on the ballot. Nominations will run for five (5) business days. On the

third business day of nominations, UFOC representatives will send out a sample ballot to the

entire faculty indicating who has been nominated for each open position.

G.8.2.2 Procedures for Committee Elections Once nominations close, the UFOC

representatives distribute electronic ballots to all voting-eligible faculty. Faculty will have at

least five business days after distribution to return ballots to the UFOC representatives. This will

be done in a manner that assures anonymity.

G.8.2.3 Procedures for Run-Off Elections A nominee must receive forty percent of the

votes cast for election. If no nominee receives sufficient votes, a run-off will be held among

those receiving the three highest vote totals, following the procedures outlined in section

G.8.2.2. If only one nominee is elected, a run-off will be held between those receiving the two

next highest vote totals. Run-off ballots are returned to the UFOC representatives in a manner

that assures anonymity. Election results are announced at the final Council meeting.

G.8.2.4 Procedures for Other Elections follow the procedures outlined in G.8.2.2 Any

other elections conducted by UFOC representatives will Election results will be announced when

final.

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G.8.2.5 Procedure for Nominating and Electing External Member for Promotion and

Tenure Committee At the beginning of every third spring term, the UFOC representatives

solicit nominations for the external position (3-year term) on the Promotion and Tenure

Committee. Nominees (1) may come from either the College of Education or the College of Arts

and Sciences faculties, (2) may be nominated by any member of the University Faculty, or any

College, (3) must have attained the rank of Associate or above with tenure, and (4) must agree to

the nomination. Once the Call for Nominations has closed, UFOC representatives will distribute

ballots to all voting-eligible CoB faculty according to procedures outlined in G.8.2.2. Run-off

elections will be conducted according to the procedures outlined in G.8.2.3. Any temporary

replacement for an external member who is on sabbatical or leave will be elected according to

the procedures outlined in G.8.2.2 and G.8.2.3.

G.8.3 Limitations to Service on Committees Members may serve on multiple standing or

advisory committees simultaneously.

G.8.4 Temporary Replacements for Members of Standing Committees I f faculty

members are unable to serve part of a term on a committee (due to such factors as academic

leave or illness), temporary replacements will be elected for elected standing committees and

appointed for appointed standing committees for the duration of their absences. Upon their

return, absentee faculty members will complete the original three-year term. Faculty members

who are appointed or elected as temporary replacements on standing committees are eligible for

consideration for a three-year term on their own on the same or another standing committee.

Committee members will generally serve staggered terms, with one-third of faculty positions

filled each year.

G.8.5 Administrative and Student Representatives to Standing Committees All standing

committees except the Promotion and Tenure Committee have at least one permanent member

representing the administration with all the privileges of ex officio members.

G.8.6. Meeting Schedules, Agendas, and Records

Each fall the Dean in conjunction with the Provost shall publish a list of times for standing

committee meetings throughout the academic year. Committees are neither required to convene

at their reserved times nor prohibited from convening at other times; the schedule merely

serves to prevent conflicts among standing committee, department, and other College meetings.

Other committees, boards, and councils regulate their meetings independent of the general

reserved schedule.

In order to discharge its responsibilities and exercise its authority, the Faculty Council meets

regularly, according to a schedule of dates and locations announced by the Provost prior to

the beginning of each academic year. Meetings are not scheduled during breaks or recesses in

the academic calendar. The Secretary distributes minutes following each meeting. Prior to the

beginning of each academic year, the Secretary circulates to members a summary of formal

actions taken by the Faculty Council during the previous academic year. The Secretary, at the

direction of the Faculty Council President, is also responsible for circulating an agenda prior

to each meeting date.

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G.9 THE STANDING COMMITTEES OF THE FACULTY This section of the

Handbook lists standing committees of the faculty of the College and describes their areas of

responsibility. Standing committees implement specific areas of established policy. The

recommendations of these committees shall be reported to the CoB Faculty Council with the

agenda of the meeting of the Faculty Council at which they are announced. No recommendation

may be announced to the Faculty Council without prior distribution, and no recommendation by

a committee may be implemented until it has been announced at a Faculty Council meeting

and/or approved (if required). Recommendations of these committees stand subject to a call for

review by any member of the Faculty Council during the meeting at which they are announced.

The Role of organizational issues shall be carried out by the two COB representatives on the

UFOC and they are responsible for studying and recommending revision to the Faculty

Handbook and shall be referred to the Faculty Council.

G.9.1 Organization of and General Procedures for Faculty Committees: Unless its charge

provides otherwise, each faculty committee elects a Chair at its first meeting in the fall, and the

Chair appoints a Secretary to keep minutes. Meetings of faculty committees shall be called by

their Chairs or by fifty percent of the members of the committees. No meetings of faculty

committees shall be scheduled during holidays, breaks or recesses in the academic calendar.

Prior to each meeting, the Chair will circulate an agenda to each committee member. The

Chair will also summarize the minutes of each meeting, except business of a proprietary

nature, for the Faculty Council and have the minutes archived in the Dean’s office. A simple

majority of the committee membership shall constitute a quorum.

G.9.2. Standing Committees of the College Consist of the Following:

• Academic Policy and Admissions Committee

• Curriculum Committee

• Outcome Assessment Committee

• Promotion and Tenure Committee

G.9.2.1 Academic Policy and Admissions Committee This is a standing committee of the

faculty charged by the Faculty Council to study, recommend action on, and establish policies

and procedures for the following areas of responsibility and authority delegated to the faculty

by the Board of Visitors (see Section 2.1.2.1). The duties of this committee are to:

• Decide and establish admission criteria for both Undergraduate and Graduate programs in

the College of Business,

• Decides and establishes admissions policy regarding review, evaluation, and approval of

applications for admission to the College of Business,

• Decide and establish Criteria regarding CoB Honor Code, Academic Rules, Academic

Standing, Probation/Suspension/Expulsion, and Graduation policy,

• May wish to decide and establish CoB policy regarding Student Leave of Absence, Re-

application, and Re-admission,

• May need to coordinate with the CoB Curriculum Committee with regard to certain policy

issues of concern to both committees, and/or related to some of the above, and shall

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• Make policy recommendations regarding the above listed matters to the CoB Faculty

Council.

G.9.2.3 Curriculum Committee This is a standing committee of the faculty charged by the

Faculty Council to study, recommend action on, and establish policies and procedures for the

following areas of responsibility and authority delegated to the faculty by the Board of Visitors

(see Section 2.1.2.1). The duties of this committee are to:

• Decide and establish policy regarding Curriculum Evaluation

• Review, evaluate, and issue proposed new courses and academic programs to determine if

they are needed, and whether they fit under the umbrella of the CoB Mission Statement,

• Evaluate proposed new courses and academic programs to determine if they meet the high

standards of the CoB.

• Communicate with the Outcome Assessment Committee any actions and decisions made by

the Curriculum Committee

G. 9.2.4 Outcome Assessment Committee This is a standing committee of the faculty

charged by the Faculty Senate to study, recommend action on, and establish policies and

procedures for the following areas of responsibility and authority delegated to the faculty by

the Board of Visitors (see Section 2.1.2.1). The duties of this committee are to:

• Establish guidelines for the assessment of student learning outcomes

• Review and evaluate assessment of student learning outcomes

• Communicate with the Curriculum Committee any actions and decisions made by the

Outcome Assessment Committee

G.9 .2.5 Promotion and Tenure Committee This is a standing committee of the faculty

charged by the Faculty Council to study, recommend action on, and establish policies and

procedures for the following areas of responsibility and authority delegated to the faculty by the

Board of Visitors (see Section 2.1.2.1).

The committee consists of five faculty members elected by the College of Business faculty. If

feasible, all members must have attained the rank of associate professor or above with tenure, at

least three of whom shall have attained the rank of full professor, by the date of election. If there

are not enough available ranked faculty members from within the College of Business, the

College of Business may – at the discretion of the College of Business faculty – elect College of

Business faculty who do not meet the normal qualifications and/or elect faculty who meet these

criteria from outside the College of Business.

Members will serve staggered three-year terms. In 2011-2012, there shall be one member from

the College of Business faculty elected for a one-year term, one for a two-year term, and two for

three-year terms. In 2011-2012 the external member shall be elected for a one-year term.

The committee’s duties are to:

• Make recommendations in the matters of promotion according to College and University

faculty promotion policy and procedures. In making its recommendations, the primary

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responsibility of the committee is to evaluate all candidates’ applications according to the

criteria stated in the Faculty Handbook §7 and in Appendix J.

• Make recommendations to the Dean in matters of tenure according to College faculty

tenure policy and procedures. In making its recommendations, the primary responsibility

of the committee is to evaluate all candidates’ applications according to the criteria stated

in the Faculty Handbook §7 and in Appendix J.

• Recommend changes in promotion and tenure policy or procedure to the College of

Business Faculty Council.

• Faculty development and grant awards

G.10 SUBCOMMITTEES If a standing committee cannot for practical reasons consider a

matter under its purview, it may choose to form a subcommittee for the purpose of conducting its

business. The subcommittee must have, as voting members, at least two members of the standing

committee. Additional voting members of the subcommittee will be appointed by the standing

committee to serve as ex officio members of the subcommittee. The Chair must be a member of,

and will be appointed by, the standing committee. The subcommittee will report directly to the

committee that formed it. All current subcommittees’ charges, membership, officers, and terms

must be reported to the UFOC representatives by using the Ad Hoc and Subcommittee form (see

section G.10) for posting on the University website.

G.11 AD HOC COMMITTEES Ad hoc committees of faculty are formed for specific

purposes. The authority and responsibilities of ad hoc committees are defined by the action or

ruling that established them. Such committees expire upon the fulfillment of their charge and in

no case will continue beyond the second full academic year unless, by vote of the Faculty

Council, their charges are extended.

G.11.1 Formation of Ad Hoc Committees: Ad hoc committees may be formed in one of two

ways: (1) the Dean rules that a duly-made and seconded motion must be referred to an ad hoc

committee, either because the subject matter of the motion does not come under the purview

of any standing committee, or because the appropriate standing committee cannot, for

practical reasons, consider the matter; or because (2) the Faculty Council passes a motion

which includes the formation of an ad hoc committee.

A charge describing the membership, duties, and duration of an ad hoc committee must be

communicated to the Faculty Council in writing before any new ad hoc committee conducts its

first meeting. All faculty ad hoc committees report to the Faculty Council, and the motion or

ruling establishing a given ad hoc committee may also call for reporting to the President, the

Dean, or another administrative officer of the University. The establishing motion or ruling may

also specify the type of membership for the committee and the method of choosing its members.

If it does not so specify, the Faculty Council will appoint committee members. The Chairperson

and Secretary of an ad hoc committee may be appointed by the Dean or elected by the

committee’s members.

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G.12 OTHER COLLEGE COMMITTEES Faculty members may also be asked to serve on

advisory committees, presidential councils, or boards.

G.12.1 Advisory Committees Advisory Committees An advisory committee is a group

which advises an administrator. An advisory committee on which faculty sit is established by

an administrator in consultation with the UFOC representatives. An advisory committee also

may be terminated by the appropriate administrator.

G.12.1 Authority of Advisory Committees Advisory committees do not have authority in any

academic area; they merely advise an administrator. The responsibilities of these committees are

determined by the administrator who appoints them. Advisory committees report to the

administrator, not to the Faculty Council. The administrator reports to the Faculty Council when

such a report is warranted.

G.12.2 Faculty Participation on Advisory Committees Faculty members are not required to sit on

advisory committees. Service on such committees does not affect a faculty member’s

eligibility for appointment to a standing committee, but it may influence standing committee

nominations and appointments in that no faculty member should be burdened with excessive

committee responsibilities. Usually, two concurrent committee assignments, one standing and

one advisory or curriculum advisory or ad hoc, constitute the maximum committee service

expected of an individual faculty member.

G.12.2 Presidential Councils A presidential council is a group which advises the President.

Councils are established by the President and may be terminated by the President. The authority

of a council does not duplicate or supersede that of faculty committees. Councils report to the

President, not to the Faculty Council.

G.12.3 Boards A board is a group which has specific authority in a non-academic area (e.g.,

Student Conduct Hearing Board).

G.13 AD HOC AND SUBCOMMITTEE FORM On next page.

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AD HOC AND SUBCOMMITTEE NOTIFICATION FORM

Date of Creation:

(Note: the duration of the committee cannot exceed two years. Faculty Handbook §F.13)

Name of the Committee:

Charge of the Committee:

Membership:

Reason for Formation (e.g. Faculty Senate motion, motion of general Faculty, etc.)

Signature of Convener (e.g. Faculty Senate President, Dean, etc.)

Print Name Date

Send completed form to the Chair of the Faculty Organization Committee

163

APPENDIX H

RULES OF ORDER FOR THE COLLEGE OF

EDUCATION (CoE) FACULTY COUNCIL AND CoE

FACULTY COMMITTEES

H.1 ORGANIZATION OF THE COE FACULTY COUNCIL

H.1.1 The College of Education Faculty Council is the legislative and advisory body which governs

the College of Education. It shall serve as the official voice of the COE instructional faculty on all

matters which fall within its jurisdiction. The purpose of the College of Education Faculty Council is

to fulfill the authority and responsibilities delegated to the College of Education faculty in §2.1.3 in

this Handbook as pertinent to the COE. Service on the College of Education Faculty Council is

considered an important part of a faculty member’s professional responsibility.

H.2 COE FACULTY COUNCIL MEMBERSHIP

H.2.1 The College of Education Faculty Council shall be comprised of all full time instructional

faculty members in the College of Education, including the Program Directors and Associate Dean

for Academic Programs, Assessment and Accreditation (ADAPAA). The Dean and the Director of

Advising Services shall serve as an ex officio non-voting members.

H.2.2 Officers of the COE Faculty Council

H.2.2.1 COE Faculty Council Chair The COE Faculty Council Chair must have attained the rank of

associate professor or above. The Faculty Council Chair will serve a two-year term. The Faculty

Council will elect its Chair from among its members every other spring semester. In the absence of

the Chair, the Faculty Council Secretary will preside. The duties of the Faculty Council Chair are to:

.1 Schedule and preside at meetings of the COE Faculty Council

.2 Prepare and circulate meeting agendas at least 24 hours before each meeting

.3 Coordinate nominations, elections and appointments of COE Faculty Council officers, COE faculty

committee members, and COE representatives on university committees

.4 Maintain and manage the COE Faculty Council archives

.5 Coordinate and oversee periodic review and revision of the COE Rules of Order

.6 Ensure that changes to the COE Appendices in the University Faculty Handbook approved by the

COE Faculty Council are posted on the Handbook website correctly and in a timely manner

.7 In collaboration with the Faculty Council Secretary, relevant administrators, and COE committee

chairs, ensure that changes to COE policies enacted by the Faculty Council are posted on the COE

website accurately and in a timely manner

.8 Represent the interests of the COE faculty with the College administration, as needed during the

summer semester

.9 Perform additional actions on behalf of the faculty as approved by the COE Faculty Council

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.10 Represent the College to the University as a whole, as needed, in consultation with the College’s

UFC members and the Dean

H.2.2.2 COE Faculty Council Secretary The Faculty Council will elect its Secretary from among

its members every other spring semester. The Secretary will serve a two-year term. In the absence

of the Secretary, the presiding officer shall appoint a substitute pro tempore. The duties of the

Secretary are to:

.1 Prepare complete minutes of the Faculty Council meetings and post them in a timely manner in

the COE Community space on Canvas. If the minutes are drafted by a temporary secretary, they

shall be immediately submitted to the Secretary of the COE Faculty Council, who will ensure that

they are posted in the appropriate manner.

.2 Work with the Faculty Council Chair to ensure that any changes to the COE Rules of Order

(Appendix H) approved by the COE Faculty Council are posted accurately and in a timely manner on

the University Faculty Handbook website (Appendix H) and in the COE Faculty Council archives.

.3 Work with the COE Faculty Council Chair, relevant administrators and committee chairs to

ensure that any changes to COE policies enacted by the Faculty Council are posted on the COE

Community space on Canvas accurately and in a timely manner

.4 Perform additional secretarial responsibilities as requested by the COE Faculty Council Chair

H.2.2.3 Parliamentarian Every other year, the COE Faculty Council Chair will appoint a

Parliamentarian from among the Faculty Council members to serve a two-year term. In the absence

of the Parliamentarian from a meeting, the Chair shall appoint a temporary substitute. The duties of

the Parliamentarian are to advise the Chair on rules of procedure for conduct of COE Faculty

Council meetings.

H.3 MEETINGS OF THE COE FACULTY

H.3.1 Meeting Schedule Regular meetings of the faculty of the College of Education are held each

month in the Fall and Spring semesters. Attendance at each meeting is a service requirement of all

faculty members. A calendar of meeting times and locations will be prepared by the Faculty Council

Chair, ensuring that meeting times do not conflict with the teaching schedule of any faculty

members. The annual schedule of faculty meetings will be published in August of each year. Special

meetings may be called by the Chair or by the Dean in consultation with the Chair. Notice of special

meetings shall be provided at least three days in advance of the meeting time.

H.3.2 Meeting Rules Faculty meetings shall be conducted according to Robert’s Rules

of Order Newly Revised unless noted otherwise. A two-thirds majority of voting members shall

constitute a quorum for the conduct of business.

H.3.3 COE Faculty Meeting Chair The COE Faculty Chair shall normally preside

at Faculty meetings and will rule on the disposition of motions. In the absence of the

Faculty Chair, the Faculty Secretary will preside.

H.3.4 Business of the COE Faculty Faculty have the following responsibilities:

(1) To determine academic offerings consistent with the established mission of the College; (2)

To determine the requirements for all degrees offered by the College; (3) To formulate general

admissions policies for the College; (4) To enact and enforce academic regulations for students

in matters of attendance, examinations, grading, scholastic standing, honors, and awards; (5) To

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design and monitor the annual faculty evaluation system; (6) To recommend policies concerning

faculty welfare; (7) To develop and supervise a committee system for the orderly exercise of the

authority that has been delegated to the faculty.

H.3.5 Committee Business The College's faculty committees will report to the COE Faculty

and will, when appropriate, submit motions to the COE Faculty.

H.3.6 Committees of the Meeting The Committees of the Meeting are: (1) Standing Committees

of the meeting–permanent committees dealing with academic

policy and (2) Ad Hoc Committees of the meeting – ad hoc committees are established by the Dean

or the Faculty resulting from business conducted on the floor of the meeting.

H.4 CONDUCT OF BUSINESS FOR COE FACULTY

H.4.1 Order of Business The agenda of COE Faculty meetings will be set by the

Faculty Council Chair and circulated by the Chair to all members of the COE faculty at least twenty-

four hours before the meeting. Usually, it will follow this order of business: (1) Call to Order; (2)

Recognition of Guests and other constituencies (e.g., part-time and adjunct faculty) (3) approval of

minutes; (4) Report of Dean; (5) Report of Faculty Chair; (6) Report of UFC Representatives; (7)

Reports of the standing committees; (8) Reports of ad hoc committees; (9) Unfinished business; (9)

New business; (10) Announcements; (11) Adjournment.

H.4.2 Recognition by Faculty Chair Members and guests shall speak only when recognized by

the Faculty Chair. When two or more members rise at once, the Faculty Chair shall decide who is

entitled to the floor.

H.4.3 Main Motions, Initiating Business, and Committee Reports Committees of the

meeting and faculty shall have the right to bring business before the Faculty, either

through a motion duly made and seconded from the floor or by communicating directly with the

appropriate committee. All faculty and faculty committees intending to propose a motion must

submit the motion(s) in writing to the Faculty Council Chair at least eight days before the Faculty

meeting.

H.4.3.1 Only full-time Instructional Faculty may vote on matters before the Faculty.

H.4.3.2 Non-faculty members of the College community may attend Faculty meetings. However,

such persons may not vote and may speak only by invitation of the Faculty Chair or by request of a

faculty member.

H.5 INTRODUCING MOTIONS AT FACULTY MEETINGS

H.5.1 Motions made from the floor by faculty, after being properly seconded, shall be referred

to an appropriate standing committee of the meeting by the Faculty Chair. If the Faculty

Chair deems there to be no such committee, the motion shall be referred to a duly appointed

ad hoc committee of the meeting, as defined above.

H.5.2 Motions brought to the floor by the standing committees of the meeting or by ad hoc

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committees of the meeting shall be deemed ready for action, except as restricted below.

H.5.3 Motions from Committees other than those defined here may be introduced as motions of

individual members of the meeting.

H.5.4 Any faculty member may move to consider a motion before the Faculty as a committee of the

whole. Such motion shall be appropriate at any time but must be approved by a vote of the majority

of those present. Consideration as a committee of the whole shall replace referral to committee. The

report perfected in committee of the whole must be returned to the Faculty

and shall be deemed in the possession of the Faculty as would be the case with the report of a

standing committee.

H.5.5 Motions normal to the operations of organized groups but which are not central to the

functions of the College or the University, e.g., resolutions of sympathy, congratulations, etc.,

may be acted upon immediately without previous referral to committee. Motions not germane to

the College or the University shall be deemed out of order.

H.5.6 Regulations And Restrictions Of Main Motions

H.5.6.1 When a motion is made and seconded, it shall be stated by the Faculty Chair or read

by the Secretary and is then deemed to be in possession of the meeting, but may be withdrawn by

the mover at any time before amendment or vote, with the consent of the second.

H.5.6.2 Every motion shall be reduced to writing if the Faculty Chair or any faculty requires

it.

H.5.6.3 Upon request of any five faculty, a motion of any subject that has been made and

seconded may be declared a matter of major policy; in this case, debate, amendment, and voting

shall be immediately referred to the next regular meeting without further debate.

H.5.6.4 The status of motions referred to committees from the floor must be reported upon by

the second regular Faculty meeting after referral. If the report is not satisfactory, it may

be moved from the floor that the committee be discharged of its responsibility and the motion

returned to the floor for action.

H.5.7 Subsidiary Motions

H.5.7.1 To Amend An amendment must be germane to the motion and may be accomplished

by the addition or subtraction of words, phrases, and sentences.

H.5.7.2 Substitute Motions If as much as a complete paragraph of a motion is to be

supplanted, a substitute motion must be made.

H.5.8 Initiating Business And Committee Reports Committees of the meeting and faculty

shall have the right to bring business before the Faculty, either through a motion duly

made and seconded from the floor or by communicating directly with the appropriate committee.

H.5.9 Amending a Motion

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H.5.9.1 An amendment or a substitute motion may be withdrawn by the mover with the consent of

his or her seconder before amendment thereof or before decision is had thereon.

H.5.9.2 The amendment or the substitute shall be debatable only when the main question is

debatable.

H.5.9.3 The adoption of an amendment by way of substitute or otherwise shall not displace the

main resolution, which, after being amended, shall be the question before the meeting.

H.5.9.4 The following questions cannot be amended.

.1 the call for the Order of the Day

.2 an appeal from the decision of the Faculty Chair

.3 an objection to consideration of any question or of the following motions: (1) to adjourn

(undebatable); (2) to lay on the table (undebatable); (3) take from the table; (4) for leave to

continue speaking; (5) to postpone indefinitely; (6) to suspend; (7) to take up business out of

order; (8) for leave to withdraw a motion.

H.5.10 Order for Voting on Amendments and Substitute Motions Amendments to the main

motion shall be voted first, in order of last-made amendment to first-made amendment. After all

amendments have been voted, the substitute motion shall be voted; if the substitute motion fails,

debate returns to the main question as it may or may not have been amended.

H.5.11 Privileged Motions Motions to adjourn or to lay on the table are privileged motions.

They shall always be in order and shall be decided without debate. In addition, when a question

is under debate and business is pending, the following motions are also privileged. The motions

shall have precedence in the order enumerated and be settled by a majority vote of those present.

They shall be debatable or undebatable as indicated in the accompanying parentheses.

• to take a recess (undebatable)

• to take a vote at a certain time (undebatable)

• to call for the previous question (undebatable)

• to commit or recommit (limited debate: on wisdom of motion)

• to postpone to a certain time (limited debate: on wisdom of motion)

• to amend or substitute (debatable)

• to postpone indefinitely (debatable)

H.5.12 Other Motions Motions designed to alter or cancel previously adopted action, e.g., to

rescind, to amend something previously adopted, to reconsider, shall be introduced only as new

business.

H.5.13 A Motion to Call the Question A motion for the previous question shall be in this

form: "I move that the question (or questions) now be put." If this motion is carried, then all

questions at the moment before the meeting shall be put to the vote, in order of precedence,

without debate. If faculty call for the question without moving the previous question formally, the

Faculty Chair is not obliged to close debate, and other members may properly be recognized. Any

faculty may call for a division of the question where the sense will admit of it, but a motion to strike

out and insert shall be deemed indivisible.

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H.6 VOTING ON MOTIONS, FACULTY MEETINGS

H.6.1 Once a vote has begun on any question, no faculty shall be recognized for any purpose

whatsoever until the voting is completed and the Faculty Chair declares the voting closed.

H.6.2 Unless otherwise indicated in the rules of order, motions may be passed by a simple

majority of those voting. The chair shall determine if votes are cast by voice, show of hands, or

written ballot. In some cases, the Chair may decide before the meeting that an electronic vote of all

eligible faculty members is appropriate. This shall take place after the completion of the meeting at

which the proposal is discussed.

H.6.3 The following motions may be approved only when two-thirds of the faculty present

favor the action: (1) to change the rules of order; (2) to suspend the rules; (3) to object to

consideration; (4) to limit debate; (5) to vote immediately.

H.6.4 Any faculty member may call for the number of abstentions after the taking of any vote.

H.6.5 The COE Faculty Chair and Appeal from His or Her Ruling The duty of ruling

on questions of parliamentary procedure in the meeting shall rest with the Faculty Chair, but

any ruling may be appealed, by a motion and a second, immediately after the ruling. In this

event, the appeal must be submitted to a vote of the meeting. Except as it refers to indecorum,

the rules of debate, or priority of business, such an appeal is fully debatable. After the vote on

the motion is announced, the business of the meeting will be resumed according to the action of the

appeal.

H.7 COE FACULTY COMMITTEES GENERALLY

H.7.1 Service Expectation Since most detailed work of the COE fFaculty Council is accomplished

through committees, committee service provides the faculty member with an opportunity to shape

College policies. In addition to teaching and advising, participation on faculty committees is

regarded as an integral part of a faculty member’s professional responsibility. Service on faculty

committees is expected and is counted as part of the faculty member’s service obligation. However,

no faculty member should be burdened with excessive committee responsibilities.

H.7.2 Types of Faculty Committees Committees consisting of COE faculty may be of four types:

.1 Standing committees, which are permanent committees that formally report to the COE

Faculty Council

.2 Confidential committees, which are permanent committees whose decisions are made

confidentially, such as the Promotion and Tenure Committee and the Peer Review Team

.3 Ad hoc committees, which are committees established by the COE Faculty Council for limited

periods and for purposes not within the charge of any standing committee

.4 Advisory committees, which are committees formed by a COE administrator for the purpose of

advising the administrator on areas not included in the charge of permanent committees

established by the COE Faculty Council

H.8 STANDING COMMITTEES GENERALLY

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H.8.1 Purpose Standing committees are permanent, have responsibilities fixed by their written

charges, and report to the COE Faculty Council. The main task of COE standing committees is to

advise the COE Faculty Council on issues mandated by their written charges or in response to

motions made at meetings of the COE Faculty Council. There are four established standing

committees of the COE Faculty Council, as described in section H.9 below:

.1 Clinical Collaboration and Partnerships Committee

.2 Curriculum and Assessment Committee

.3 Faculty Affairs Committee

.4 Student Affairs Committee

H.8.2 Membership Each standing committee will have a minimum of four (4) members. Terms of

membership are three years. During the spring of each year the COE Faculty Council Chair polls

members of the faculty on their preferences for possible membership on standing committees.

Based on the preference poll, the COE Faculty Council Chair makes appointments to committees

taking into consideration the following: a balance of discipline, rank, gender, and length of service;

expressed committee preferences; time since previous committee service; and current service on

other committees. Standing committee members serve staggered three-year terms. All full-time

instructional faculty may serve as voting members on standing committees. Program directors may

serve as voting members of standing committees, but other administrative faculty should serve

only as ex officio members. Ex officio members are members by virtue of their office and are

normally non-voting members.

H.8.3 Officers At the first meeting each year, each standing committee elects a chair and

secretary to serve one year. The chair is responsible for scheduling meetings and arranging for

meeting locations, for informing members of meeting dates, times and locations, and for preparing

and circulating meeting agendas. The secretary is responsible for drafting, revising, and posting

minutes of the committee meetings. The chair is responsible for preparing and posting the

committee’s annual report. Meetings of each standing committee may be called by its chair or by

fifty percent of the members of the committee.

H.8.4 Schedule of Meetings Each committee will schedule monthly meetings during Fall and

Spring semesters and make its meeting schedule known to the COE community in a timely and

appropriate manner.

H.8.5 Business of Meetings Standing committees consider issues mandated by their written

charges or in response to motions made at meetings of the COE Faculty Council. Standing

committees have no authority in and of themselves; they normally make recommendations and

offer motions to the COE Faculty Council. Because the main task of COE standing committees is to

advise the COE Faculty Council, each such committee is obligated to deal promptly with an issue

referred to it by that body. A simple majority of the committee membership shall constitute a

quorum for the conduct of business. Actions of the committee shall be approved by a majority of

members. When needed to carry out its business, a standing committee may invite nonmembers

from the University community to attend a meeting and contribute to its discussions.

H.8.6 Reporting Minutes of the standing committees will be posted on the COE Community

Canvas site. The recommendations of standing committees shall be reported to the COE Faculty

Council with the agenda of the meeting of the Faculty Council at which they are announced. When

appropriate, the reports may include motions to be acted upon by the Faculty Council. No

recommendation may be announced to the Faculty Council without prior distribution, and no

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recommendation by a committee may be implemented until it has been announced at a Faculty

Council meeting and/or approved (if required). Recommendations of standing committees stand

subject to a call for review by any member of the Faculty Council during the meeting at which they

are announced.

H.9 MEMBERSHIP AND DUTIES OF THE STANDING COMMITTEES

H.9.1 Clinical Collaboration and Partnerships Committee The Committee consists of a

minimum of four faculty members appointed for three-year staggered terms. In addition the

Director of Clinical Experiences and Partnerships will serve as a non-voting ex officio member. The

committee shall elect a chair and secretary. The Committee’s Duties are to:

.1 Work to enrich and expand collaborations of the COE with P-12 educators and schools, other

colleges and departments of the University, other universities, and professional associations.

.2 Provide input on partnership activities to provide professional development support for our P-

12 colleagues.3 Monitor the clinical experiences of programs in relation to accreditation standards.

.4 Ensure the alignment of intern evaluations with state and national standards

.5 Assist in collecting and compiling evidence and reports pertaining to clinical experiences as

required for reaccreditation review.

.6 Prepare an annual report at the end of Spring semester summarizing committee business and

actions during the year. The annual report shall be submitted to the Dean and posted in the COE

Faculty Council archives.

.7 Perform other duties consistent with this charge as requested by the COE Faculty Council or the

Dean.

H.9.2 Curriculum and Assessment Committee The committee consists of a minimum of four

faculty members appointed for three-year staggered terms. In addition the Associate Dean of

Academics, Programs, Assessment and accreditation is a non-voting ex officio member. The

following administrative staff or their designees normally attend the committee meetings to

provide advisory support: Associate Registrar, the Director of the Advising Center, the Stafford

Librarian, and the Data Resources office representative, who provide advice to the committee. A

chair and secretary shall be elected by the committee membership. The chair must be a tenured

member of the COE faculty. The chair of this committee serves as the COE representative to the

University Curriculum Committee. The committee’s duties are to:

.1 Monitor the quality and coherence of programs, pathways, courses, credits, requirements, and

course and program sequencing.

.2 Review proposals for all changes in curricula, such as: new courses and programs, revisions,

deletions, alternatives, waivers, and substitutions.

.3 Ensure that the review and approval of all curriculum changes follow procedures established by

the College and the University.

.4 Periodically review the academic catalogs and COE website to ensure that they accurately

reflect current COE curricula and course descriptions, and work with Program Directors to ensure

that updates are made in a timely manner.

.5 Assist in review and revision of program standards and learning outcomes.

.6 Assist in review of curriculum assessment planning and data collection and analysis.

.7 Assist in collecting and compiling evidence and reports pertaining to COE curricula as required

for reaccreditation review.

.8 Prepare an annual report at the end of Spring semester summarizing committee business and

actions during the year. The annual report shall be submitted to the Dean and posted in the COE

Faculty Council archives.

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.9 Perform other duties consistent with this charge as requested by the COE Faculty Council or the

Dean.

H.9.3 Faculty Affairs Committee The committee consists of a minimum of four faculty members

to be appointed for three-year staggered terms. A chair and secretary shall be elected by the

committee membership. The committee’s duties are to:

.1 Solicit input and make recommendations for supporting the general effectiveness, productivity,

welfare, and morale of College faculty.

.2 Review the criteria and procedures for tenure and promotion within the College for all ranks and

propose changes as necessary. Work with COE Faculty Council Chair and Secretary to ensure that

all approved changes are submitted to the Office of the Provost in appropriate handbook language

and in a timely manner for inclusion in Appendix K of the University Faculty Handbook.

.3 Review the policies and criteria for the membership of the College Promotion and Tenure

Committee and propose changes as necessary.

.4 Review policies and procedures for the mentoring program that supports faculty as they

progress toward tenure and promotion.

.5 Review the College’s faculty evaluation plan and recommend changes as needed.

.6 Review criteria and procedures for awarding faculty research grants, propose changes as

necessary, and ensure that the current criteria and procedures are posted on the COE Community

Canvas site. Solicit and review faculty applications for research grant funding and forward funding

recommendations to the Dean.

.7 Review criteria and procedures for awarding supplemental faculty development funds, propose

changes as necessary, and ensure that the current criteria and procedures are posted on the COE

Community Canvas site. Solicit and review applications for supplemental faculty development

funds and forward funding recommendations to the Dean.

.8 Assist in collecting and compiling evidence and reports pertaining to College faculty as required

for reaccreditation reviews.

.9 Prepare an annual report at the end of Spring semester summarizing committee business and

actions during the year. The annual report shall be submitted to the Dean and posted in the COE

Faculty Council archives.

.10 Perform other duties consistent with this charge as requested by the COE Faculty Council or the

Dean.

H.9.4 Student Affairs Committee The committee consists of a minimum of four faculty members

appointed for three year staggered terms. In addition, two student members selected by the

Committee for one-year terms, and the Director of the Advising Center will serve as non-voting ex

officio members. A chair and secretary shall be elected by the committee membership. The

committee’s duties are to:

.1 Review and monitor implementation of policies related to student academic eligibility and

progress.

.2 Periodically review the academic catalogs, program handbooks, and COE website to ensure that

they accurately reflect College policies and procedures relating to student affairs.

.3 Maintain documentation of student appeals for accreditation requirements.

.4 Formulate and shepherd plans for enriching students’ experiences as members of the College

community.

.5 Review criteria and procedures for student research awards, propose changes as needed, and

ensure that the current criteria and procedures are posted on the COE website. Solicit and review

applications for student research awards, and forward funding recommendations to the Dean.

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.6 Review procedures for student scholarships and criteria as appropriate, propose changes as

needed, and ensure that the current criteria and procedures are posted on the COE website. Solicit

and review applications for student scholarships, and forward recommendations to the Dean.

.7 Assist in collecting and compiling evidence and reports pertaining to student affairs, as required

for reaccreditation review.

.8 Prepare an annual report at the end of Spring semester summarizing committee business and

actions during the year. The annual report shall be submitted to the Dean and posted in the COE

Faculty Council archives.

.9 Perform other duties consistent with this charge as requested by the COE Faculty Council or the

Dean.

H.10 CONFIDENTIAL COMMITTEES

H.10.1 Promotion and Tenure Committee

H.10.1.1 Membership (See section K.2.1 of the University Faculty Handbook.)

H.10.1.2 Election (See section K.2.2 of the University Faculty Handbook.)

H.10.1.3 Chair (See K.2.3.1 of the University Faculty Handbook.)

H.10.1.4 Duties The committee’s duty is to carry out its responsibilities according to the College

of Education Promotion and Tenure Criteria and Procedures as enumerated in Appendix K of the

University Faculty Handbook.

H.10.2 Peer Review Team

H.10.2.1 Membership (See section 8 of the COE Faculty Evaluation Plan.)

H.10.2.2 Duties (See section 9 of the COE Faculty Evaluation Plan.)

H.11 AD HOC COMMITTEES OF THE COLLEGE OF EDUCATION

H.11.1 Purpose Ad hoc committees serve specific purposes to deal with COE matters that do not

fall under the purview of any standing or confidential committees. The authority and

responsibilities of ad hoc committees are defined by the action or ruling that established them.

H.11.2 Formation Ad hoc committees are established by the COE Faculty Council Chair or by a

motion from the floor in a Faculty Council meeting and shall continue to exist, unless discharged,

until the duty assigned is accomplished. Members of COE ad hoc committees include faculty of the

COE and may include COE staff and/or faculty from other colleges. The chair of any COE ad hoc

committee shall be a member of the COE faculty. A charge describing the membership, duties, and

duration of such ad hoc committees must be determined and communicated in writing to the

Faculty Council membership before the committee conducts its first meeting.

H.11.3 Reports When their work is concluded, ad hoc committees must issue a final report in

writing to the COE Faculty Council.

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H.12 ADVISORY COMMITTEES

H.12.1 Purpose and Formation Advisory committees serve the purpose of advising a COE

administrator on COE matters not under the purview of an established committee of the COE

Faculty Council. An advisory committee on which faculty sit is appointed by the Dean, or by

another administrator with the approval of the Dean, and in consultation with the Chair of the COE

Faculty Council. Faculty appointed to serve on an advisory committee normally serve 1-year terms.

An advisory committee also may be terminated by the appropriate administrator at any time.

H.12.2 Authority Advisory committees do not have authority in any academic area; they merely

advise an administrator. Their authority should not usurp the duties and charge of any standing or

confidential committee of the COE Faculty Council. The responsibilities of these committees are

determined by the administrator who appoints them, and may include but are not limited to such

activities as conducting searches for faculty or administrative positions, recommending

recruitment and marketing strategies, or recommending disposition of special College funds and

resources.

H.12.3 Reports Advisory committees report to the administrator, not to the Faculty Council. The

administrator reports to the Faculty Council when such a report is warranted.

H.12.4 Service Expectation Faculty members are not required to sit on advisory committees.

Service on such committees does not affect a faculty member’s eligibility for appointment to a

standing committee, but it may influence standing committee nominations and appointments in

that no faculty member should be burdened with excessive committee responsibilities.

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APPENDIX I

COLLEGE OF ARTS AND SCIENCES (CAS)

PROMOTION AND TENURE PROCEDURES

I.1 INDIVIDUAL PROMOTION CRITERIA

I.1.1 Individual Criteria for Promotion to the rank of Senior Lecturer The candidate

must:

.1 demonstrate effective teaching by showing that he or she has exhibited effort, skill, reflection,

dedication to student learning, flexibility, and current knowledge of the discipline. Effective

teaching is, in and of itself, a significant achievement, and the University gives it high priority in

evaluating every faculty member’s performance. The candidate must demonstrate a pattern of

effective teaching during the evaluation period, as indicated by evidence from multiple sources,

including (but not limited to): student feedback, colleagues’ testimonials, quality of syllabi,

assignments, and tests. The University also recognizes the value of substantial contributions to

the curriculum, course improvement through revision of content and method, development of

new courses, and development of across-the-curriculum courses.

.2 demonstrate a consistent record of advising, continuing contribution to the department, and

service to the college and/or University.

.3 demonstrate that he or she has engaged in professional activity that goes beyond the expected

reading one must do and the conferences and workshops one must attend to maintain currency in

one’s profession or discipline. The candidate and his or her department shall provide information

about the kinds of activities that have accomplished the scholarly, creative, and professional

activity and development appropriate for a faculty member seeking promotion to this rank.

Examples of professional activity include but are not limited to: teaching development and/or

participation in professional credential development activities; public presentations, exhibitions,

and/or performances; active involvement in professional (or performing or scholarly) societies,

associations, boards, or groups; consulting activity; and scholarly activity (e.g., publications or

book reviews in scholarly and/or professional journals and presentations at scholarly and/or

professional conferences).

I.1.2 Individual Criteria for Promotion to the rank of Associate Professor The candidate

must:

.1 demonstrate effective teaching by showing that he or she has exhibited effort, skill, reflection,

dedication to student learning, flexibility, and current knowledge of the discipline. Effective

teaching is, in and of itself, a significant achievement, and the University gives it high priority in

evaluating every faculty member’s performance. The candidate must demonstrate a pattern of

effective teaching during the evaluation period, as indicated by evidence from multiple sources,

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including (but not limited to): student feedback, colleagues’ testimonials, quality of syllabi,

assignments, and tests. The University also recognizes the value of substantial contributions to

the curriculum, course improvement through revision of content and method, development of

new courses, and development of across-the-curriculum courses.

.2 demonstrate that he or she has contributed to his or her discipline and/or teaching profession

through activities that are directed toward professional peers beyond the campus. The committee

expects to see a pattern of scholarly, creative, and professional activity that goes beyond mere

attendance at meetings and conferences. Following is a list of examples of the kinds of activities

that would be considered significant within the traditional disciplines: conference paper

presentations and program participation; holding office in professional organizations; editing a

journal; publishing book reviews, journal articles or other printed works; winning a grant;

participating in exhibitions or performances, or equivalent. The University expects the candidate

and his or her department to provide information about the kinds of activities appropriate to the

discipline that constitute equivalent professional activity.

.3 demonstrate a consistent record of advising, continuing contribution to the department, and

substantive service to the college. The University also recognizes the value of effective

leadership in service, including substantial contribution to a committee’s work, organizing

events, lending one’s professional expertise to the community beyond the University, holding

committee offices, and bringing motions to committees, departments, college, or the faculty.

I.1.3 Individual Criteria for Promotion to the rank of Professor The candidate must:

.1 demonstrate effective teaching by showing that he or she has exhibited effort, skill, reflection,

dedication to student learning, flexibility, and current knowledge of the discipline. Effective

teaching is, in and of itself, a significant achievement, and the college gives it high priority in

evaluating every faculty member’s performance. The candidate must demonstrate a pattern of

effective teaching during the evaluation period, as indicated by evidence from multiple sources,

including (but not limited to): student feedback, colleagues’ testimonials, quality of syllabi,

assignments, and tests. The University recognizes the value of substantial contributions to the

curriculum, course improvement through revision of content and method, development of new

courses, and development of across-the-curriculum courses.

.2 demonstrate a consistent record of advising, continuing contribution to the department, and

substantive service to the college during the evaluation period. The candidate must also

demonstrate some leadership in the service area, such as: substantial contribution to a

committee’s work, organizing events, holding committee offices, and bringing motions to

committees, departments, college, or the Faculty. The committee also recognizes the value of

lending one’s professional expertise to the community beyond the University.

.3 demonstrate the achievement of recognition within the discipline. The successful candidate

for the rank of professor will demonstrate, as well as support with argument and other evidence,

that he or she has received such recognition. The candidate will include in the file three or more

letters from external evaluators that address this issue of recognition. The University expects to

see a pattern of scholarly, creative, and professional activity within the evaluation

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period. Following is a list of examples of the kinds of activities that would be considered

significant within the traditional disciplines: frequent and regular conference paper presentations

and program participation; holding office in professional organizations; editing a journal,

publishing book reviews, journal articles (especially refereed), books, or other printed works;

winning a grant; participating in exhibitions or performances, or equivalent. The University

expects the candidate and his or her department to provide information about and contextualize

the kinds of activities appropriate to the discipline that constitute equivalent professional activity.

I.2 PROMOTION PROCEDURE

.1 By May 1 of the spring semester preceding the academic year in which the minimum

requirements for consideration for promotion will have been met, a request for promotion to the

next higher professional rank may be initiated by the individual faculty member, or his or her

department chair, by submitting such a request in writing to the appropriate department chair,

who shall notify the dean, who in turn will verify the length of service. When the length of

service is verified, the dean will notify the Provost of the candidate’s intention.

In the case of department chairs, requests for promotion should be submitted directly to the dean.

In this instance, the dean shall appoint, in consultation with the chair, a member of the faculty

(from the chair’s department whenever possible) who has tenure and the rank of full professor to

act as his or her chair. The dean shall supply this appointee with the results of teaching

evaluation materials and a copy of the chair’s Annual Performance Review (APR) for each of the

preceding academic years since the candidate’s prior promotion. The appointee, after

consultation with the other members of the department, shall prepare a written recommendation

that promotion be granted or withheld from the chair and reasons for the specific

recommendation.

.2 The faculty member being considered for promotion and/or his or her department chair shall

solicit by August 15 from institutional colleagues and all tenured members of the faculty

member’s department letters of recommendation as to whether or not promotion to the next

higher rank should be granted to the faculty member. The tenured members of the respective

department may elect to submit a letter of abstention.

.3 The materials submitted by the candidate will be in the form of a single PDF file containing

all of the information described in Appendix I.5. All letters of reference will be in the form of a

single PDF file collected by the dean. These two PDF files will, in tandem, constitute the

Credentials File. All subsequent references to the credentials file will refer to these two PDF

files.

.4 By August 26 (or subsequent business day), the chair (or the appointee of the dean, in the case

of a chair seeking promotion) shall review his or her written recommendation regarding

promotion and the reasons for the recommendation with the faculty member. The faculty

member may submit a letter of exception to the dean by August 31. The chair shall submit the

candidate’s request for promotion, the chair’s recommendation and reasons for the

recommendation, and all letters submitted to the chair to the dean by August 31 for inclusion in

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the credentials file.

.5 By August 31 (or subsequent business day), the candidate shall submit to the dean all other

supporting documents. It is the candidate’s responsibility to insure that the credentials file is

complete by this date.

.6 Each faculty member requesting promotion shall prepare a credentials file. Guidance on the

preparation of the file may be found on the Promotion and Tenure Committee web site. It shall

be the responsibility of the faculty member to submit all pertinent data he or she wishes to have

included in the file. For the remainder of the decision-making process, this file shall constitute

the exclusive official written record of the procedure. The file must contain copies of all the

faculty member’s APRs since the last promotion. The file also contains a faculty data sheet

providing information contained in the candidate’s state personnel file (see §3.12.3) concerning

the individual’s degrees and dates received, terms of service, promotion record, and other

personnel data as deemed appropriate: this faculty data sheet must be reviewed by the candidate,

countersigned by the candidate, and is inserted in the candidate’s credentials file. The file shall

include all communications and documents developed as part of the process beginning with the

initial letter requesting promotion. The file shall be accessible only to the faculty member

involved, the P&T Committee, Promotion Appeal Advisory Committee, the dean, the Provost,

the President, and the Board of Visitors. All persons asked to write evaluations and/or

recommendations should be informed by the requester that these documents will be accessible to

the faculty member. This file is due in the dean’s Office by August 31.

.7 From August 31 until the file is conveyed to the P&T Committee on September 7, the

candidate has the right to review all materials in the file and write a letter of exception or

explication to be included in the file. The candidate may not during this time remove materials

from the file or modify them in any way. The file shall not be accessible to the candidate from

the time that it is conveyed to the P&T Committee until the promotion process and all appeals

are complete. No material received after the credentials file is transmitted to the P&T

Committee will be included in the credentials file or used in the promotion consideration, to

assure that the same documentary record form the basis for recommendations on promotion at

each level of review. After the appeals are exhausted, the material supplied by the dean and the

letters of recommendation (and of exception, if any) shall be inserted in the University personnel

file (see §3.12.4) maintained by the Office of the Provost. All material collected by the Dean’s

Office will be returned to the candidate.

.8 On September 7, or the following Monday if September 7 falls on the weekend, the dean shall

transmit the faculty member’s credentials file to the P&T Committee.

.9 The P&T Committee shall study carefully each credentials file and shall formulate and submit

by January 5 a recommendation to the dean on whether promotion should be granted or withheld,

together with a written justification for each recommendation. The number of faculty members

recommended for promotion to each rank shall not exceed the numbers in the guidance provided

by the dean. The recommendations and justifications of the committee shall be included in the

appropriate credentials files and, ultimately, in the faculty members’ University personnel file.

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.10 Within one week (five working days), the dean shall inform each faculty member requesting

promotion of the P&T Committee’s recommendation, of the justifications for the

recommendation pertaining to him or her, and of the faculty member’s right to appeal.

.11 No later than January 17, (or the subsequent Monday) faculty members requesting

promotion may appeal the recommendations of the P&T Committee by submitting a request for

reconsideration and justification for such reconsideration on the basis of procedural or

substantive grounds to the dean.

.12 In each instance when an appeal is requested, the dean shall, within one working week,

establish a Promotion Appeal Advisory Committee (PAAC) that shall be composed of one CAS

member of the University Faculty Affairs Committee, selected by the committee; one member

appointed by the dean; one member appointed by the Provost; and one member appointed by the

appellant. The CAS members of UFC will appoint the representative to the PAAC from among

the current or previous CAS members of UFAC. No person on the PAAC, other than the person

selected by the appellant, should be a faculty member who has written a letter of

recommendation for the candidate’s promotion and/or tenure file. In the event of multiple

appeals, the three members appointed respectively by the Faculty Affairs Committee, the dean,

and the Provost shall serve on each appeal committee; the member selected by the appellant shall

serve only on the committee reviewing the appeal of his or her selector. All members serving on

the PAAC shall have the rank of full professor.

.13 The PAAC, with access to all information available to the original P&T Committee for all

applicants to the rank sought by the appellant, shall reconsider the recommendations of the

original committee. The PAAC shall report to the dean within four weeks, either endorsing the

original report or presenting an alternative recommendation in writing. The dean shall inform

the appellant of the PAAC’s recommendation within two working days.

.14 The dean shall review all information and recommendations contained in the credentials file

of each faculty member, shall formulate and state in writing his or her recommendations, with

reasons, and shall forward these and the credentials files to the Provost by March 10. A copy of

this letter will be sent to the faculty member and his or her department chair. When the dean

recommends that promotion be withheld, the recommendation letter from the dean shall inform

the faculty member of his or her right to appeal the dean’s recommendation, in writing, within

seven days to the Provost. (see §7.12.2.)

.15 The Provost shall review the recommendation letter from the promotion and tenure

committee along with the recommendation letter from the dean. The Provost shall formulate and

state in writing his or her recommendation and shall submit this letter to the President by April 1.

A copy of this letter shall be sent to the faculty member, his or her department chair, and the

dean. When the Provost recommends that promotion be withheld, the recommendation letter

from the Provost shall inform the faculty member of his or her right to appeal the Provost’s

recommendation, in writing, within seven days to the President and the Board of Visitors. (see

§7.12.3.)

.16 The Board of Visitors (or the Executive Committee thereof) in consultation with the

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President shall, no later than May 15, review all information of record, as well as any written

appeals, and shall render a final decision in the matter and so notify each candidate, his or her

department chair, the dean, and the Provost in writing. Action by the Board of Visitors (or the

Executive Committee thereof) shall be final. (see §7.12.4.)

.17 All official notification of administrative action shall be by certified mail.

I.3 TENURE CRITERIA IN THE COLLEGE OF ARTS AND SCIENCES All persons

involved in the tenure determination process are expected to weigh with care all of the following

individual criteria as established by the college in arriving at each tenure recommendation.

Decisions should also consider carefully the rank and tenure profiles of the college, projected

enrollment patterns, staffing needs of the University, current and projected mission of each

department and college, the specific academic competence of the faculty member, and the

preservation of opportunities for the infusion of new talent. The college, while not maintaining

tenure quotas, shall be mindful of the dangers of losing internal flexibility and institutional

accountability to the citizens of the Commonwealth as the result of an overly-tenured faculty.

Faculty performance is evaluated in three areas of endeavor: teaching effectiveness, professional

activities, and service to the college, the University, department and discipline. The first area,

teaching, is preeminently important. In order to be granted tenure, the candidate must:

.1 demonstrate effective teaching by showing that he or she has exhibited effort, skill, reflection,

dedication to student learning, flexibility, and current knowledge of the discipline. Effective

teaching is, in and of itself, a significant achievement, and is given first priority in evaluating

every faculty member’s performance. The candidate must demonstrate a pattern of effective

teaching during the evaluation period, as indicated by evidence from multiple sources, including

(but not limited to): student feedback, colleagues’ testimonials, quality of syllabi, assignments,

and tests. The University also recognizes the value of substantial contributions to the