2023-2024 Faculty Handbook 
    
    Jul 20, 2024  
2023-2024 Faculty Handbook [ARCHIVED CATALOG]

Chapter Three: Full-Time Faculty Personnel Policies


Chapter Three: Table of Contents

3.1      Preamble and General Policy

3.2      Faculty Classification

3.2.1     Full-Time Faculty

3.2.2     Part-Time Faculty

3.2.3     Administrators with Faculty Status

3.2.4     Librarians

3.2.5     Faculty-in-Residence

3.2.6     Honorific Faculty

3.3     Faculty Contracts

3.3.1     Types of Faculty Contracts

3.3.2     Annual Contract Period

3.3.3     Contract Terms and Issuance of Contracts

3.3.4     Areas of Appointment

3.3.5     Joint Appointments

3.4     Faculty Recruitment, Initial Appointment, and Placement in Rank

3.4.1     Position Authorization

3.4.2     Search Procedures

3.4.3     Rank and Salary of Initial Appointment

3.4.4     Prior Service Credit

3.4.5     Faculty Qualifications

3.4.6     Appointment of Foreign Nationals

3.5     Faculty Rights and Standards of Professional Conduct

3.5.1     Academic Freedom and Free Expression

3.5.2     Professional Ethics

3.5.3     Statement on Plagiarism

3.5.4     Observance of University Mission and Policies

3.5.5     Confidentiality

3.5.6     Conflict of Interest – Faculty-Specific Activities

3.5.7     Outside Activities

3.5.8     Faculty-Student Relationships

3.5.9     Sexual and Other Unlawful Discrimination or Harassment

3.6     Contractual Obligations and Duties of a Faculty Member

3.6.1     Teaching

3.6.2     Scholarly or Creative Work Contributions

3.6.3     Service to the University and Community

3.7     Faculty Personnel Records

3.8     Academic Departments and Department Chairs

3.8.1     Academic Departments

3.8.2     Department Chairs

3.9     Faculty Evaluation

3.9.1     Evaluation Criteria for Personnel Decisions

3.9.2     Evaluation of Full-Time Faculty Members

3.9.3     Evaluation for Reappointment

3.9.4     Evaluation for Tenure

3.9.5     Evaluation for Promotion

3.9.6     Evaluation for Merit Salary Increments

3.9.7     Confidentiality of the Evaluation System

3.10     Faculty Professional Development

3.10.1    Sabbatical Leave

3.10.2    Special Released Time for Scholarly Production

3.10.3    Retraining Leaves

3.10.4    Academic Leave Without Pay

3.10.5    Individual Professional Development Accounts

3.11     Faculty Awards

3.11.1    The Welch Meritorious Teaching Award

3.11.2    The Sherwood Dodge Shankland Award for Encouragement of Teachers

3.11.3    The Welch Award for Scholarly or Artistic Achievement

3.12     Faculty Compensation Benefits and Nonprofessional Development Leaves

3.12.1    Faculty Compensation

3.12.2    Benefits

3.12.3    Faculty Leaves

3.13     Separation From Service

3.13.1    Resignation

3.13.2    Retirement

3.13.3    Nonrenewal of Appointment

3.13.4    Policies and Procedures Governing Dismissal for Cause

3.13.5    Policies and Procedures Governing Imposition of Sanctions other than Dismissal for Cause

3.13.6    Termination

3.14     Faculty Appeals and Grievances

3.14.1    Appeals Procedure in Nonrenewal for Performance Reasons

3.14.2    Appeals on Grounds of Academic Freedom in Cases of Termination of a Tenure-Track Position or Conversion of a Tenure-Track Position to Visiting

3.14.3    Other Faculty Grievances

3.15     Faculty Evaluation of the Provost


 

3.1 Preamble and General Policy

In all matters affecting academic freedom, intellectual responsibility, and tenure, the University adopts the principles set forth in the 1940 AAUP Statement of Principles (including the 1970 interpretations) of Academic Freedom and Tenure, except as specifically modified in the sections below2.

In order (a) to assure practical implementation of their commitment to the above guiding principles governing academic freedom, tenure, and responsibility already adopted, (b) to provide an atmosphere of academic integrity and mutual confidence among Faculty and Trustees, (c) to establish conditions of stable employment that will make possible the attraction and retention of able faculty personnel who will provide instructional services of high quality, and (d) otherwise to effectuate the command of the Charter, granted in 1842, that “the University shall forever be conducted on the most liberal principles, accessible to all religious denominations and designed for the benefit of our citizens in general,” the Trustees of Ohio Wesleyan University do adopt and declare to be a condition and integral part of their contractual agreement with every member of the full-time faculty the following policies and procedures governing faculty appointment, reappointment, tenure, salary increases, promotion, dismissal, and termination.

 

3.2 Faculty Classifications

3.2.1 Full-Time Faculty

The Full-Time Faculty at Ohio Wesleyan University is comprised of those individuals appointed to either a Tenure-Line (Section 3.2.1.1) or Visiting Faculty (Section 3.2.1.2) position in one of the University’s academic departments. Tenure-Line faculty have teaching responsibilities equal to a full-time teaching load as defined in Section 3.6.1.1, as well as scholarship or creative work and service responsibilities. Visiting Faculty have responsibilities equal to a full-time teaching load and any other responsibilities (i.e., scholarly or creative work and/or service) delineated in their appointment contract.

Positions are classified as Tenure-Line or Visiting by the President in consultation with established faculty governance processes (See Section 5.2.1 ).

3.2.1.1 Tenure-Line Faculty

Tenure-Line faculty are full-time faculty members who either hold a tenure-track or tenured appointment and are appointed to the rank of Instructor, Assistant Professor, Associate Professor, or Full Professor.

Tenure-Track Faculty

A tenure-track faculty member holds a regular appointment, which is defined as a University commitment for a probationary period of service leading to permanent tenure unless the appointment is terminated by the appointee or by action of the University as hereinafter provided. At the time of initial appointment to Ohio Wesleyan University, a tenure-track faculty member is issued an initial contract that is subject to renewal after two years of service. Subsequent contracts are issued annually. Reappointments in years two and four are preceded by an evaluation by the Faculty Personnel Committee and Provost. Tenure-track faculty in their third or fifth year normally will not be evaluated unless requested by the Faculty Personnel Committee. See Section 3.9.3.

Tenured Faculty

A tenured faculty member holds a tenured appointment at the rank of Associate Professor or Professor.

3.2.1.2 Visiting Faculty

Visiting Faculty hold full-time temporary appointments approved for a specifically limited time, normally one to three years, to fill a need for a short-term full-time teaching position (e.g., where need for the position is uncertain as it involves a program whose demand is not entirely clear – such as an existing program that appears to be growing or diminishing, or a new program that is in development), serve as a leave replacement, or teach courses when time has not permitted a full search to be conducted or the search has not yielded a suitable regular tenure-track appointee.

Visiting Faculty are not eligible for tenure, promotion, or sabbatical leave; however, they have the same academic freedom and responsibilities in the management of courses as their Tenure-Line Faculty colleagues.

Visiting Faculty appointments are renewable only to the expiration date of the position approval and in no case are renewable as a Visiting Faculty appointment beyond the individual’s seventh year of full-time faculty service at the University. Renewal of appointment is preceded by an evaluation by the Faculty Personnel Committee and Provost.

The visiting designation is used with one of the four academic ranks reserved for Tenure-Line Faculty (Visiting Instructor, Visiting Assistant Professor, Visiting Associate Professor, or Visiting Professor) in accordance with qualifications and ranks earned through review at a comparable four-year college or university.

Continuation of Visiting Faculty

Seen in light of the University’s general responsibility to hire and retain the best Faculty available, the following policy shall apply:

If a person appointed to a Visiting Faculty position wishes to be appointed to a vacant regular tenure-track position, the individual must apply as a candidate and compete in a national search for the best-qualified person to fill the position. This policy will apply when the vacant position is the result of “converting” the Visiting Faculty position presently occupied by the individual into a regular tenure-track position, as well as when it is a new tenure-track position or one created by retirement, resignation, or dismissal for adequate cause.

The Provost, in consultation with the Faculty Personnel Committee and the department concerned, may in special cases approve exceptions to the above policy such that a Visiting Faculty member simply may be appointed to the tenure-track position without competing in a search. Such exceptions will be considered only after the tenure-track vacancy has been approved and will require convincing evidence that the individual meets or exceeds the criteria for the position and has the support of the department, Faculty Personnel Committee, and Provost. The thoroughness of the search that resulted in hiring the individual, including its adequacy in reaching an inclusive candidate pool, also will be a consideration.

This policy will not necessarily apply when a Visiting Faculty position is reestablished as a “new” Visiting Faculty position. In such cases, the occupant of the position may, by simple renewal of appointment, be appointed.

If the Visiting Faculty position is “converted” to a tenure-track position, the Provost, in consultation with the Faculty Personnel Committee, may award time in rank credit toward fulfillment of the tenure probationary period. The amount of credit awarded will be stated in the faculty member’s initial tenure-track contract.

Rationale: Some faculty members are appointed to Visiting Faculty positions that are scheduled to terminate at a definite time. It is reasonable to assume that such an appointment, being by definition temporary, is less desirable from the faculty member’s point of view than is a regular appointment. It follows that on average, the pool of applicants will be smaller for such positions and that some potential candidates who are of such quality as to be able to secure regular positions elsewhere will not be in the pool.

3.2.2 Part-Time Faculty3

A part-time faculty member is a person who, in the judgment of the Provost, carries less than a normal faculty teaching load and whose total faculty responsibilities are partial rather than full. Part-time faculty are appointed to the rank of Part-Time Instructor, Part-Time Lecturer, or Part-Time Senior Lecturer and must meet the minimum faculty qualifications as defined in Section 3.4.5 of this Handbook.

Part-time appointments are subject to the approval of the department and the Provost. Before any part-time faculty may be appointed to teach, the department(s) seeking faculty for part-time teaching must have submitted a request to the Provost and received approval.

Part-time faculty members are not tenurable. When eligibility requirements are met, they may be promoted to the ranks of Part-Time Lecturer and Part-Time Senior Lecturer as specified in Section 4.3 . All initial part-time appointments are made to Part-Time Instructorships. See Chapter Four  of this Handbook for additional information regarding the terms, rights, and responsibilities applicable to part-time faculty. Benefit eligibility is determined by Human Resource policy.

Appointment to a part-time position does not confer membership in the Faculty as defined in the Faculty Bylaws. Accordingly, part-time faculty are not voting members of the Faculty. They are, however, invited to attend the Faculty meetings, with voice, but not vote. In addition, part-time faculty do not participate in the Faculty or University standing committee structure.

Part-Time Instructor

The title of Part-Time Instructor is accorded to a person who teaches courses limited to a specific area of expertise.

Part-Time Lecturer

The title of Part-Time Lecturer is accorded to a person who has served effectively as a Part-Time Instructor at the University for a period of six years and completed a minimum of 12 regular full units of teaching.

Part-Time Senior Lecturer

The title of Part-Time Senior Lecturer is accorded to a person who has served effectively as a Part-Time Lecturer at the University for a period of six years and completed a minimum of 12 regular full units of teaching since their last promotion.

3.2.3 Administrators with Faculty Status

Pursuant to Article I, Section 1  of the Faculty Bylaws, the following administrators are members of the Faculty:

  1. President
  2. Provost
  3. Vice Presidents

The above individuals are considered administrators for employment purposes under terms and conditions of employment as stated in the University’s staff personnel policies. However, they have the privilege of voting at meetings of the Faculty in accordance with Article I, Section 1  of the Faculty Bylaws.

3.2.4 Librarians

University librarians (i.e., staff members doing work that requires professional education in the theoretical and scientific aspects of librarianship, archives, or information studies) and other professional librarian staff (i.e., staff performing professional-level tasks who, though not librarians, have equivalent education and training in related fields (e.g., computer sciences, business  ) at the University who are assigned formal teaching responsibilities are afforded voting privileges at Faculty meetings and are eligible for election to Faculty standing committees. In addition, these individuals may use the appropriate appeal process in the Faculty Handbook for cases involving alleged violations of their academic freedom. See the Policy Statement on Appointment of Librarians in the Appendix .

For activities outside of teaching responsibilities, University librarians and other professional librarian staff, as members of the University’s professional staff, are guided by employment policies applicable to staff as set forth in the Employee Manual.

3.2.5 Faculty-in-Residence

The title of Faculty-in-Residence is accorded to individuals appointed on a temporary, term contract basis to teach courses within an area of special expertise or training. This designation is reserved for individuals whose research, publication, or other accomplishments are recognized as authoritative in such areas as the arts, industry, politics, or other domains outside the academic profession. Examples of Faculty-in-Residence include, but are not limited to, Scholar-in-Residence (e.g., Fulbright Scholar-in-Residence), Writer-in-Residence, Artist-in-Residence, and Post-Doctoral Scholars.

Selection, Appointment, and Review

Departments may make application on behalf of the person they wish to recruit. The application is to include the regular Ohio Wesleyan University application form, a vita, and a supporting document from the department. The application is to be presented for approval to the Provost and to the Faculty Personnel Committee. All Faculty-in-Residence shall be reviewed by the Faculty Personnel Committee every three years.

Compensation

Faculty-in-Residence may serve with or without remuneration on a full- or part-time basis.

Privileges

Faculty-in-Residence are listed in the University catalog and directory, are placed on faculty mailing lists, and are admitted to general University activities during their period of appointment. They may attend faculty and committee meetings by invitation, with voice, but not vote.

3.2.6 Honorific Faculty

3.2.6.1 Professor Emeriti

Professor Emeriti status is awarded by the Board of Trustees to those who retire from the University in good standing and have completed at least 10 academic years of ranked faculty service to Ohio Wesleyan at the rank of Associate Professor or Professor. In exceptional circumstances, documented by the appropriate Department Chair and the Provost, candidates who do not meet these qualifications may be nominated by the President to the Board of Trustees.

Professor Emeriti faculty are not considered employees of the University and, therefore, are not entitled to employee benefits. As members of the broader University community, Professor Emeriti faculty are welcome to advise the community in all University assemblies, colloquia, and other academic events. However, they are not afforded voting privileges in faculty governance.

Professor Emeriti faculty are entitled to the following recognitions and privileges:

  1. Email: Emeriti faculty may request to keep using their OWU email account. This is not done automatically; the retired faculty member must request it. Requests are subject to the approval of the Provost and the Department Chair. See the University’s Account Removal Policy for details.
  2. Teaching: Emeriti faculty retain eligibility to teach during the academic year as part-time emeriti instructors subject to approval of the department and the Provost at a rate of 1.5 times the then-current amount paid to part-time instructors. No retirement benefits will be offered on amounts paid for part-time teaching.
  3. Summer Session: Emeriti faculty may teach summer courses as selected through the normal course approval process and subject to summer session policies.
  4. Library Benefits: Emeriti faculty will have full access (on campus and off campus) to all Library resources and services, including consortia borrowing and interlibrary loan, with patron status equivalent to actively employed teaching faculty at Ohio Wesleyan University. Access is intended for academic purposes only. Emeriti faculty requiring use of library printers/copiers for scholarship-related work should reach out to Information Services to make the necessary arrangement prior to use.
  5. Computer: University-owned technologies must be returned to Information Services upon retirement or conclusion of teaching assignment.
  6. Information Technology Support: Technology support will be provided by Information Services when emeriti faculty are teaching courses for Ohio Wesleyan University. When not teaching courses, Information Services will provide referrals to local technology support companies to provide assistance with technology needs.
  7. Recreational Facilities: Emeriti faculty will retain the right to use the Ohio Wesleyan University athletic, exercise, and recreational facilities at no charge to them or their partner for the remainder of their lives.
  8. Parking: Emeriti faculty will be eligible for parking privileges equal to the highest status for active faculty and employees at the current rates for full-time faculty.
  9. Catalog Listing: Emeriti faculty will be included in the Catalog in listings that collectively list the Faculty.
  10. Departmental Website: Emeriti faculty will be included in listings on the departmental faculty and staff web page among retired faculty.
  11. Academic Event Participation: Emeriti faculty will have the right to participate in formal and informal academic events and other University-wide events and social functions with other faculty colleagues.
  12. Office Space: Emeriti faculty members may be assigned office space as available and as needed; priority will be given to active members of the faculty and staff.

 

Revocation of Status

Once awarded, Professor Emeriti status continues in perpetuity unless the recipient either requests to have status rescinded or violates the intent and spirit of emeriti status by engaging in serious dishonorable conduct in violation of law, rule, or policy and/or causes harm to the University’s reputation.

To revoke Professor Emeriti status without the consent of the individual, a petition must be made by a member of the University community to the President, and subsequently to the Board of Trustees, which has the final authority to revoke the individual’s Professor Emeriti status. Actions or conduct protected by academic freedom and unlawful discrimination shall not be used to revoke such status.

3.2.6.2 Endowed or Named Chairs

The University reserves the right to make faculty appointments that carry the additional title of endowed or named chair. The holder of an endowed or named chair must satisfy the conditions associated with the chair.

Appointments to endowed chairs are made by the President, with the advice of the Provost. The Provost, in arriving at a recommendation, may consult with the Faculty Personnel Committee.

The term of the appointment to an endowed or named chair will be specified in the chair holder’s letter of initial appointment to the chair and expire at the conclusion of the specified term.

A tenure-track or tenured faculty member currently employed by the University retains rank and tenure (if applicable) upon appointment to the chaired position. An endowed or named chair is relinquished either at the expiration of the term of appointment or the faculty member leaves the employ of the University due to retirement, resignation, dismissal for adequate cause, or termination.

 

3.3 Faculty Contracts

3.3.1 Types of Faculty Contracts

The following types of contracts are issued to individuals granted faculty status at Ohio Wesleyan University:

3.3.1.1 Tenure-Track Contracts, Regular Appointments

Tenure-Line faculty members eligible for tenure receive tenure-track contracts and hold regular appointments until they either receive tenure or separate from the University.

A tenure-track appointment normally is renewable for up to a total of six years. A tenure-track faculty member’s time to the tenure decision will be stated in the initial letter of appointment.

Faculty members holding tenure-track contracts undergo reappointment review as specified in Section 3.9.3. A faculty member undergoing an unsuccessful tenure review will receive notice and a terminal contract for the following academic year.

3.3.1.2 Tenured Contracts

Tenure contracts are awarded to full-time tenure-track faculty who have received a positive evaluation for tenure pursuant to Section 3.9.4 and have been granted tenure upon the affirmative vote of the Board of Trustees.

3.3.1.3 Full-Time Term Contracts

Full-time term contracts are offered to faculty members holding temporary Visiting Faculty appointments and are limited to the term of employment outlined in the contract. Term appointments do not confer upon the faculty member an expectation of tenure or a right of continuing employment beyond the expiration date of the position approval.

A term contract also may be issued to a faculty member holding a tenure-track position when the appointee serves as a leave replacement or when time has not permitted a full search to be conducted or the search has not yielded a suitable regular appointee. In latter kinds of cases, a new search will be conducted the next year, in which search the temporary appointee may compete.

3.3.1.4 Part-Time Contracts

Part-time contracts are issued to part-time faculty for a designated semester or course and automatically expire at the end of that period. Reemployment of the faculty member after expiration of the contract is solely within the discretion of the University (see Chapter Four, Section 4.3.5 ).

3.3.1.5 Terminal Contracts

A terminal contract is a final annual term contract issued to a tenure-track faculty member following notice of nonrenewal of appointment or denial of tenure.

3.3.2 Annual Contract Period

The period of employment under a full-time faculty contract shall be for the 12-month period beginning one week prior to the first day of classes, fall semester, during which the individual shall receive salary, access to the University’s benefit program, and the other perquisites of a faculty appointment. The salary and benefits in this contract will cover the duties associated with the position performed during the portion of the employment period that precedes Commencement and is known as the “academic year.” Faculty may pursue employment activities outside of the academic year unless such activities interfere with the faithful discharge of such person’s duties to the University or otherwise involve a conflict of interest.

Faculty performing noncontractual duties on behalf of the University outside the academic year, such as summer teaching, will receive separate subsidiary contracts. Such contracts will not include benefit eligibility unless such benefits are funded by outside sources.

3.3.3 Contract Terms and Issuance of Contracts

The precise terms and conditions as to kind of appointment, department, rank, start and end dates of the appointment, number of years remaining in probationary period in case of regular nontenured appointment, salary, applicable University benefits, and any other special conditions or expectations associated with the appointment shall be stated in writing and be in possession of both the University and the appointee before a faculty appointment to instruct classes at the University is consummated.

Faculty contracts for the ensuing academic year are normally issued by Academic Affairs on or before March 15. Contracts must be signed and returned to Academic Affairs within 30 days of issuance unless the Provost (or the Provost’s designee) approves a request for extension. Failure to return contracts in the time provided by this policy results in nullification of the contract only under the condition that the faculty member has been notified of the nonreceipt of the contract by Academic Affairs.

3.3.4 Area of Appointment

Every member of the faculty is appointed to a primary academic department in the letter of initial appointment. If a faculty member has responsibilities in more than one department, the Provost, in consultation with the faculty member, will assign the faculty member a primary department in accordance with Section 3.3.5.

3.3.5 Joint Appointments

When a faculty member’s appointment responsibilities require a significant portion of teaching and professional activity responsibilities be devoted either to multiple departments in fields in which the University currently offers a major or minor or to a department and a program, the faculty member may receive a joint appointment to a department and a specified program or to two departments. A joint appointment may be established at any stage of faculty employment. In order to be appointed to multiple departments, the faculty member must be qualified to teach in each of the disciplines, as per the standards of the Higher Learning Commission (see Section 3.4.5).

In making a joint appointment, a primary and secondary department or program will be clearly designated by the Provost in the faculty member’s appointment contract. The primary department will serve as the faculty member’s administrative home, which will take the lead responsibility on personnel issues, central human resources reporting, appointment, promotions, tenure, merit increase evaluations, etc. Often, but not always, the administrative home will be the department or program with the higher teaching load appointment fraction.

The nature of a joint appointment varies and the assignment of duties in the secondary department or program will differ by department/program and candidate. The details of the assignment of duties, the allocation of salary, departmental governance rights, and provision for office and laboratory space as applicable to both the primary and secondary departments/program will be communicated in a signed written memorandum of understanding signed by the two Department Chairs/Program Directors, the faculty member, and the Provost. Additionally, negotiated changes to those details will be evidenced in a signed memorandum of understanding.

The Department Chair/Program Director of the secondary department/program must provide input for every evaluation for a jointly appointed faculty member. In the case of promotion or tenure review, the secondary Department Chair/Program Director must provide a written evaluation describing the nature and extent of the candidate’s involvement in, and contribution to, the secondary department/program. In the faculty member’s tenure application, it is important to document how the candidate’s time is being spent, and contributions to each department/program need to be clearly documented.

It is recognized that new opportunities, changes in faculty interest, faculty performance, or other issues with the joint appointment may require review, renegotiation, or discontinuation of the original joint appointment. If possible, a faculty member with a joint appointment will have the option of retreating to a full appointment in the primary department. If retreat is not a possibility, the Provost is responsible for ensuring that the faculty member is made fully aware of the existing options. Further, a short-term plan must be put in place to ensure a smooth transition with minimum disruption to the initiatives, projects, and teaching that were the responsibility of the faculty member with the joint appointment.

 

3.4 Faculty Recruitment, Initial Appointment, and Placement in Rank

Ohio Wesleyan University seeks to recruit and appoint candidates who:

  1. Demonstrate a willingness to commit to and support the University’s mission, aims, and values.
  2. Meet the qualifications specified in the position description.
  3. Are committed to diversity, equity, and inclusion and value teaching students from all backgrounds (e.g., first-generation students, students from low-income families, students of color, LGBT students, students with disabilities).
  4. Have potential for excellence in teaching, scholarship or creative work, and service to the University, and to support the OWU Connection and other signature programs.

3.4.1 Position Authorization

Before any search may begin, the position must be authorized by the President in accordance with the Initial Authorization of Positions Policy (see Section 5.2.1 ).

3.4.2 Search Procedures

When the President authorizes a search for a new full-time faculty member, the procedures published in the Faculty Search Guide shall be employed. The Faculty Search Guide is available on the Academic Affairs website.

3.4.3 Rank and Salary of Initial Appointment

Initial appointment to the full-time faculty of Ohio Wesleyan shall be at a rank and salary commensurate with the individual’s training in terms of degree or equivalents and the extent of experience in terms of the number of years of successful higher education teaching or its equivalent. The University normally does not make initial appointments at the rank of Associate Professor or Professor. When circumstances make such an appointment desirable, the Provost will seek the advice both of the department affected and the Faculty Personnel Committee prior to making the appointment.

In exceptional cases, the University reserves the right to grant tenure to an incoming member of the faculty at the time of initial appointment. This departure from the usual practice is justified only on the basis of extensive prior experience – including a successful tenure review at a comparable four-year college or university that is accredited by an institutional accreditor or an international educational institution of recognized standing – and in consideration of the position to which the person is being appointed (e.g., an endowed chair or other comparable senior position). See Section 3.9.4.8.

Salary at the time of a faculty member’s initial appointment shall be within the salary range approved by the Board of Trustees for the candidate’s academic rank and discipline (see Section 3.12.1.3), as determined as a result of negotiation between the individual candidate and Provost. Such factors as education, training, experience, impact, and equity will be considered in determining the faculty member’s appropriate salary level.

3.4.3.1 Faculty Start-up Funds

The Provost can grant startup funds at the time a new tenure-track faculty member is hired. Startup funds are tailored to the particular needs of the new hire and will vary from person to person. These funds are intended to support the scholarly/creative and pedagogic development of the faculty member. Academic Affairs will maintain a startup funds policy on the Academic Affairs website and report on total awards on a regular basis to the faculty.

3.4.4 Prior Service Credit

After receiving and considering recommendations from the search committee, the Provost may award credit toward fulfillment of tenure for faculty appointed to tenure-track positions. The decision to grant prior service credit shall take into account the relevancy of the prior service to the University’s needs, the type of institution(s) at which service was provided, and the nature of the position being filled by the faculty member. Evidence as to the quality of the prior service shall be entered into the individual’s permanent personnel file.

The University normally does not award more than two years of prior service credit from other institutions; exceptions to this maximum may be approved by the Provost after receiving and considering a recommendation from the Faculty Personnel Committee and the department affected. The amount of credit awarded will be stated in the faculty member’s initial contract of employment. Moreover, as set forth in Section 3.9.4.8, the University may, in exceptional cases, grant tenure at the time of initial appointment.

3.4.5 Faculty Qualifications

The University adheres to Higher Learning Commission (“HLC”) Assumed Practice B.2 requirements for faculty qualifications. At Ohio Wesleyan, faculty qualifications, regardless of appointment classification, are determined primarily by educational credentials, although exceptions to graduate work can be made for persons the University determines to have additional certifications and/or significant work experience.

Qualifications Based on Academic Credentials

When determining acceptable academic credentials for its faculty, the University will require the following as evidence of acceptable academic qualifications:

Tenure-Track and Visiting faculty members are expected to have earned the highest degree appropriate for their discipline (typically a Ph.D., though in some fields a terminal master’s degree is appropriate). Tenure-track and Visiting faculty who have not completed all of the requirements for the culminating degree in the discipline may be hired at the Instructor rank, but are expected to complete their degree within the first year of their employment. When the appropriate highest degree in the faculty member’s field (normally the Ph.D.) has been completed, the faculty member’s rank will be advanced immediately to Assistant Professor or Visiting Assistant Professor as applicable.

Faculty-in-Residence and part-time faculty members normally will be expected to have earned at least a master’s degree in the discipline that they will be teaching, or a master’s in another related discipline, with at least 18 semester hours of graduate work in the discipline that they will be teaching.

Note: Faculty-in-residence or part-time faculty who are teaching laboratory sections or other class meetings (similar to recitations) but who are not the primary instructor for the course may supervise student learning but not design the learning experiences. In these circumstances, the instructor may have less than 18 semester hours of graduate work in the discipline, as they would be functioning as graduate assistants do at research institutions. Such instructors will be supervised and mentored by full-time tenure-track or tenured faculty.

Qualifications Based on Tested Experience

The Higher Learning Commission recognizes that “tested experience” may substitute for an earned credential or portions thereof. Therefore, exceptions to the specified graduate work above can be made for persons the University determines have additional certifications and/or significant work experience equivalent to the degree it otherwise would require for the faculty position. Such experience must include a breadth and depth of experience outside of the classroom in real-world situations relevant to the discipline in which the faculty member will be teaching.

Candidates whose eligibility is based on a combination of credentials and tested experience must hold at least the lesser degree (i.e., a degree one level lower than those indicated above) and appropriate experience. In these cases, Department Chairs, after consultation with department faculty who teach related courses, must submit a written request to the Provost explaining how the individual meets qualification requirements. The Provost will approve or deny assigning the course(s) to the proposed faculty member.

The following guidelines may be used in the approval process:

  1. Professional experience: A minimum of five years of professional experience as evidenced by job title, or a minimum of three years of supervisory experience over professionals in the field.
  2. Professional accomplishment: Additional evidence of exemplary work and accomplishment as a practitioner.
  3. Clinical and student teaching credentials: Appropriate licensure, registration, and/or certification for the discipline and nature of the assignment.
  4. Third-party credential: High-level industry certification, such as the CPA, resulting from rigorous training and at least five years of experience working in the field.
  5. Artistic talent: Validation of expertise, ability, and talent through publications or wide and public acclaim.
  6. Proficiency in a foreign language: Demonstration of qualifications as native or superior proficiency in a foreign language (for lower-level courses only).
  7. Pedagogical training: Evidence of training specifically related to the course or discipline.

Documentation

Any appointment offer is contingent upon verification of the candidate’s required academic credentials or tested experience. The candidate is responsible for having the official transcript(s) confirming the highest degree sent directly from the institution to Academic Affairs. The candidate also may be required to verify other licensures or certifications as applicable.

Documentation received in response to such a request will be placed in the faculty member’s personnel file. With the exception of foreign academic credentials, only course work and degrees granted by an accredited college or university will be accepted for credentialing purposes. In the event the institution ceases to exist and there are no records or method of verification, references to support academic course work must be provided by the candidate.

In those instances where a candidate holds a degree and/or graduate credit hours from an institution in another country that is not accredited by a regional accrediting agency, it will be necessary for the individual to obtain an independent evaluation of the teaching credentials. The evaluation must be completed by an evaluation service acceptable to the University. Costs, if any, associated with this service will be the responsibility of the candidate.

3.4.6 Appointment of Foreign Nationals

The appointment of a foreign national to a faculty position at Ohio Wesleyan University is contingent upon the appointee’s continuing ability to comply with verification requirements of the Immigration Reform and Control Act of 1986. Loss of appropriate authorization to work in the United States may result in automatic termination of the faculty appointment, regardless of the kind of position or appointment.

 

3.5 Faculty Rights and Standards of Professional Conduct

This section sets forth or includes by reference those policies adopted or endorsed by the University that speak to issues of standards of professional conduct for all members of the faculty and safeguard their attendant rights. No set of policies, however, can take the place of the professional integrity of faculty members as members of the professoriate, participants in disciplinary communities, and University citizens. Therefore, in addition to being familiar with and observing the policies set forth below, faculty members are expected to conduct themselves according to the prevailing professional and ethical standards of the teaching profession as a whole and their respective academic disciplines.

3.5.1 Academic Freedom and Free Expression

The founding charter of Ohio Wesleyan provides that “the University is forever to be conducted on the most liberal principles, accessible to all religious denominations, and designed for the benefit of our citizens in general.” For more than 180 years, Ohio Wesleyan has sought to educate students and enrich society by disseminating knowledge from a wide variety of sources and perspectives. “In the spirit of this heritage,” declares the Statement of Aims, “the University defines itself as a community of teachers and students devoted to the free pursuit of truth.”

Ohio Wesleyan has made considerable progress in pursuit of these ideals. In 1951, President Arthur Flemming ‘27 allowed the Socialist leader Norman Thomas to address students on campus, 14 years after he was denied permission. In 1963, Ohio Wesleyan resisted opposition from residents of Delaware and extended an invitation to a Communist. “A university by definition and tradition must be a place of free inquiry whether in the classroom, laboratory, or on the speaker’s platform,” asserted President Elden Smith ‘32. During the Vietnam era, speakers for and against the war, including Lt. General Lewis Hershey, director of the Selective Service System, visited Ohio Wesleyan and were able to voice their opinions even as some students picketed and protested peacefully.

The actions of Flemming and Smith reflect the spirit and promise of Ohio Wesleyan, which strongly supports academic freedom and free expression because they are essential to the University’s goals of imparting and developing knowledge in various forms and enhancing capabilities such as critical thinking within the context of values and service. As the Statement of Aims affirms, “A liberal education seeks to develop in students understanding of themselves, appreciation of others, and willingness to meet the responsibilities of citizenship in a free society.”

Free expression is the right of all members of Ohio Wesleyan to exercise the broadest possible latitude to speak, write, listen, learn, and challenge, whether it is a scholarly argument, political position, personal opinion, or University policy. Academic freedom relates to political, historical, cultural, social, religious, artistic, and scientific inquiry in all educational activities, including research, publication, and presentation. Free expression also applies in personal communication and all educational venues, including but not limited to the classroom, laboratory, studio, podium, stage, museum, and library.

Academic freedom and free expression pertain to ideas that many or most members of Ohio Wesleyan may consider mistaken, dangerous, and even despicable. Certain opinions may cause emotional distress and have an inequitable impact on different groups or individuals. Yet it is not the proper role of the University to shield them from views they find unwelcome, disagreeable, or offensive. Ohio Wesleyan values the rights, perspectives, and voices of all members of the University community. Faculty, students, administrators, and staff also share the collective responsibility for maintaining a climate of mutual respect and civility. Nevertheless, concerns about mutual respect and civility should never be used as a justification for limiting or suppressing discussion of ideas, however unwelcome, disagreeable, or offensive those ideas may be to some individuals.

Academic freedom does not, of course, mean that members of the University may say whatever they wish, whenever or wherever they wish. Ohio Wesleyan may restrict expression that violates the law, defames specific individuals, constitutes a genuine threat or harassment, or unjustifiably invades substantial privacy or confidentiality interests. In addition, the University may reasonably regulate the time, place, and manner of expression to ensure that it does not disrupt ordinary activities. These limitations, however, are narrow exceptions; it is critically important that these exceptions never be used in a manner that is inconsistent with the University’s commitment to a free expression of ideas.

The entire Ohio Wesleyan community also must act in accordance with the fundamental principle of free expression. Although members may criticize and protest the views expressed by faculty, administrators, students, or speakers invited to campus, they may not obstruct or otherwise interfere with the freedom of others to present ideas that they reject or even loathe. The University has a responsibility to promote debate and deliberation of contentious issues – and to protect that freedom if some individuals seek to prevent it.

The Transcript, the student newspaper, endorsed the University’s decision to allow a controversial speaker on campus in 1951. “Ohio Wesleyan has confidence in the ability of her students to weigh all facts presented to them, to discuss and compare these facts, and to arrive at conclusions by the process of investigation and selection,” stated an editorial, which added that other universities had erred in limiting free speech. “Are the educators of today going to revert to intellectual isolationism by presenting only one side of questions, or are they going to meet the challenge with the faith and courage necessary to listen to and present to the students the widest available variety of opinions on these controversial questions?”

Ohio Wesleyan faces a similar challenge now. “Educational institutions have an obligation to the students of our country to provide them with a background which will enable them to make decisions on their own in later life,” concluded The Transcript. “No one is going to shelter them when they leave college. … There is no screening of speakers for mature adults in a democracy.” More than six decades later, academic freedom and free expression remain vital for the University and society because the students of today are the citizens of tomorrow.

Portions of this statement come from the Report of the Committee on Freedom of Expression at the University of Chicago.

 3.5.2 Professional Ethics

All members of the faculty are expected to conduct themselves in accordance with the Statement on Professional Ethics formulated by the American Association of University Professors:

“Professors, guided by a deep conviction of the worth and dignity of the advancement of knowledge, recognize the special responsibilities placed upon them. Their primary responsibility to their subject is to seek and to state the truth as they see it. To this end professors devote their energies to developing and improving their scholarly competence. They accept the obligation to exercise critical self-discipline and judgment in using, extending, and transmitting knowledge. They practice intellectual honesty. Although professors may follow subsidiary interests, these interests must never seriously hamper or compromise their freedom of inquiry.

“As teachers, professors encourage the free pursuit of learning in their students. They hold before them the best scholarly and ethical standards of their discipline. Professors demonstrate respect for students as individuals and adhere to their proper roles as intellectual guides and counselors. Professors make every reasonable effort to foster honest academic conduct and to ensure that their evaluations of students reflect each student’s true merit. They respect the confidential nature of the relationship between professor and student. They avoid any exploitation, harassment, or discriminatory treatment of students. They acknowledge significant academic or scholarly assistance for them. They protect their academic freedom.

“As colleagues, professors have obligations that derive from common membership in the community of scholars. Professors do not discriminate against or harass colleagues. They respect and defend the free inquiry of associates. In the exchange of criticism and ideas professors show due respect for the opinions of others. Professors acknowledge academic debt and strive to be objective in their professional judgment of colleagues. Professors accept their share of faculty responsibilities for the governance of their institution.

“As members of an academic institution, professors seek above all to be effective teachers and scholars. Although professors observe the stated regulations of the institution, provided the regulations do not contravene academic freedom, they maintain their right to criticize and seek revision. Professors give due regard to their paramount responsibilities within their institution in determining the amount and character of work done outside it. When considering the interruption or termination of their service, professors recognize the effect of their decision upon the program of the institution and give due notice of their intentions.

“As members of their community, professors have the rights and obligations of other citizens. Professors measure the urgency of these obligations in the light of their responsibilities to their subject, to their students, to their profession, and to their institution. When they speak or act as private persons they avoid creating the impression that they speak or act for their college or university. As citizens engaged in a profession that depends upon freedom for its health and integrity, professors have a particular obligation to promote conditions of free inquiry and to further public understanding of academic freedom.”

3.5.3 Statement on Plagiarism

The University affirms and supports the following precepts regarding plagiarism as set forth by the AAUP and stated below:

“Every faculty member should be guided by the following:

  1. In the faculty member’s own work, the faculty member must scrupulously acknowledge every intellectual debt for ideas, methods, and expressions – by means appropriate to the form of communication.
  2. Any discovery of suspected plagiarism should be brought at once to the attention of the affected parties and, as appropriate, to the profession at large through proper and effective channels – typically through reviews in or communications to relevant scholarly journals.
  3. Faculty members should work to ensure that their universities and professional societies adopt clear guidelines respecting plagiarism, appropriate to the disciplines involved, and should insist that regular procedures be in place to deal with violations of those guidelines. The gravity of a charge of plagiarism, by whomever it is made, must not diminish the diligence exercised in determining whether the accusation is valid. In all cases, the most scrupulous procedural fairness must be observed, and penalties must be appropriate to the degree of offense.
  4. Scholars must make clear the respective contributions of colleagues on a collaborative project, and professors who have the guidance of students as their responsibility must exercise the greatest care not to appropriate a student’s ideas, research, or presentation to the faculty member’s benefit; to do so is to abuse power and trust.
  5. Guiding undergraduate students comes with a special obligation to acquaint students new to the world of higher education with its standards and the means of ensuring intellectual honesty.”

Note: Paragraph 5 of the AAUP text has been edited to remove references to graduate students.

3.5.4 Observance of University Mission and Policies

Such policies and procedures include, but not are not limited to, those published in this Faculty Handbook, the Employee Manual, the University Catalog, and on the University’s website. Although faculty observe the stated policies of the University, they maintain their right to criticize and seek revision in accordance with University shared governance practices.

3.5.5 Confidentiality

In their various roles (e.g., as teachers, academic advisors, members of governance committees, members of search committees, chairs of departments, etc.), faculty members are expected to exercise professional judgment in honoring the confidentiality of information shared and used in carrying out their duties and to comply with the various University policies addressing such issues (i.e., Confidentiality Policy, FERPA Policy, etc.) as well as laws concerning confidentiality (i.e., FERPA, Ohio’s Uniform Trade Secrets Act, etc.). The purpose of maintaining confidentiality is to preserve the rights of individuals to privacy with regard to information concerning them; this commitment to confidentiality is not intended to conceal violations of procedure or professional misconduct.

3.5.6 Conflict of Interest – Faculty-Specific Activities

Members of the faculty must be sensitive to situations involving a conflict of interest on their part and comply with the University’s Conflict of Interest Policy (see the University Staff Handbook). In addition, faculty who are responsible for the design, conduct, or reporting of research under the terms of a federal research grant or contract are required to disclose to the Provost significant financial interests (and those of their spouse and dependent children) that might reasonably appear to be affected by such research. Further, faculty should be aware of the following non-exhaustive examples of faculty-specific activities that may give rise to an actual or apparent conflict of interest:

  1. Grading, supervising, and/or participating in decisions affecting a student who is an immediate family member, spouse, partner, member of the faculty member’s household, relative, former relative, or an individual with whom they have or have had a consensual romantic or sexual relationship.
  2. Participating in or attempting to influence employment decisions or actions involving an immediate family member, spouse, partner, member of the faculty member’s household, relative, former relative, or an individual with whom they have or have had a consensual romantic or sexual relationship.
  3. Casting a vote in committee deliberations regarding proposals or actions that lead to a direct personal benefit to the faculty member.
  4. Accepting remuneration for consulting services or conducting clinics while representing the University in an official capacity.
  5. Requiring students in a current class or over whom the faculty member has a current hierarchical relationship to perform personal services (e.g., babysitting, shopping, pet care, house sitting, etc.). Faculty are cautioned that relationships in which a differential of power exists between parties increase the risk of exploitation, favoritism, bias, and conflict of interest.
  6. Using University resources, including but not limited to facilities, staff, students, or equipment, except in a purely incidental manner, in private consulting activities, or for any purposes that are unrelated to the mission of the University. Faculty may not use confidential University information in any way beyond the scope of their institutional duties without the consent of the University officer responsible for that information.
  7. Using University resources when conducting partisan political activities not related to bona fide academic research. Faculty, however, may take part in partisan political activities freely on their own time, but they must not do so in the course of their regular responsibilities for the University. When endorsing or opposing a candidate for political office or taking a position on an issue for the purpose of assisting or opposing a candidate or issue, faculty may not give the appearance that they are representing or acting on behalf of the University.
  8. Purchasing major equipment, instruments, or supplies for University teaching or research from a private firm with which the faculty member is affiliated or receives personal benefits or rewards.

Whenever a member of the faculty is in doubt about whether a conflict of interest exists, the faculty member must provide written notification of the circumstances to the Provost.

3.5.7 Outside Activities

No member of the teaching staff or other employed officer of the University shall engage in any full- or part-time occupation or office that shall interfere with the faithful discharge of their duties to the University. All outside employment for compensation other than addresses and casual consultation shall be reported to and approved by the Provost of the University before acceptance.

3.5.8 Faculty-Student Relationships

Relationships between faculty members and students that are romantic and/or sexual in nature are prohibited. These relationships are inappropriate because of the inherent power inequity between faculty and students, and they also violate the University’s community standards for creating a positive and equitable learning environment for all students. The University recognizes, however, that consensual relationships may exist that may be reasonably exempt from this prohibition (e.g., a relationship that predates the student’s enrollment at the University). In these cases, the faculty member must disclose the relationship promptly to the Provost and decline if called upon to teach, advise, supervise, or evaluate the particular student.

Allegations of a violation of the policy will be investigated and resolved pursuant to the University’s Title IX and Sexual Harassment Policy.

3.5.9 Sexual and Other Unlawful Discrimination or Harassment

Ohio Wesleyan University does not discriminate against any person in employment or educational opportunities because of race, color, religion, age, ethnicity, national origin, national ancestry, sex, pregnancy, gender, gender identity or expression, sexual orientation, military service or veteran status, mental or physical disability, or genetic information, or any other bases under the law.

Inquiries concerning the application of University policies addressing unlawful discrimination or harassment or federal and state laws and regulations should be made to the Office of Human Resources or the University’s Title IX Officers.

The Faculty Handbook incorporates by reference the University’s policies addressing unlawful discrimination or harassment, including but limited to the Title IX and Sexual Harassment Policy and Non-Title IX, Sexual Misconduct Policy. Allegations of a violation of these policies will be investigated, resolved, and, if applicable, disciplined pursuant to them.

 

3.6 Contractual Obligations and Duties of a Faculty Member

This section describes the contractual obligations and duties associated with a full-time faculty appointment at Ohio Wesleyan University.

3.6.1 Teaching

Ohio Wesleyan University has as its preeminent purpose to be a quality institution for teaching and learning. Equipping students with knowledge, competence, and character for leadership, service, and continued learning in a complex and increasingly global society through effective teaching, therefore, is the primary duty and responsibility assigned to members of the full-time faculty. Academic advising forms a secondary part of each faculty member’s teaching responsibility.

Teaching and academic advising responsibilities are performed in accordance with academic policies and procedures established by the University, as well as any supplemental policies and procedures promulgated by the faculty member’s department. Such activities are evaluated pursuant to criteria set forth in Section 3.9.1.1.

3.6.1.1 Standard Full-Time Teaching Load

Teaching during the academic fall and spring semesters is a substantial portion of a faculty member’s overall workload. Ohio Wesleyan University has created these policies to ensure an equitable distribution of teaching load across faculty within a given department and among different departments. This ensures that faculty do not regularly have unduly high or low teaching loads. High teaching loads can impair faculty effectiveness and their ability to contribute in other areas. Low teaching loads deprive the University of skilled services that could be used to support students and force other faculty to carry a higher teaching load to compensate.

Equity of Teaching Load

Ohio Wesleyan University believes that teaching responsibilities should be distributed equitably across all faculty. In evaluating equity of teaching load, the University will consider such factors as number of courses assigned, total enrolled students, number of contact hours, number of distinct course preparations, pedagogical demands, and scheduled course times. Such factors are considered for the individual faculty member in comparison to colleagues within the faculty member’s department and the norm across all departments at the University.

Standard Teaching Load

The standard workload for Tenure-Line faculty includes a standard teaching load, as well as advising, scholarship or creative work, and service responsibilities. The standard workload for full-time Visiting faculty includes a standard teaching load, as well as any other responsibilities (i.e., scholarly or creative work and/or service) as delineated in the individual appointment contract. The standard teaching load for both Tenure-Line and full-time Visiting faculty shall be six full-unit courses or its equivalent during the normal academic year of two semesters, with no more than three units per semester unless an overload is approved (see Increase in the Standard Teaching Load/Overloads section below).

Developing the teaching load distribution for individual faculty members within a department is the responsibility of the Department Chair. Course assignments shall be informed by meeting the curricular needs of students and equitable distribution across the course schedule within the department.

To help ensure that teaching responsibilities are distributed equitably across all departments, Department Chairs shall provide semester teaching load distributions to Academic Affairs. If Academic Affairs has equity concerns regarding the distribution of teaching loads within the department, it will work in consultation with the applicable Department Chair to resolve the concern.

All classes regularly scheduled for between 150 and 220 minutes/week for the entire semester count as 1.0 course. This includes, for example, courses that may meet three times per week for 50 minutes, courses that meet four times a week for 50 minutes, courses that may meet twice per week for 110 minutes, and courses that meet once per week for 180 minutes. Many of these courses will provide 1.0 student credits, but some will provide 1.25. Regardless of the number of student credits, the course load is the same.

Teaching Load Equivalencies

The Provost, after receiving and considering the recommendation of the appropriate department and in consultation with the Faculty Personnel Committee, shall determine teaching load equivalencies. Descriptions of approved teaching equivalencies are published in the Faculty Workload Plan on the Academic Affairs website and incorporated by reference into this Faculty Handbook.

Increase in the Standard Teaching Load/Overloads

Teaching assignments, due to extenuating circumstances, may be higher than the standard teaching load to meet unexpected department or student needs, resulting in an overload. Faculty acceptance of overload teaching assignments is strictly voluntary.

Overloads must be approved by Academic Affairs and are justified only by departmental needs such as a sudden resignation or illness of a faculty member, major requirements, and/or when no qualified part-time faculty are available in a specific subject area to cover a course for which there is demonstrated enrollment demand. Because overloads can interfere with a faculty member’s ability to teach all assigned courses effectively (because of the extra workload required), and because overloads potentially hamper the faculty member’s ability to meet scholarly or creative work and service expectations, they should be used by departments sparingly. Accordingly, overloads generally will be approved by Academic Affairs only when the work is carried in addition to the standard load, no qualified person is available to carry the work as part of their standard load, the work meets department needs and priorities, and the additional duties are not so heavy as to interfere with the faculty member’s performance of regular duties.

Approved overloads for full-unit or full-unit equivalent sections are compensated on a per-course basis. For an overload course that is part of the OWU Connection, the overload will be compensated as defined in the Faculty Workload Plan. At the faculty member’s option, and subject to the approval of Academic Affairs, a faculty member accepting an overload assignment in the fall semester may request an underload in the immediately following spring semester in lieu of compensation for the overload in the fall semester. Requests to take a course reduction in lieu of overload payment may not be rolled over from one academic year to the next.

Adjustments in Teaching Loads

Adjustments in a full-time faculty member’s standard teaching load may be made at the faculty member’s request to perform administrative work, engage in grant-related research, perform other University-related activities (e.g., personnel coaching, varsity athletic teams, directing plays, musical organizations, debate teams, and similar activities). Such adjustment must be approved by the Provost (or the Provost’s designee) following consultation with the appropriate Department Chair(s) and Faculty Personnel Committee.

Underloads

If an underload from the standard teaching load occurs, whether due to a course cancellation due to low enrollment or other cause, the faculty member and Department Chair, in consultation with Academic Affairs, will make arrangements for the assumption of other responsibilities commensurate with the underload. Such responsibilities may include, but are not limited to, teaching another course, performing noninstructional assignments during the academic year in which the underload occurs, or teaching an overload without additional compensation in the subsequent semester.

Limitations on Course Enrollment

The University strives to provide sufficient course enrollment opportunities for students such that they can complete their degree in a timely manner. This is balanced with a commitment to providing an equitable workload for faculty, appropriate pedagogy for students, and a safe environment for both faculty and students. Accordingly, Academic Affairs, in consultation with the University Governance Committee and the Committee on Academic Programs, establishes and publishes maximum enrollment limits (course caps) for all courses and sections.

Course Cancellations

Academic Affairs, in consultation with the University Governance Committee and the Committee on Academic Programs, establishes minimum enrollment numbers (exclusive of auditors) for each full-unit or full-unit equivalent section taught by the full-time faculty during the fall and spring semesters. When the minimum course enrollment (exclusive of auditors) falls below the published minimum number, Academic Affairs, in consultation with the applicable Department Chair and faculty member, may cancel the class.

This policy only applies to full-unit or full-unit equivalent sections. For courses that are part of the OWU Connection, the enrollment policies defined in the Faculty Workload Plan will apply.

All departments should monitor course enrollments during registration to identify courses at risk of low enrollment. Early identification allows time for the efficient reassignment of faculty in the event of course cancellation, as well as provides students with sufficient time to adjust their semester schedule.

In collaboration with Academic Affairs, Department Chairs should regularly review and evaluate full-unit or full-unit equivalent section courses that have low enrollments for consecutive semesters or multiple academic years in terms of frequency of offering and relevance to curricular needs.

Department Chair Reduction in Standard Teaching Load

Normally Departmental Chairs shall either have their course load reduced by one course per year, receive a stipend, or both on the grounds of administrative responsibilities with the consent of the Provost after consultation with the Faculty Personnel Committee.

3.6.1.2 Changes in Full-Time Status4

  1. Tenure-track faculty members may request a reduction from the standard full-time teaching load due to significant professional obligations (e.g., serving as an officer of a professional organization or journal editor; engaging in professional activities that advance competence as a teacher and scholar/artist; accepting special opportunities as consultants or participants in projects related to the faculty member’s professional development, including those sponsored by the Federal government and professional societies; accepting fellowships partially funded by other institutions, agencies, or foundations, etc.); or other extenuating circumstances (e.g., to move gradually into retirement, to meet substantial family responsibilities) justifying a reduced load by appeal to the Provost, who shall consult with the Department Chair and Faculty Personnel Committee while retaining “regular faculty status” (see below) according to the following provisions5:
    1. No fewer than three graduation credit courses (units) or the equivalent must be taught in an academic year6.
    2. Regular committee assignments, advising, and other normal departmental and University responsibilities will be adjusted proportionally to the teaching load reduction based on dialogue between the faculty member, the Department Chair, and Academic Affairs.
    3. Departmental approval is required for any reduction of the teaching load.
    4. Arrangements for a reduction in the standard teaching load will be made by the faculty member in consultation with the Department Chair and the Provost (or the Provost’s designee). Such arrangements must be approved by the Provost (or the Provost’s designee), who shall consult with the Faculty Personnel Committee. Courses taught should normally be offered within the framework of regular course schedules.
    5. A reduced teaching load, at reduced pay, may be approved by the Provost for a period not to exceed one academic year. Reapplication may be submitted for subsequent years and will be processed according to the existing guidelines. Salary will be proportionate to teaching load, i.e., 3/6ths, 4/6ths, or 5/6ths.
    6. The reduced teaching load may consist of three, four, or five courses or the equivalent. Subject to the guidelines as set forth, the reduced load may be applied to one or two semesters.
  2. “Regular faculty status” as used above implies that:
    1. Individuals remain eligible for normal procedures as set forth in the Faculty Handbook concerning retention, promotion, merit increment, tenure, and in-rank progression.
    2. Individuals retain all benefits for which they are eligible. The retirement contribution by the University is based on actual salary paid. Those electing to maintain the contribution will remain eligible for the matching plan.

3.6.1.3 Team Teaching

In considering requests for team teaching, Academic Affairs will balance the pedagogical innovation that team teaching affords with the distribution of enrollments, faculty members’ teaching loads, and curricular demands and requirements. All team-teaching proposals must be approved by the appropriate Department Chair(s) and Academic Affairs. It is unlikely that requests for team-taught courses with very low enrollments will be approved.

Department Chairs are responsible for managing team-teaching proposals. Requests for approval will include a clear rationale that sets forth the intellectual and pedagogical purposes to be served by the team-teaching format. If the course instructors are from the same department, the rationale must include a full discussion of why the proposed course should be team-taught. Moreover, the Department Chair must confirm that each instructor, including but not limited to staff members partnering with a full-time faculty member to teach a course, possesses the requisite academic credentials or tested experience to teach the class (see Chapter Three, Section 3.4.5). Each instructor is expected to collaborate in the design of the course, equitable delivery of instruction, and share in assessing and evaluating student work. Team-taught courses may be repeated, but this will require that the chairs submit a new request that incorporates and is justified by an evaluation of the prior iteration of the course.

The exact number of credits assigned will be based upon available funding and curricular need and determined by the Provost in consultation with the Department Chair(s) and faculty members teaching the course.

3.6.1.4 Summer Teaching

A faculty member may teach in one or more of the summer terms. The teaching of a summer course is compensated on a per-course basis in accordance with the current rate published by Academic Affairs.

3.6.1.5 Scheduled Class Meetings and Faculty Absences

Ohio Wesleyan University is committed to providing students with an in-person residential experience and believes that meeting in person provides the richest opportunity for student involvement, interaction, and growth. As such, in-person teaching is an essential function for each faculty position and the expected norm, with both students and the instructor present on campus. Exceptions to this norm generally should be based on curricular/pedagogical benefits to the students, departmental/programmatic needs, or unique learning opportunities. In addition, faculty occasionally may require flexibility to participate in professional activities or to meet unplanned events such as inclement weather, a significant number of student illnesses, faculty illness, and faculty family needs.

The policies below provide clarity regarding how much instruction may occur remotely, be canceled, covered with alternative assignments, or taught by colleagues.

In-Person Expectation

As a residential university, the baseline expectation is that classes will be conducted in-person, with both students and the instructor present on campus, in the same place at the same time. Any significant changes to class meeting location, time, or frequency must be authorized by Academic Affairs and reported to the Registrar’s Office to update records.

Academic Affairs may make exceptions to expand learning opportunities when judged in the interest of the University (e.g., GLCA shared languages classes, Acadeum courses) or to respond to local or national conditions making it unsafe to meet in-person. See also the Remote Teaching section below.

If there is a need for a reasonable accommodation under the Americans with Disabilities Act, instructors should contact Human Resources for additional information.

Absences from Class

Faculty occasionally may need to be absent from class for professional activities such as attendance at conferences, illness, or unforeseen circumstances such as a family emergency or inclement weather. When absence from in-person class instruction is necessary, faculty must arrange either for a colleague to cover the missed class(es) or arrange for alternative assignments that permit student learning to continue.

If the number of classes missed exceeds one week of classes, the course instructor is expected to notify the Department Chair to ensure that an appropriate course substitution or coverage plan is put in place. Any absence from in-person class meetings on the part of the instructor of record that exceeds two weeks of classes in a row requires notification of the Department Chair and Academic Affairs. If there is a need for leave under the Family and Medical Leave Act, Human Resources should be notified. See the Leave section for additional information.

Remote Teaching

In-person teaching is an essential function for each faculty position and the expected norm. Course instructors may move temporarily to remote teaching to participate in professional activities or to meet unplanned or crisis events such as inclement weather, a significant number of student illnesses, faculty illness, and faculty family needs, as well as planned events such as participation in a professional activity. For purposes of this policy, remote teaching is defined as a temporary shift from face-to-face instructional delivery to an alternate delivery mode due to participating in a professional activity, unplanned event, or crisis circumstance. It involves the use of fully remote teaching solutions for instruction or education that otherwise would be delivered face-to-face and that will return to that format once the professional activity, unexpected event, or crisis circumstance has abated.

Instructors utilizing temporary remote teaching modalities due to a planned professional activity, unplanned event, or crisis circumstance must ensure that all students in the class have the technological and other resources necessary to engage effectively in their planned remote work. Consultation with the Department Chair and Academic Affairs is required for any course in which remote teaching is used as the main mode of student interaction for more than one week of class sessions, cumulative across a semester.

In recognition of academic freedom, instructors have the latitude to incorporate the use of technology in their course design to help students achieve course learning outcomes or present uniquely valuable learning opportunities. The course design, however, must maintain its face-to-face component as overutilization of remote learning technologies may result in the course being classified as a distance education or online course by the Department of Education or Higher Learning Commission. Thus, if the course design intends to utilize remote technologies as the main mode of student interaction for more than one week of class sessions, cumulative across a semester, the instructor must consult with and receive the approval of the Department Chair and Academic Affairs.

Days Preceding Breaks

Unless an unplanned event or crisis circumstance (e.g., inclement weather, a significant number of student illnesses, faculty illness, and faculty family needs) or planned professional activity preclude otherwise, instructors are expected to hold in-person classes on the days preceding a break such as Mid-Semester Break, Thanksgiving Break, and Spring Break. Canceling such classes has the potential to encourage students to miss other classes.

Final Exams or Summative Assessments

Unless an unplanned event or crisis circumstance (e.g., inclement weather, a significant number of student illnesses, faculty illness, and faculty family needs) preclude otherwise, course instructors administering final exams or summative assessments are expected to be present and available to answer questions related to final course projects. Exceptions to this policy must be approved by the faculty member’s Department Chair. Faculty exams and summative assessments must be scheduled in accordance with the Final Examination Policy published in the Catalog. Exceptions to this policy must be approved by the faculty member’s Department Chair.

3.6.1.6 Availability to Students and Colleagues

Because Ohio Wesleyan University is a teaching institution, the University expects a full-time faculty member’s commitment to teaching to translate into an established campus presence. Regular office hours constitute one means to demonstrate accessibility to students.

As professional educators and scholars and in keeping with the mission and aims of the University, members of the full-time faculty are further expected to allocate their time to assist their colleagues in the shared work of the University and attend faculty, department, and committee meetings.

3.6.1.7 Course Syllabi

In accordance with Criterion 2B in the Higher Learning Commission Criteria for Accreditation, students must be provided clear and complete course information for each course taken at the University, a requirement that is supported through the distribution of a syllabus. In addition, the Higher Learning Commission has a role in reviewing University compliance with the U.S. Department of Education’s requirements related to the credit hour definition. Evidence of compliance in this regard is provided, in part, through the Commission’s review of sample course syllabi. Based on the above, it is the expectation of the University that each faculty member at a minimum distribute or electronically post on the Learning Management System (preferable) a course syllabus for each course taught within the first week of the course.

3.6.2 Scholarly or Creative Work Contributions

All full-time faculty have the responsibility to be productive scholars or artists, maintain an ongoing research or creative agenda, and engage with the discipline at a professional level.

Scholarly or creative contributions are evaluated pursuant to evaluation criteria set forth in Section 3.9.1.2 below.

3.6.3 Service to the University and Community

Service activities are an important component of a full-time faculty member’s responsibilities. Service activities support the faculty governance system, enhance the co-curriculum, and contribute to the University’s role in the wider community. All service activities should strive to make a positive difference in the effectiveness with which the University fulfills its mission and aims.

In general, the University favors University service over community service. While both kinds are valuable, the first supports most directly the administration of the University and the enhancement of the co-curriculum. Service on standing committees is preferable because the University’s system of faculty governance relies heavily on the work of these committees. The University recognizes that there are many ways to serve the campus community without serving on an elected committee and values those kinds of service as well. The nature and extent of such contributions vary from individual to individual based on individual talents, contractual obligations (e.g., an administrative assignment), and University need.

On occasion, service activities are financially compensated (e.g., contractual, stipend, honorarium, workload credit, etc.). Such activities should be reported so that the Faculty Personnel Committee may make judgments on the relative value of such activities.

In terms of community service, the University expects such activities to be related to the faculty member’s academic discipline or broader intellectual engagement.

Service activities are evaluated pursuant to the evaluation criteria set forth in Section 3.9.1.3.

 

3.7 Faculty Personnel Records

The University maintains the following faculty employment and personnel files under secure conditions to protect both the confidentiality and integrity of these records. Access to the files is restricted according to the policies described below.

Human Resources Employment Files

Human Resources maintains the University’s official permanent employment records for each employee, including faculty. These files contain routine human resource-related documents that are accumulated over the course of the faculty member’s employment at the University (e.g., direct deposit information, information concerning participation in the University retirement and health insurance plans, etc.)

A faculty member’s employment records are maintained in Human Resources and are accessible only to the Director of Human Resources, other designated personnel in Human Resources, appropriate University administrators, and the faculty member. With reasonable notice, faculty members may review their employee personnel files during business hours on any working day. At the request of the faculty member, materials may be copied from the human resources personnel file by designated personnel in Human Resources.

The University may permit access to and copying from the faculty member’s employment records as soon as a lawful subpoena or warrant is received relevant to investigations, hearings, or other proceedings or in response to a discovery request by an agency or in litigation. Human Resources may notify in writing any faculty member(s) whose employment records has/have been lawfully subpoenaed or produced in response to a warrant or discovery request, provided that such notification is permitted by the entity requiring the record production.

Faculty Personnel Files

Academic Affairs maintains an official personnel file for each faculty member. The personnel file includes records in both physical and electronic format documenting the appointment and performance of a member of the faculty. Such records may subsequently be reproduced in any format necessary or convenient for review.

The official personnel file for each faculty member contains but need not be limited to the following: (a) the permanent file; and (b) the Faculty Personnel Committee evaluation file, containing confidential materials collected in the completion of usual University performance reviews.

Permanent File

The permanent file contains, but is not limited to:

  1. Original signed copies of the letter of initial appointment and all subsequent contractual correspondence and contracts.
  2. Copies of official transcripts and other such formal records pertaining to credentials.
  3. Confidential pre-employment materials such as the confidential dossier and/or letters of reference.
  4. A current curriculum vitae (updated at the time of evaluation or more frequently at the initiative of the faculty member).
  5. Counseling letters resulting from reappointment, promotion, tenure, and merit increment decisions.
  6. Correspondence relating to sabbaticals or other professional leaves of absence,
  7. Correspondence relating to awards (internal or external) or research grants (internal or external).
  8. Official letters of commendation or reprimand.
  9. Other correspondence pertinent to the faculty member’s academic employment at the University.

Faculty Personnel Committee Evaluation File

The following items are considered part of the Faculty Personnel Committee evaluation file:

a. Self-report

b. Tenure narrative

c. Promotion narrative

d. Reviews by peers

e. Curricula vitae

f.  Course syllabi

g. Student course evaluation summaries

h. Reviews by student department boards

i. Reports of peer teaching observation reviews and responses to the reports

j. Copies of or links to products of scholarly or creative work (journal articles, books, performances, etc.)

k. Sabbatical or faculty scholarly leave reports

The Faculty Personnel Committee may add other relevant materials.

The curriculum vitae (item e) and course syllabi (item f) are not confidential and may be provided to others at the Provost’s discretion. Items (a), (b), (c), (e), (f), (i), and (j) will be made available to peer evaluators. Student boards will be provided with the first section of item (a). See Section 3.9.7 for additional information regarding the confidentiality of Peer Rating Sheets.

Access, Inspection, and Retention of Faculty Personnel Files

It is the responsibility of the Provost to maintain the official faculty personnel files and to ensure their confidentiality. They may be inspected, in strictest confidence, only by the Provost, Faculty Personnel Committee, and President. Portions of the file will be provided to reviewers, who will treat all information from the personnel file as confidential.

Access to the files, in the strictest confidence in accordance with the University’s Confidentially Policy, also may be granted to designated University personnel or agents with a legitimate business need to process or manage the material (i.e., Academic Affairs, Information Services staff, and legal counsel). For a valid reason, a faculty member also may authorize in writing access to the file for a person not indicated above.

With reasonable notice to Academic Affairs, faculty members may review nonconfidential material contained in their permanent file during business hours on any working day. Faculty also may request copies, at their own cost, of any nonconfidential material contained in the permanent file. However, faculty may not remove items from the file or the file itself from Academic Affairs. Individual faculty members enjoy the option of forwarding to the Provost for inclusion in their official personnel files any additional material. When this is done, such materials must contain a notation as to their inclusion at the request of the faculty member, and such materials are thereafter incorporated into the files.

The University may permit access to and copying from official faculty personnel files as soon as a lawful subpoena or warrant is received relevant to investigations, hearings, or other proceedings, or in response to a discovery request by an agency or in litigation. The Provost or an agent of the Provost may notify in writing any faculty member(s) whose official personnel file(s) has/have been lawfully subpoenaed or produced in response to a warrant or discovery request, provided that such notification is permitted by the entity requiring the record production.

Each faculty member’s personnel file, including but not limited to materials collected for the Faculty Personnel Committee’s evaluation process, will be retained in accordance with the University’s record retention schedule.

 

3.8 Academic Departments and Department Chairs

3.8.1 Academic Departments

Academic departments consist of the faculty who are primarily involved in the delivery of instruction in one of the University’s academic major and minor academic degree areas. Academic departments have the primary responsibility for maintaining and improving the quality and integrity of their major and minor programs. Departments may establish their own advisory committees to guide them in their work.

3.8.2 Department Chairs

The Department Chair serves as the principal liaison between the department and the rest of the University. A chair is typically a tenured faculty member who serves in this additional capacity by appointment of the President. In some instances, however, it may be necessary for a tenure-line faculty member below the rank of associate professor to serve as the Department Chair. If such is the case, the chair should expect full assistance and cooperation from the Provost in fulfilling the duties of the chair.

The appointment carries responsibilities for departmental leadership and management and for liaison to administrative offices, faculty groups, and students. The authority of the chair derives from the mutual confidence expressed by their recommendation by election of the department faculty and by the appointment of the President. As compensation for their administrative duties, in accordance with the size of the department and the associated administrative workload, Department Chairs may receive course reassignment to administrative duty, a stipend, or both based on criteria established by Academic Affairs.

3.8.2.1 Appointment and Term of Department Chairs

Department Chairs are appointed by the President after consultation with the Provost and members of the department immediately concerned.

The term of the chair, which is normally two years, will be stated in the chair’s appointment letter. Department Chairs may be reelected for successive terms.

Each Department Chair shall receive an annual written evaluation by the Provost. In carrying out this evaluation, the Provost shall solicit feedback from all department members and from other individuals as is reasonable and appropriate.

The President may remove a Department Chair prior to the expiration of the term of office for failure to carry out duties and responsibilities or other just cause; such removal shall be based on the recommendation of the Provost and only after the Provost’s consultation with the department.

3.8.2.2 Evaluation of Department Chairs

The administrative performances of Department Chairs are evaluated by the Provost in the second year of the chair’s term.

In the year of the evaluation, the Provost will request that the departmental faculty complete a survey developed by Academic Affairs in collaboration with the Faculty Personnel Committee. The survey focuses upon the Department Chair’s administrative performance of the duties and responsibilities set forth in the Department Chair Job Description. The anonymized composite results are provided to the Provost.

After completing the review of the survey and taking into account the Provost’s observations of the Department Chair’s administrative performance, the Provost will document the evaluation of the Department Chair’s administrative performance during the evaluation period and recommend to the President whether the Department Chair shall be reappointed for a subsequent two years.

Following a positive reappointment evaluation, the Provost will submit to the Department Chair a written summary of the evaluation and suggested goals to help strengthen the department or improve its administration. If the Department Chair disagrees with the evaluation, the chair may submit a written response to the evaluation, which will be appended to the Provost’s evaluation letter.

 

3.9 Faculty Evaluation

This section sets forth the University’s faculty evaluation system, which is designed to encourage self-appraisal as well as foster professional development through constructive feedback on performance. As a system for supporting sound personnel recommendations regarding reappointment, promotion, tenure, and merit increases, it defines the criteria, standards, and evidence used in making these recommendations. The criteria and standards by which faculty are evaluated reflect, and are shaped by, the mission, aims, and unique character of Ohio Wesleyan University.

3.9.1 Evaluation Criteria for Personnel Decisions

Decisions regarding initial appointment, merit increases, and promotions of tenure-line faculty at Ohio Wesleyan University are based on an individual faculty member’s performance in the following performance categories:

1.     Effectiveness in teaching.

2.     Scholarly or creative contributions as evidenced through research, publication, and professional participation.

3.     Service to the University and community based on professional qualifications.

Evaluations of Visiting Faculty regarding initial appointment and merit increases are based on an individual faculty member’s performance in effectiveness in teaching. If the Visiting Faculty member’s appointment contract includes scholarly or creative and service expectations (i.e., an “investment position”), evaluations regarding initial appointment and merit increases also will be based on the faculty member’s performance in scholarly or creative contributions and service to the University and community based on professional qualifications.

Each category for evaluation will be considered within the broader context of the mission and aims of the University. A faculty member is expected to exhibit values consistent with this purpose by having respect for persons who differ, a readiness to engage open mindedly in the search to impart knowledge, and an attentiveness to place education in the context of values. The professional behavior of each faculty member should evidence a demonstrated concern to develop in students an understanding of themselves, appreciation of others, and willingness to meet the responsibility of citizenship in a free society.

Evaluation of performance in these categories shall be made by the Faculty Personnel Committee on referral by the Provost and transmitted back to the Provost for consideration and for the Provost’s recommendation to the President. Neither the Provost nor the President is bound to accept the evaluations of the Faculty Personnel Committee, but the Provost, in making recommendations to the President, and the President, in making recommendations to the Board of Trustees in promotion to Professor and tenure evaluations, are governed by the same evaluation criteria as agreed upon jointly by the Administration and the Faculty.

Decisions on reappointment and tenure are made as described above except such decisions also may be made on the basis of a review of the institution’s need for the position. For the latter reviews, the President shall make the final decision, in consultation with the Provost and Faculty Personnel Committee, according to established procedures and criteria.

The criteria used by the Faculty Personnel Committee, Provost, and President for evaluation of full-time members of the faculty in each of the applicable categories of performance are set forth below, as well as stated on the current Faculty Personnel Information sheets and the Rating Scales employed in the evaluation process (see Appendices ).

In the evaluation procedure, Categories I, II, and III (Assessment of Teaching; Assessment of Scholarly and/or Creative Work; Assessment of University and Community Service) are weighted on a basis of 60%, 30%, and 10%, respectively.

In situations where a faculty member’s position will differ significantly from others on the tenure track due to administrative responsibilities, departments, and the Provost, in consultation with the Faculty Personnel Committee, will develop an individualized Memorandum of Understanding (MOU) agreement that may alter the percentage weights set forth above. The MOU agreements will outline modified evaluation criteria for reappointment, tenure, promotion, and merit for faculty who are serving in joint administrative and faculty positions and provide specific examples of what work will be evaluated during the reappointment, promotion, tenure, and merit processes. Specifically, the MOU agreement will make clear:

1.     The reason for the modified evaluation criteria.

2.     How the impact of the faculty member’s work will be measured.

3.     What unique contributions or activities will be included in the evaluation.

4.     Which duties will be considered “administrative” in nature.

3.9.1.1 Category I — Effectiveness in Teaching

a.     Evaluation of Teaching Effectiveness (60%)

As an undergraduate liberal arts university, Ohio Wesleyan places the greatest emphasis upon effectiveness in teaching. The University recognizes the existence of diverse paths toward effective teaching, even within a discipline. While effective teaching practices vary considerably among disciplines, courses, and instructors, evaluation of teaching at the University considers the following characteristics of effectiveness in teaching:

  • Structuring of courses: Effective teachers demonstrate the ability to select and sequence course content and experiences so that student learning is facilitated. Moreover, they structure course content so that it has integrity within the discipline, integrates knowledge across disciplines, and reflects the College’s academic standards and expectations. Effective teachers also employ techniques, activities, and strategies that enable them to present ideas effectively and explain complex concepts clearly. They use a variety of approaches to teaching (e.g., lecture, discussion, small-group activities, writing, etc.) to reflect the diverse learning styles of their students and achieve the learning objectives of their courses. They create learning environments that encourage students to participate and enable critical discourse to occur.
  • Revisions and updates to course content and/or pedagogical approaches: Effective teachers stay informed and current regarding the knowledge base necessary to design and deliver the courses being taught and update their course content as appropriate with major shifts in thinking and emphasis within their discipline and to be consistent with new research on effective teaching.
  • Advising and mentoring, both formal and informal: Effective teachers advise and mentor their students, both formally and informally. Hallmarks of quality, effective advising include, but are not limited to, familiarity with curricular requirements, an understanding of special programs and curricular opportunities on campus and abroad (e.g., OWU Connection, Off-Campus Study, Sagan National Colloquium, global scholars, honors programs, etc.), availability to students by maintaining adequate open office hours and responding in a timely manner to all communications or questions either from a student or from colleagues about a student, helping students select a course of study, referring students to available University resources, accepting a proportionate share of advisees, guiding students to integrate co-curricular and extra-curricular activities into their academic and career planning, and providing students in the faculty member’s classes with additional consultation and guidance outside of class.

Work in any of the following areas also may demonstrate evidence of effective teaching, and faculty are encouraged and supported to make contributions in these areas (though not expected to participate in every item, which are not listed in any special order).

  • Contribution to the University’s signature academic programs: Such contributions may include, but are not limited to, the supervision, facilitation, and support of Connection Experiences, such as student research, internships, travel, and service projects.
  • Provision of assistance to students experiencing difficulties: Effective teachers support students who are struggling academically. This may include out-of-class help sessions, office hours, or other types of support. Effective teachers also provide appropriate guidance to students by referring them to other academic and mental health resources on campus.
  • DEI work related to teaching and/or student support: Faculty may demonstrate teaching effectiveness by contributing to Ohio Wesleyan’s goal of building a diverse and inclusive campus community. Examples of DEI work may include, but are not limited to, highlighting diversity in reading assignments or course topics, arranging for speakers from diverse backgrounds, supporting and mentoring students from diverse backgrounds, and supporting student clubs and activities that focus on DEI issues.
  • Stimulation of student interest and achievement: Through their commitment to and enthusiasm for their subject matter, teachers may demonstrate effective teaching by stimulating their students’ intellectual or artistic interest and enabling them to become independent learners. Examples include, but are not limited to, efforts to support students in the classroom through out-of-class help sessions; supporting students in special projects or experiences that are outside of traditional courses (e.g., student research projects and travel grants); taking students to a conference or performance; helping students bring in a speaker or organize an event that they are interested in; participating in the Summer Science Research Program; and supervising OWU Career Connection internships.
  • Contributions to OWU’s General Education Curriculum: Faculty may demonstrate teaching effectiveness by teaching within the General Education Curriculum, making contributions to service courses such as the First-Year Seminar, and structuring departmental courses to contribute to General Education Curriculum competencies.
  • Encouragement and direction of student honors work: Faculty may demonstrate teaching effectiveness by making contributions to the Honors Program. Examples include, but are not limited to, participating in Honors Seminars, Honors Tutorials, mentoring of Honors student research projects, and service on committees for Departmental Distinction in this section.

b.         Evidence of Teaching Effectiveness

Informed judgments about a colleague’s teaching are based on evidence relating to the preceding features of effective teaching that takes into consideration the arc of a candidate’s career and development, and work done at the various levels of the curriculum. Such evidence of effectiveness in teaching may be provided through a variety of means, including but not limited to:

  1. Documentation in the Self-Report of teaching activities, philosophy, materials (e.g., course goals, syllabi, sample course materials, representations of student products/materials, etc.), and techniques and methods utilized.
  2. Documentation of efforts to improve teaching.
  3. Student course evaluation feedback.
  4. Products of student research or creative work.
  5. Student Board evaluations.
  6. Peer teaching observation reviews.
  7. Evaluation by department and other faculty peers.
  8. Documentation of teaching success across a range of students.
  9. Documentation of an established campus presence (e.g., office hours).
  10. Awards or commendations.

The University recognizes that the above listing does not exhaust the ways effective teaching might manifest itself and candidates may wish to present other evidence.

See also the Faculty Personnel Committee Statement of Policies and Practices in the Faculty Evaluation Process for further information.

3.9.1.2 Category II — Scholarly and Creative Contributions as Evidenced Through Research, Publication, and Professional Participation

At the time of a review, the University expects all members of the full-time faculty to produce tangible evidence of accomplishments that have contributed to the faculty member’s growth as a teacher-scholar.

a.         Evaluation of Scholarly and Creative Contributions (30%)

In this category, the University places higher importance on scholarly and creative works that are disseminated beyond the campus and undergo some manner of peer/expert review. The University also distinguishes among works based on time investment: Works that took a few days to complete are valued less than works that are the product of months or years of study and preparation. Moreover, quality over quantity is favored.

Examples of activities that are considered holistically by the Faculty Personnel Committee, as documented in Category II of the Self-Report, include, but are not limited to:

  • Completed publication and other scholarly or creative accomplishments.
  • Leadership in professional organizations and organizations of conferences.
  • Presentations at professional conferences.
  • Attendance at professional conferences.
  • Memberships in professional organizations.
  • Overall research and/or creative agenda and changes thereto.
  • Works in progress.
  • Professional training that impacts scholarship.

Note that faculty are not necessarily expected to address every element listed above.

Broad Definition of Scholarly and Creative Contributions7

In evaluating Category II contributions, the University defines scholarly and creative contributions broadly given the breadth of disciplines, the differences among teaching contexts, and the diversity of the faculty. The University endorses an inclusive view of scholarship, recognizing that scholarly, creative, or professional engagement activities whether they are individual or collaborative – may originate in any of the nonprescriptive broad categories set forth below, in no particular order:

  • Scholarship of Discovery: encompasses traditional research that creates new knowledge through original investigation that may be theoretical or empirical, disciplinary or interdisciplinary, or some combinations of these. Construed broadly, this dimension of professional development also encompasses the creation of new scientific works, works of art or musical composition, writing works of fiction, poetry, or creative nonfiction, and other expressions or activities of creative disciplines or fields that are made available to or generated in collaboration with a public (nonuniversity) audience.
  • Scholarship of Integration: encompasses the critical evaluation, synthesis, analysis, integration, or interpretation of the research or creative work produced by others. It may be disciplinary, interdisciplinary, or multidisciplinary in nature and includes the varieties of artistic interpretation and performance. When disciplinary and interdisciplinary knowledge is synthesized, interpreted, or connected, this integrative scholarly contribution brings new insight. Integrative or interdisciplinary work might include articles, policy papers, reflective essays and reviews, translations, popular publications, synthesis of the literature on a topic, or textbooks. The scholarship of integration may be shared through any form such as those typical of discovery, application/practice/engagement, or teaching.
  • Scholarship of Application and Practice: encompasses applying disciplinary expertise or the results of existing scholarship or creative works (produced by oneself or others) to the investigation or solution of intellectual, social, or institutional problems. The scholarship of application and practice might apply the knowledge, techniques, or technologies of the arts and sciences, business, or engineering to the benefit of individuals and groups. This may include translation, commercialization, start-ups, technology transfer, assistive technologies, learning technologies, or applied research supported by industrial or corporate partners or by government agencies. Contributions to the scholarship of application and practice are shared with stakeholders and open to review and critique by stakeholders and by peers.
  • Scholarship of Teaching and Learning: encompasses scholarly activities that focus on transforming and extending knowledge about pedagogy. The scholarship of teaching is not equivalent to teaching. It involves the discovery, evaluation, and transmission of information about the learning process. Conversely, classroom teaching and remaining current in the discipline are not relevant criteria for evaluating teaching scholarship. Teaching, in contrast, involves the application of that information through actual instruction. Scholarly teaching activity becomes the scholarship of teaching and learning when faculty members make their teaching public, so that it can be reviewed, critiqued, and built on by others, through publications, presentations, or other forms of dissemination.
  • Scholarship of Engagement: involves collaborative partnerships with communities (local, regional, state, national, or global) for the mutually beneficial exchange of knowledge and resources. Examples of the scholarship of engagement include, but are not limited to, community-based programs that enhance the curriculum, teaching, and learning; educational or public outreach programs; and other partnerships with communities beyond the campus to address critical societal issues, prepare educated citizens, or contribute to the public good. Contributions in the scholarship of engagement are of benefit to the external community, visible and shared with stakeholders, and open to review and critique by community stakeholders and by peers. The scholarship of engagement is measured by impact on the discipline and/or community, the scope of the project, the originality of design and methodology, the extent to which results can be generalized, the connection to industry, visibility gained for the researcher and the University through the dissemination process, the significance of the work to the discipline, and the peer review processes.

The specific form and intensity of scholarly productivity and professional growth activities appropriately varies between academic departments and program areas due to inherent differences among the disciplines. In some academic disciplines, for example, refereed journals and research monographs, scientific or technical reports, clinical reviews, scholarly books, treatises, chapters in larger books, and publications on teaching and learning, etc. are the traditional media for documenting scholarly productivity; in others, art exhibitions, concerts, novels, essays, short stories, poems, web publications, and theatrical or musical performances are the appropriate form. In still other fields, scholarly or creative productivity, including, but not limited to digital scholarship, may result in interactive works that are impossible to publish in print form, original software, inventions on which patents are obtained, mathematical and scientific formulas, or emerging technologies resulting in entirely new media. Scholarly and creative productivity may also be validated and communicated through conference presentations and invited lectures. Other professional activities such as holding offices in a professional organization, editorial work, consulting, peer-reviewed grant proposals, conference attendance, professional training that impacts scholarship, etc. may represent evidence of scholarly productivity and professional growth. Refer to the Faculty Personnel Committee Statement of Policies and Procedures in the Faculty Evaluation Process for further guidance.

Accordingly, the judgments of the members of the Faculty Personnel Committee, Provost, and President regarding the quality of a faculty member’s scholarly productivity and professional growth will be informed by the advice of department peer colleagues (as expressed in Rating Sheets) and other knowledgeable peers (if external letters are provided), especially regarding such factors as disciplinary norms and other relevant conditions within the discipline. Moreover, such judgments will be informed by any applicable discipline-specific descriptions of appropriate forms of scholarly and/or artistic productivity (e.g., professional engagement activities) documented in a Memorandum of Understanding between the department and Provost, in consultation with the Faculty Personnel Committee. Such advice is particularly important in setting expectations for the quantity of scholarly, artistic, or professional productivity in the various disciplines.

b.         Evidence of Scholarly and Creative Contributions

Evidence of scholarly and creative contributions is provided through:

  1. Reporting of scholarly productivity and professional growth activities as documented in the Self Report and tenure or promotion narratives.
  2. Rating sheets submitted by department peer colleagues.
  3. Evaluations by external disciplinary peers.
  4. Examples of the products of one’s scholarship and professional growth activities.
  5. Documents evidencing the impact of scholarly or creative activities in terms of depth, duration, and/or persistence of influence or use (e.g., citations, adaptations, or use by others), as well as its public and critical appreciation.
  6. Awards, grants, or commendations.
  7. Publication citations.

The University recognizes that the above listing does not exhaust the ways scholarly productivity and professional growth activities might manifest themselves and candidates may wish to present other evidence.

See also the Faculty Personnel Committee Statement of Policies and Practices in the Faculty Evaluation Process for further information.

3.9.1.3 Category III — Service to the University and Community

Effective service involves utilizing one’s time, skills, and expertise to benefit the University in activities such as supporting the faculty or University governance systems or enhancing the co-curriculum, and/or making professional disciplinary-related contributions to the community. While University service activities are favored over community service, members of the full-time faculty will be evaluated holistically.

a.         Evaluation of Service to the University and Community (10%)

University Service

The broad categories described below encompass the range of professional activities that full-time faculty members may undertake to fulfill their responsibilities in University service. The level at which service is performed should be commensurate with the rank of the faculty member, with the expectation that, as a faculty member rises in rank, the level at which service is performed is expected to rise. For example, the University expects that a faculty member’s record of University service will eventually incorporate positions of leadership (e.g., chair of a committee). Elected positions of major responsibility are viewed as evidence that a candidate’s service has earned the esteem of the faculty member’s colleagues.

University and Department Service: University and academic department service involves regular attendance at and preparation for faculty meetings and academic department meetings, constructive contribution to the work of a standing or ad hoc governance committee, and the completion of committee assignments. Other valuable forms of service are mentoring and evaluating faculty colleagues, active involvement in efforts to recruit and retain students, participating in the evaluation and revision of curricula and academic programs, assisting an academic department or program area to carry out routine functions, and serving as a sponsor or advisor to a student organization.

Administrative Service: Administrative service may include, but is not limited to, applying professional expertise in supervising support personnel, helping to determine the direction of academic degree programs, administering budgets, or carrying out other administrative duties (e.g., chairing an academic department, coordinating an academic program, directing a grant, etc.).

The University recognizes that the above listing does not exhaust the ways University service activities might manifest themselves and candidates may wish to present other evidence.

Community Service

Service to the community involves faculty members acting as representatives of the University while using their disciplinary expertise to contribute to the public’s knowledge and welfare. Examples may include, but are not limited to:

  • Presenting lectures to community groups.
  • Holding leadership positions or providing service in community, religious, or political organization activities.
  • Participating in nonprofit organizations designed to serve the general public.
  • Serving community groups in a professional capacity.

Charitable contributions that are strictly monetary do not count as service.

The University recognizes that the above listing does not exhaust the ways community service activities might manifest themselves and candidates may wish to present other evidence.

b.         Evidence of Service

The University evaluates the quantity and, more importantly, the quality of a faculty member’s contribution to University and community service. For example, in addition to attending the meetings of a committee to which one has been elected or appointed, a faculty member is expected to contribute to the work the committee is charged to perform. Thus, evaluators look for specific contributions that the colleague has made.

Evidence of effective service is provided through:

  1. Reporting of service activities as documented in the Self Report and tenure or promotion narratives.
  2. Supporting materials, as appropriate to the type of service provided.
  3. Rating sheets submitted by department peer colleagues.
  4. Awards or commendations.

The University recognizes that the above listing does not exhaust the ways effective service manifests itself and candidates may wish to present other evidence.

See also the Faculty Personnel Committee Statement of Policies and Practices in the Faculty Evaluation Process for further information.

3.9.2 Evaluation of Full-Time Faculty Members

The Faculty Personnel Committee, Provost, and President, each of whom has formal roles in the process of faculty evaluation, make the judgments required of them on the basis of evidence relevant to the criteria described in Section 3.9.1 and as stated in the current Faculty Personnel Information sheets and the Rating Scales employed in the evaluation process (see Appendices ). The evidence comprises materials that are assembled in the Faculty Personnel Committee evaluation file, which includes the following:

3.9.2.1 Faculty Personnel Information Sheets (Self-Report)

When being reviewed for retention, promotion, merit increment, or tenure, each member of the full-time faculty are responsible for the following:

  1. Self-assessing their performance in the areas of teaching, scholarly and creative contributions, and service to the University and community since the faculty member’s last review by completing the Faculty Personnel Information Form, also known as the Self-Report. When completing the Information Form, faculty members are asked to annotate their bibliographies and spell out in narrative form the connections between the various entries (e.g., teaching and scholarly or creative work). All three sections of the completed Self-Report are provided to all peer raters; Section I on teaching is provided to the student members of department Boards.
  2. Submit a current curriculum vitae (CV). The CV is made available to all peer evaluators.
  3. Provide course syllabi for all classes taught since the last review. Syllabi are made available to all peer evaluators.
  4. Provide products or links to products of scholarly or creative work. This material is made available to all peer evaluators.

In addition to the above, candidates for tenure are asked to submit a cumulative self-report covering the entire probationary period, generally taking the form of a current vita and a cumulative narrative summary. The narrative summary should present evidence making a persuasive case that the candidate has satisfied the criteria to the extent required by the standards for tenure (see Section 3.9.4) and will be made available to all peer evaluators.

Similarly, candidates for promotion to Full Professor are asked to submit a promotion narrative presenting evidence that the candidate has satisfied the criteria to the extent required by the standard for promotion to Full Professor (see Section 3.9.5). In the promotion narrative, faculty should discuss accomplishments since promotion to Associate Professor, as well as future teaching, scholarship, and service plans upon reaching the rank of Full Professor. This promotion narrative will be made available to all peer evaluators.

3.9.2.1.1 Contributions to Diversity, Equity, and Inclusion

In keeping with the University’s Diversity, Equity and Inclusion Policy (see Appendix ), Ohio Wesleyan University is committed to creating an environment where underrepresented populations have equal access to resources and opportunities to learn and grow both personally and professionally. In support of this commitment, faculty contributions that enhance diversity, equity, and inclusion (DEI) are valued in reappointment, tenure, promotion, and merit evaluations. Faculty are encouraged to document in the Self-Report, as appropriate in any of the three performance categories, their contributions to Ohio Wesleyan’s goal of building a diverse and inclusive campus community.

Examples of DEI-related activities may include, but are not limited to:

  • Co-curricular development that furthers DEI.
  • Pedagogical practices that promote inclusivity (e.g., diversity in reading assignments or course topics).
  • Scholarly or creative activity that reflects culturally diverse communities or voices underrepresented in the arts and humanities.
  • Mentoring and advising students, faculty, or staff on DEI-related issues.
  • Arranging for speakers from diverse backgrounds.
  • Supporting and mentoring students from diverse backgrounds.
  • Supporting student clubs and activities that focus on DEI issues.
  • Making scholarly or creative contributions that examine and further knowledge and understanding related to DEI.
  • Participating in activities that support successful recruitment, retention, and graduation of students from underrepresented and underserved populations.
  • Commitment to a professional organization’s equity, inclusion, and diversity work.
  • Leadership in organizing events that encourage self-reflection and education regarding issues of diversity, equity, and inclusion.

The University recognizes that the above listing does not exhaust the many ways a faculty member may contribute to DEI and candidates may wish to present other evidence.

3.9.2.2 Evaluation by Peer Colleagues and Student Members of Departmental Boards

Peer evaluators are asked to complete rating sheets that are called peer evaluations. These rating sheets are completed by the Department Chair, by four or more other colleagues in that department, and, as a composite evaluation, by the student members of the Student Faculty Board of the department8.

Individuals also may submit a list of names of other faculty colleagues outside the department who know their work best as an aid to the Faculty Personnel Committee in its assignment of a panel of peer evaluators. The listing should articulate the reasons for these preferences.

In tenure cases, graduated students will be called upon for evaluation. The tenure candidate will select 20 graduates drawn from both lower- and upper-level courses, and the Provost will select another 20, also drawn from both levels.

All completed forms are read by every member of the Faculty Personnel Committee before any deliberations take place9.

3.9.2.3 Student Course Evaluations

  1.     While faculty are encouraged to have students evaluate all of their courses for formative purposes, courses of all faculty members are to be evaluated regularly for summative evaluation purposes during the academic year as follows:

a.     At least two, but no more than three, courses for tenured members.

b.     Three, and only three, for all others, at least one being a lower-level and one being an upper-level course, insofar as the individual’s schedule permits.

c.     Two evaluations are required during an academic year containing a leave.

2.     A standardized form provided by the Faculty Personnel Committee is to be utilized for all student course evaluations. A supplemental departmental form may be used if approved in advance by the Faculty Personnel Committee.

3.     The burden will be on the faculty member to select the requisite number of courses to be evaluated during the academic year, pursuant to Item 1 above.

4.     Student course evaluation results will be made available to the faculty member, Department Chair, and the Faculty Personnel Committee, as well as the Provost and President as part of their respective participation in faculty evaluations10.

The results of student course evaluations, in combination with other measures of effective teaching (e.g., peer evaluations, self-assessment, syllabi, other course resources, etc.), are considered as a point of reference to assist in the evaluation of a faculty member’s overall teaching effectiveness. Student evaluations of teaching are not to be used in isolation. Rather, evaluators will take due consideration in interpreting trends across multiple courses/semesters when referencing student evaluation scores during the teaching performance evaluation process.

3.9.2.4 Meetings of Faculty Personnel Committee with Student Board Members

Student Boards contribute to the evaluation of faculty. The Faculty Personnel Committee supports Student Boards by providing information regarding how to conduct faculty evaluations and training on how to avoid bias in evaluations.

3.9.2.5 Peer Teaching Observation Reviews

When members of the faculty are evaluated on a summative basis for retention, tenure, promotion, or merit, reviews of the quality of their teaching effectiveness by peer faculty also shall be used by the Faculty Personnel Committee, in addition to the other materials described in Subsection 3.9.2.1 through 3.9.2.4 above. These are called Peer Teaching Observation Reviews. Untenured members of the full-time faculty must have one Peer Teaching Observation Review added to their personnel file each academic year. Tenured members of the full-time faculty must have two added during each merit increment evaluation.

All summative reviews must be planned and carried out according to the procedures below. No unannounced reviews will be conducted. Faculty members being observed will hereafter be referred to as the candidate.

a.     Selection of reviewers: Candidates shall select their own peer observation reviewers (“observer”) with consideration given to mutual expertise, compatibility, and relevant knowledge and skills. Only tenured faculty may serve as an observer.

b.     Choice of class, laboratory, or other instructional setting: The candidate will provide the observer with a list of classes, laboratories, or other instructional settings to be observed by the peer evaluator. The candidate and observer then will meet to collaboratively select from the provided listing the course, lab, or instructional setting to be observed.

c.     Pre-observation exchange: During the pre-observation exchange, the candidate will share with the observer information and materials (i.e., syllabus, course/lab materials, textbook, and/or other relevant course/lab information) to assist in making an informed observation. The candidate and the observer will select the review observation instrument most appropriate for the instructional setting (lecture, discussion, lab, studio, or practice).

d.     Observation: The observation should occur when significant amounts of teaching are happening in the instructional setting. The observer should be present for the entire class or an agreed-upon significant portion of a lab or practice. The observer should heed all agreed-upon guidelines for the observation established during the pre-observation exchange.

e.     Post-observation exchange: Following the observation, the observer should meet with the candidate and provide feedback.

f.      Written report: Following the post-observation exchange, the observer will prepare a Peer Teaching Observation Review based on the observation and review of materials. The observer will submit the Peer Teaching Observation Review Report to the Faculty Personnel Committee. A copy of the report will be sent to the candidate, who will have the opportunity to write a confidential response to be added to the personnel file.

Formative Peer Teaching Observation Reviews

Additional peer teaching observations may be requested by a full-time faculty member for formative purposes. All such formative reviews should be planned and carried out in consultation with the Faculty Development Director, who will work with the faculty member to identify the peer observation reviewer. Such review will normally be conducted in accordance with the summative procedures set forth above and designated as a formative observation prior to the class being observed. The written report following the post-observation exchange, however, will not be submitted to the Faculty Personnel Committee or included in the faculty member’s personnel file.

3.9.2.6 External Reviewers

When members of the faculty are evaluated for tenure or promotion, they have the option to have their scholarly or creative work reviewed by external evaluators who have professional knowledge of their academic field. A faculty member’s decision on whether to request an external evaluation rests solely with the faculty member, and no implications will be drawn from the presence or absence of such a request.

Letters from external evaluators may be (1) faculty-solicited and nonconfidential, (2) faculty-solicited and confidential, and/or (3) Provost-solicited, anonymous, and confidential. These types of letters are described below:

Option 1: Faculty-Solicited and Nonconfidential

Faculty-solicited and nonconfidential letters are solicited by individual faculty members from the external reviewer. The faculty member receives the letter(s), reviews the letter(s), and forwards the letter(s) to the Provost for inclusion in the Faculty Personnel Committee evaluation file. The external letter(s) must be submitted by mid-October.

Option 2: Faculty-Solicited and Confidential

Faculty-solicited and confidential letters are solicited by individual faculty members from the external reviewer. The letter(s) may be sent directly to the Provost, or the faculty member may forward the unopened letter(s) to the Provost for inclusion in the Faculty Personnel Committee evaluation file. The external letter(s) must be submitted by mid-October.

Option 3: Provost-Solicited, Anonymous, and Confidential

Provost-solicited, anonymous, and confidential letters are solicited from external reviewers by the Provost at the request of and on behalf of the faculty member. The external letter(s) are sent directly to the Provost for inclusion in the Faculty Personnel Committee evaluation file without being reviewed by the faculty member. The identity of the reviewer(s) submitting the letter(s) is not revealed to the candidate. If a member of the faculty wishes to add Provost-solicited, anonymous, and confidential letters from an external reviewer(s) to the Faculty Personnel Committee evaluation file, the procedure set forth below must be followed:

Procedures for Provost-Solicited, Anonymous, and Confidential Letters

1.     In the academic year preceding evaluation for tenure or promotion, the faculty member shall produce a list of scholars who already have agreed to serve as external reviewers. The list shall consist of at least five scholars who are qualified experts from the faculty member’s area of specialty with whom there is no close personal or professional relationship (e.g., friend, family member, mentor, etc.).

2.     The faculty member shall send the list of potential external reviewers to the Provost by December 1 using the External Review Request Form. Signing the form authorizes the Provost to add confidential letters from any of the five suggested external reviewers to the faculty member’s personnel file.

3.     The faculty member shall send to the Provost three copies of materials that will be sent to the external evaluators for review.

4.     Using the submitted list, the Provost will attempt to find at least two reviewers willing to submit a letter.

5.     The Provost will send to each reviewer the scholarly material provided by the faculty member, a copy of the faculty member’s CV, and a letter clarifying the scope of the desired information and that Ohio Wesleyan University does not seek the reviewer’s input or opinion as to whether the candidate should receive tenure or promotion. In addition, external reviewers will be sent a brief description of the University and the resources available to faculty, along with the teaching load and service responsibilities of the faculty member.

6.     In the letter, the reviewer will be asked to address:

a.     How or whether the reviewer knows the candidate.

b.     The quality and importance of the candidate’s scholarly or creative activity (publications, performances, professional engagement, etc.)

c.     The standards, quality, appropriateness, and standing of the venues in which the work was presented, displayed, performed, or published.

d.     The significance of other contributions to the profession (leadership positions, editorships, etc.)

7.     Letters received as part of this process will be added to the faculty member’s personnel file, and the identity of those who submit letters will not be disclosed to the candidate.

8.     Around May 1 the Provost will inform the faculty member of how many external review letters were received and added to their Faculty Personnel Committee evaluation file.

9.     The faculty member continues to have the right to supplement the Faculty Personnel Committee evaluation file using Options 1 and/or 2 above. All letters must be submitted by mid-October.

3.9.3 Evaluation for Reappointment

3.9.3.1 Evaluation of Tenure-Track Faculty for Reappointment

Evaluation Schedule

Tenure-track faculty in their second and fourth year of appointment are comprehensively evaluated for reappointment by the Faculty Personnel Committee and the Provost based on the procedures specified below.

In addition to the above, tenure-track faculty member shall submit to the Faculty Personnel Committee on or before the Friday of the second week of the semester before the fourth-year sabbatical a one-page leave plan and a current curriculum vitae. The Faculty Personnel Committee will review the submitted leave plan and provide a letter of feedback on the plan to the faculty member.

In their final year of probationary appointment, normally the sixth year of full-time service at the University, tenure-track faculty are evaluated for tenure in accordance with Section 3.9.4. Faculty who receive prior service credit shall have the equivalent of these odd and even year evaluations specified in their initial letters of appointment11. In such cases, prior to the tenure-decision year, there shall be at least one evaluation involving the Faculty Personnel Committee based on full documentation.

Third- and Fifth-Year Evaluations

Tenure-track faculty in their third or fifth year normally will not be evaluated for reappointment unless requested by the Faculty Personnel Committee. Requests for a third- and/or fifth-year review will be stated in the Provost’s counseling letter issued following the faculty member’s second- and/or fourth-year review. The counseling letter will stipulate the date that the Faculty Personnel Information Sheet (Self-Report) and other review materials are to be submitted. Faculty in their third or fifth year also may request a formative review, the extent and due date of which will be determined by the faculty member in consultation with the Provost and Faculty Personnel Committee.

Standards for Reappointment as an Assistant Professor

To merit reappointment as an Assistant Professor, a member of the tenure-track faculty must present evidence documenting:

  1. Effective teaching and the promise of continued progress toward meeting the standards for tenure. Assistant Professors should be building a repertoire of courses and developing their skills in the classroom, laboratory, clinic, or studio. Progress toward meeting the standards for tenure will be shown by increasingly successful teaching performance and increasing independence in meeting the requirements described in Section 3.9.4.
  2. Continuing active engagement with the discipline(s) as evidenced by an emerging agenda of research or creative activity, with evidence of progress toward substantial contributions (usually peer-reviewed) in the discipline during the probationary period.
  3. Effective contributions in service indicating a willingness to contribute substantially in the future.

In addition, to merit a successful reappointment evaluation, the individual must successfully perform the duties and responsibilities of a full-time faculty member (see Section 3.6) and exhibit conduct in accordance with professional standards (see Section 3.5). Unless evidence to the contrary is presented, it will be assumed that the individual is successfully performing assigned duties and has exhibited conduct in accordance with professional standards.

*Portions of this standard are adopted from the University of Redlands Faculty Handbook.

Procedures for Evaluating Tenure-Track Faculty for Reappointment

1. Evaluation File

On or before the published deadline, tenure-track faculty eligible for reappointment shall upload to the online web portal the following materials for inclusion in their Faculty Personnel Committee evaluation file:

  • A completed Faculty Personnel Information Sheet (Self-Report)
  • A current curriculum vitae
  • Course syllabi
  • Products or links to products of scholarly or creative work that the candidate desires to submit to the Committee*

*Physical copies of products of scholarly or creative work not available electronically may be delivered to Academic Affairs for distribution to the Committee.

Academic Affairs will upload to the evaluation file the following materials:

  • Student course evaluations
  • Rating Sheets from peer colleagues and the Student Faculty Board of the department
  • Peer teaching observation reviews

2.         The Faculty Personnel Committee Evaluation

The Faculty Personnel Committee then conducts a thorough review and discussion of the faculty member’s performance in each category of performance based on the content of the evaluation file, which is considered in light of the evaluation criteria set forth in Section 3.9.1, any applicable departmental criteria delineated in an approved memorandum of understanding, and the standards for reappointment as an Assistant Professor set forth above. At the conclusion of its deliberations, the committee will issue a written letter to the Provost that summarizes the faculty member’s performance in each of the three categories of performance and offers a recommendation on whether the faculty member has met the standards for reappointment. For a positive recommendation, the majority of the committee members must vote affirmatively the faculty member has met the applicable standards.

3.         The Provost’s Evaluation

Following receipt and review of the Faculty Personnel Committee’s recommendation, the Provost will examine independently the faculty member’s evaluation file and evaluate the faculty member’s performance in each category of performance, utilizing the evaluation criteria set forth in Section 3.9.1, any applicable departmental criteria delineated in an approved memorandum of understanding, and the standards for reappointment. Based on this evaluation, the Provost will make a determination regarding reappointment.

If the Provost’s decision is to reappoint, the faculty member will be provided a tenure-track contract of employment for the following academic year in accordance with the Academic Affairs calendar. The individual also will receive a counseling letter from the Provost (see Step 4 below).

If the Provost’s decision is non-reappointment, then the individual will receive written notice of non-reappointment in accordance with the provisions of Section 3.13.3.

4.         Counseling Letters

Following a positive reappointment evaluation, the Provost will submit to the faculty member a written summary of the Faculty Personnel Committee’s findings. A copy of the counseling letter will be provided to the faculty member’s Department Chair. The letter will include the committee’s evaluations in each of the three performance categories, as well as clarify expectations and make suggestions on an area(s) to strengthen prior to the faculty member’s next evaluation.

5.         Counseling Sessions

Following issuance of the counseling letter, the Provost and Department Chair will meet with the faculty member to discuss the committee’s findings and counseling letter. During the session, the faculty member will be provided an opportunity to ask for clarification, offer comments or observations, ask for advice, and seek further information that might be relevant.

During the counseling session, the Provost and Department Chair might make comments that interpret, supplement, or go beyond the written summary of the committee’s findings. All involved should clearly differentiate any administrative or personal observations or suggestions from those representing the committee’s views. Probationary faculty should keep in mind that only the committee’s findings as explicitly stated in the counseling letter are directly and ineluctably relevant to future personnel committee recommendations regarding retention, merit, promotion, and tenure.

Following the meeting, the Provost may bring back to the committee questions raised and information gleaned during the counseling sessions, for the committee’s cognizance or response.

3.9.3.2 Evaluation of Visiting Faculty for Reappointment

Visiting Faculty contracts are renewable on an annual basis only to the expiration date of the position approval. Renewal of appointment is preceded by an evaluation by the Faculty Personnel Committee and Provost based on the procedures specified below.

Standard for Reappointment as a Visiting Faculty Member

To merit reappointment, a Visiting Faculty member must present evidence documenting effective teaching and the promise of continued development as a teacher. If the Visiting Faculty member’s appointment contract includes scholarly or creative and service expectations (i.e., an “investment position”), the faculty member also must present evidence of the following:

  • Continuing active engagement with the discipline(s) as evidenced by an agenda of research or creative activity appropriate to the faculty member’s academic rank as a Visiting Faculty member or years of higher education professional experience.
  • Effective service and the promise of continued involvement in each.

In addition, to merit a successful reappointment evaluation, all Visiting Faculty must successfully perform the duties and responsibilities of a full-time faculty member (see Section 3.6) and exhibit conduct in accordance with professional standards (see Section 3.5). Unless evidence to the contrary is presented, it will be assumed that the individual is successfully performing assigned duties and has exhibited conduct in accordance with professional standards.

*Portions of this standard are adopted from the University of Redlands Faculty Handbook.

Procedures for Evaluating Visiting Faculty for Reappointment

  1. Evaluation File

On or before the published deadline, Visiting Faculty members eligible for reappointment shall upload to the online web portal the following materials for inclusion in their Faculty Personnel Committee evaluation file:

  • A current curriculum vitae
  • Course syllabi
  • Products or links to products of scholarly or creative work (if applicable) that the candidate desires to submit to the Committee*

*Physical copies of products of scholarly or creative work not available electronically may be delivered to Academic Affairs for distribution to the Committee.

Academic Affairs will upload to the evaluation file the following materials:

  • Student course evaluations
  • Rating Sheets from peer colleagues and the Student Faculty Board of the department
  • Peer teaching observation reviews

2. The Faculty Personnel Committee Evaluation

The Faculty Personnel Committee then conducts a thorough review and discussion of the faculty member’s performance in each category of performance based on the content of the evaluation file, which is considered in light of the evaluation criteria set forth in Section 3.9.1, any applicable departmental criteria delineated in an approved memorandum of understanding, and the standards for reappointment set forth above. At the conclusion of its deliberations, the committee will issue a written letter to the Provost, which summarizes the faculty member’s performance in each of the three categories of performance and offers a recommendation on whether the faculty member has met the standards for reappointment. For a positive recommendation, the majority of the committee members must vote affirmatively the faculty member has met the applicable standards.

3. The Provost’s Evaluation

Following receipt and review of the Faculty Personnel Committee’s recommendation, the Provost will examine independently the faculty member’s evaluation file and evaluate the faculty member’s performance in each category of performance, utilizing the evaluation criteria set forth in Section 3.9.1, any applicable departmental criteria delineated in an approved memorandum of understanding, and the standards for reappointment. Based on this evaluation, the Provost will make a determination regarding reappointment.

If the Provost’s decision is to reappoint, the faculty member will be provided a term contract of employment for the following academic year in accordance with the Academic Affairs calendar. Faculty who are reappointed will also receive a counseling letter from the Provost (see Step 4 below) summarizing the outcome of the evaluation.

If the Provost’s decision is non-reappointment, then the individual will receive written notice of non-reappointment in accordance with the provisions of Section 3.13.3.

4. Counseling Letters

Following a positive reappointment evaluation, the Provost will submit to the faculty member a written summary of the Faculty Personnel Committee’s findings. A copy of the counseling letter will be provided to the faculty member’s Department Chair. The letter will include the committee’s evaluations in each of the three performance categories, as well as clarify expectations and make suggestions on an area(s) to strengthen prior to the faculty member’s next evaluation.

3.9.4 Evaluation for Tenure

3.9.4.1 Meaning of Permanent Tenure

Tenure is the decision on the part of the University’s Board of Trustees to enter a long-term professional relationship with an eligible tenure-track faculty member who meets the standards for tenure set forth in Section 3.9.4.6 below. Tenure signals a mutual commitment on behalf of Ohio Wesleyan University and the faculty member. For the tenured faculty member, permanent tenure means the opportunity to accept full-time employment in duties appropriate to the individual’s training and experience as a member of the faculty through each successive academic year at a salary within the range for the appointee’s rank as indicated by the announced faculty salary schedule of the University for the particular year. Accordingly, a tenured faculty member’s appointment will be renewed regularly unless or until the faculty member’s death, resignation, retirement, termination of appointment for medical reasons or dismissal for adequate cause, failure to accept an annual written contract within 30 days of receipt from Academic Affairs (see Section 3.3.3), or discontinuance of the individual’s teaching position (see Section 3.13.6).

For the University, the acceptance of tenure by the faculty member is a career-long commitment to the University’s mission and aims, including a willingness to work jointly with faculty colleagues, students, administrators, and members of the University staff for the growth and welfare of the University and student learning. Consequently, a faculty member possessing the rights and privileges of permanent tenure bears the continuing professional responsibility to keep informed in the faculty member’s field, exhibit conduct in accordance with professional ethics standards (see Section 3.5), and render efficient service to the University by fulfilling the customary academic duties of effective teaching, scholarly and creative activities, and service to the University and community as defined in Section 3.6.

A tenured faculty member may be offered and may accept an assignment to administrative duties and position without interrupting or impairing the individual’s tenure status, but tenure shall apply only to rank and service in the faculty. The administrative assignment, however, is subject to change at any time by action of the President.

For a Provost who has received tenure at the time of initial appointment as Provost, the stipulations in the “meaning of permanent tenure” commence when that Provost resigns or is dismissed as Provost and assumes rank and begins service as a tenured faculty member; they do not apply when that person holds the office of Provost.

3.9.4.2 Eligibility for Tenure — The Probationary Period

The probationary period is the time when a faculty member holds a full-time, tenure-track appointment leading up to and including the tenure decision. It provides tenure-track faculty members the time necessary to demonstrate that they have met the standards for tenure (see Section 3.9.4.4) while giving faculty and administrative colleagues the opportunity to observe and evaluate their performance.

The Length of the Probationary Period

As a general rule, the probationary period extends for six years unless it is reduced by the Provost, in consultation with the Faculty Personnel Committee, in recognition of prior teaching or relevant professional experience at another institution. In addition, prior full-time faculty service in a Visiting Faculty position at Ohio Wesleyan may be credited if the faculty member is awarded a tenure-track appointment pursuant to Section 3.2.1.2 above. The probationary period, however, normally may not be reduced to fewer than four years of a full-time teaching appointment at the University. Exceptions, however, may be approved by the Provost upon the candidate’s request and after receiving and considering a recommendation from the Faculty Personnel Committee and the department affected. The precise terms of any credit given for previous experience and the consequent length of the probationary period to be served at the University will be specified in a tenure-track faculty member’s contract.

The probationary period may not exceed six years at the University except in extraordinary circumstances with the concurrence of the faculty member and the Provost as set forth in Section 3.9.4.3. Any extension of the probationary period beyond six years requires the written agreement of both the tenure-track faculty member and the Provost that the extension does not de facto confer tenure upon the faculty member.

3.9.4.3 Extending the Probationary Period

A tenure-track faculty member has the option to formally request a one-year extension of the probationary period for leaves of absence allowed by applicable law or University policy (e.g., the Family Medical Leave Act, Parental Leave, etc.). The option of a one-year extension will be independent of a request for a leave of absence. A faculty member who is a member of the U.S. military and is called to active duty also is entitled to an extension of the probationary term in accordance with the Uniformed Services Employment and Reemployment Rights Act (USERRA).

In addition to the above, a one-year extension of the probationary period may be granted by the Provost on a discretionary basis where extraordinary circumstances significantly impact the faculty member’s progress toward tenure. Such circumstances may include, but are not limited to, environmental disasters or disruptions, pandemics, resident status issues, or other extraordinary incidents or conditions beyond the control of the faculty member that result in a fundamental alteration of the faculty member’s professional life.

Length of Extension

For all requests other than USERRA, the length of the extension, if granted by the Provost, is one academic year. A tenure-track faculty member may request to extend the probationary period twice, resulting in no more than a two-year extension of the probationary period.

For USERRA-related requests, the extension will last for the duration of the active-duty assignment, rounded to the nearest year, but will not exceed the extension period provided by USERRA. For example, an active-duty assignment lasting four to 15 months will earn a one-year extension and 16 to 27 months will earn a two-year extension. This extension will be granted automatically upon the faculty member’s written notification to the Provost.

Extension Request and Review Procedures

A tenure-track faculty member seeking an extension of the probationary period must submit a written request to the Provost with a copy to the faculty member’s Department Chair and, if applicable, comply with the University’s procedures for requesting leave (e.g., providing medical certification). Except in situations of medical emergencies, USERRA-related leave, or extraordinary circumstances, the request should be submitted prior to the tenure-track faculty member’s final year of the probationary period.

Leaves of absence required by applicable law or University policy will be granted by the Provost upon receipt of satisfactory documentation. For all other requests, the decision to extend the probationary period is at the discretion of the Provost. If approved, the specific details, conditions, and time frame will be stated in writing by the Provost.

Tenure expectations for a tenure-track faculty member who extends the probationary period are the same as the expectations for a faculty member who has not extended the probationary period. Moreover, an extension to the probationary period shall not be grounds for a claim of de facto tenure by the faculty member.

A previously granted extension will be reversed upon the faculty member’s written request. Such a request must be made in writing to the Provost preceding the requested tenure consideration date. Once such a reversal is requested in writing by the faculty member, the extension will be reversed automatically.

3.9.4.4 Early Review for Tenure

Early reviews for tenure are encouraged only in cases where the candidate is making unusually rapid progress toward satisfying the standards for tenure as outlined in Section 3.9.4.6 below. A candidate’s written request to be considered early for tenure must be submitted to the Faculty Personnel Committee and Provost before the end of the fall term prior to the fall term in which the review is conducted. The candidate’s written request should include a brief summary of the special circumstances that the faculty member believes warrant awarding tenure earlier than the completion of the minimum probationary period.

If approved, the candidate will go through the normal tenure review process (see Section 3.9.4.7 below). Once an early tenure review is approved by the Chair of the Faculty Personnel Committee and Provost, the newly scheduled tenure review will be considered a mandatory review. An early review that is unsuccessful because of withdrawal by the candidate or denial of tenure will result in a terminal-year appointment.

3.9.4.5 Attainment of Permanent Tenure

The granting of tenure at Ohio Wesleyan is not automatic; it is the result of a considered judgment that the faculty member will make a significant, long-term contribution to the fulfillment of the University’s mission and aims and is awarded affirmatively by the Board of Trustees.

When it is the intention of the University that a tenure-track faculty member will not be granted tenure at the end of the individual’s probationary period, it shall notify the faculty member in writing of this intent no later than the date of Commencement at the close of the academic year that completes the probationary period. Notification of nonrenewal is to be accompanied by an offer of a one-year terminal contract as described in Section 3.3.1.

3.9.4.6 Standards for Tenure

To be eligible for tenure, the candidate must possess the appropriate highest degree in the field (normally the Ph.D.) or equivalent tested experience. In addition to the academic credentials, eligible candidates for tenure will be expected to demonstrate, over the duration of the probationary period and by virtue of the evidence submitted:

  1. Effective, high-quality performance in teaching across the range of assigned courses or labs. The candidate also will display the promise of continued development as a teacher.
  2. A record of an ongoing disciplinary research or creative activity agenda, with evidence of completed products or performances of sufficient quality and quantity to have received favorable peer review or critique by individuals qualified to judge the product. To merit appointment as Associate Professor, candidates also must display the promise of continued engagement with their field(s) so as to develop toward meeting the standards for promotion to Professor.
  3. A record of effective and continuing service to the University or community.

In addition to the above, a candidate is expected to successfully perform assigned duties (see Section 3.6) and exhibit conduct in accordance with professional standards (see Section 3.5). Unless evidence to the contrary is presented, it will be assumed that the candidate is successfully performing assigned duties and has exhibited conduct in accordance with professional standards.

*Portions of this standard are adopted from the University of Redlands Faculty Handbook.

3.9.4.7 Tenure Evaluation Procedures

1. Evaluation File

On or before the published deadline, the candidate for tenure shall upload to the online web portal the following materials for inclusion in their Faculty Personnel Committee evaluation file:

  • A completed Faculty Personnel Information Sheet (Self-Report)
  • The tenure narrative
  • A current curriculum vitae
  • Course syllabi
  • Products or links to products of scholarly or creative work that the candidate desires to submit to the Committee*

*Physical copies of products of scholarly or creative work not available electronically may be delivered to Academic Affairs for distribution to the Committee.

Academic Affairs then will upload to the evaluation file the following materials:

  • Student course evaluations
  • Rating sheets from peer colleagues, Student Faculty Board, and graduated students
  • Peer teaching observation reviews
  • Optional external letters

2. The Faculty Personnel Committee Evaluation

The Faculty Personnel Committee then conducts a thorough review and discussion of the faculty member’s performance in each category of performance based on the content of the evaluation file, which is considered in light of the evaluation criteria set forth in Section 3.9.1, any applicable departmental criteria delineated in an approved memorandum of understanding, and the standards for tenure (see Section 3.9.4.5). At the conclusion of its deliberations, the committee will issue a written letter to the Provost indicating whether the faculty member has met the performance standards for tenure and promotion to Associate Professor, including a recommendation as to whether tenure and promotion should be granted or denied. For a positive recommendation, the majority of the committee members must vote affirmatively the faculty member has met the applicable tenure standards.

3. The Provost’s Evaluation

Following receipt and review of the Faculty Personnel Committee’s recommendation, the Provost will independently examine the faculty member’s evaluation file and evaluate the faculty member’s performance in each category of performance, utilizing the evaluation criteria set forth in Section 3.9.1, any applicable departmental criteria delineated in an approved memorandum of understanding, and the performance standards for tenure. Based on this evaluation, the Provost will make a decision on whether to recommend to the President the candidate for tenure and promotion to Associate Professor.

When the Provost’s recommendation disagrees with the Faculty Personnel Committee’s recommendation, the Provost’s letter to the President will include an explanation of the specific reasons for the differing recommendation.

4. The President’s Evaluation

The President shall receive the faculty member’s evaluative file from the Provost, along with the recommendations of the Faculty Personnel Committee and the Provost, and make a decision on tenure. The President’s decision will be based on an independent assessment of the faculty member’s performance in each category of performance, utilizing the evaluation criteria set forth in Section 3.9.1, any applicable departmental criteria delineated in an approved memorandum of understanding, and the standards for tenure.

Final authority rests with the President on a negative tenure decision, whereas the awarding of tenure and promotion to Associate Professor requires concurrence by the Board of Trustees.

The Provost shall communicate the final decision in writing to the candidate, the Department Chair, and the Faculty Personnel Committee. Before doing so, the Provost may inform the candidate of the decision orally. In every case, notification will be confirmed in writing by the Provost of final action by the Board of Trustees.

3.9.4.8 Procedures for Reviewing a Successful External Candidate for Tenure

The University reserves the right, in exceptional cases, to grant tenure to an incoming member of the faculty at the time of initial appointment. This departure from the usual practice is justified only on the basis of extensive prior experience – including a successful tenure review at a comparable accredited four-year college or university – and in consideration of the position to which the person is being appointed (e.g., an endowed chair or other comparable senior position).

In such cases, the Provost will consult with the search committee in determining whether to recommend that tenure accompany the appointment. If, after such consultation, the Provost recommends the external candidate for tenure, the Provost will submit the nomination to the Faculty Personnel Committee. Such nomination will be accompanied by supporting documents including, but not limited to:

  1. The candidate’s curriculum vitae.
  2. Documentation that the candidate was granted tenure at a comparable accredited four-year college or university.
  3. Evidence that the candidate meets the standards for tenure (see Section 3.9.4.6). At minimum, this should include evidence of teaching effectiveness (e.g., course syllabi, student course ratings, classroom observation reports), a record of scholarly or creative contributions, service activities, and three letters of recommendation from professional colleagues who can speak to the candidate’s qualifications for tenure upon appointment.

Other supporting evidence may be requested from the candidate by the Provost or the Faculty Personnel Committee as deemed necessary.

The department with which the candidate would be associated will review the submitted documents and in writing recommend to the Faculty Personnel Committee either granting or not granting tenure.

The Faculty Personnel Committee will review the submitted documents, receive and consider the department’s recommendation, and make to the Provost and President its recommendation regarding the granting of tenure to the candidate. A positive recommendation to grant tenure will be accompanied by a recommendation regarding faculty rank. The rank normally will be the highest rank the candidate has achieved at the institution where the individual was tenured originally.

The Provost will make a written recommendation to the President, who in turn will make a written recommendation to the Board of Trustees. Neither the Provost nor President shall be bound to accept the recommendation of the Faculty Personnel Committee, but in making a recommendation shall be governed by the same criteria and standards as agreed upon jointly by the Administration and the Faculty.

3.9.4.9 Procedures For Reviewing a Successful External Provost Candidate for Tenure

1.     An external candidate for Provost who has been selected by the Provost Search Committee to be offered the Provost’s position may be nominated for tenure by the Provost Search Committee, provided that candidate meets the following eligibility requirements:

a.     The candidate has been granted tenure as a member of the full-time faculty at an accredited four-year residential institution of higher learning.

b.     The candidate can be assigned to an existing department or program as a potential member of its full-time faculty.

2.     The committee’s nomination must be submitted to the Faculty Personnel Committee, and accompanied by supporting documents including, but not limited to:

a.     The candidate’s curriculum vitae.

b.     Documentation that the candidate was granted tenure at the institution specified in 1.a. above.

c.     A brief summary of the candidate’s teaching experience, including a list of courses taught.

d.     If it is not obvious, the department or program with which the candidate could be associated.

3.     The department or program with which the candidate would be associated will review the submitted documents and in writing recommend to the Faculty Personnel Committee either granting or not granting tenure.

4.     The Faculty Personnel Committee will review the submitted documents, receive and consider the department’s (or program’s) recommendation, and make to the President its recommendation regarding the granting of tenure to the candidate. A positive recommendation to grant tenure will be accompanied by a recommendation regarding faculty rank and department or program affiliation. The rank will normally be the highest rank the candidate has achieved at the institution originally tenured.

5.     The President will make a written recommendation to the Board of Trustees. The President shall not be bound to accept the recommendation of the Faculty Personnel Committee, but in making a recommendation to the Board of Trustees shall be governed by the same criteria as agreed upon jointly by the Administration and the Faculty.

3.9.5 Evaluation for Promotion

3.9.5.1 Standards for Promotion in Rank

To receive promotion in rank, it must be demonstrated that the candidate, by virtue of the evidence submitted, meets the applicable standards for promotion, as specified below.

Transition to Assistant Professor

Members of the tenure-track faculty with the rank of Instructor will be immediately advanced to Assistant Professor upon attainment of the appropriate highest terminal degree in their field (normally the Ph.D.) or equivalent tested experience. Assistant Professors are expected to meet or exceed the standards for reappointment as set forth in Section 3.9.3 above.

Promotion to Associate Professor

Tenure-track faculty members with the rank of Assistant Professor will be promoted to Associate Professor upon the attainment of permanent tenure in accordance with the evaluation procedures set forth in Section 3.9.4, provided they have the appropriate highest degree in their field (normally the Ph.D.) or equivalent tested experience.

Visiting Faculty are not eligible for promotion to Associate Professor.

Promotion to Full Professor

Once members of the full-time tenure-track faculty have completed four years of successful college teaching at the rank of Associate Professor, they will be reviewed for promotion to Full Professor in their fifth year, unless they opt-out of consideration. In subsequent years, members of the full-time tenure-track faculty must apply to the Faculty Personnel Committee in writing by the end of the second week of the fall term of the year of the review.

Members of the full-time tenure-track faculty may not become candidates for promotion to Full Professor if a) they were a candidate for promotion in the previous year, b) they do not have the appropriate highest degree in their field (normally the Ph.D.) or equivalent tested experience, or c) they have not completed at least two years at Ohio Wesleyan University. Candidates for promotion to Full Professor will be considered according to the qualitative criteria contained in Section 3.9.1.  

In addition to the eligibility requirements above, to merit advancement to the rank of Full Professor, the candidate must present evidence documenting:

  1. Evidence of continued effectiveness in teaching across the range of assigned courses. Professors are expected to display a continuing high level of performance in their classes, as well as remain committed to their continuing development as teachers.
  2. A record of an ongoing scholarly or creative activity agenda since having successfully been promoted to the rank of Associate Professor, with evidence of completed products or performances of sufficient quality and quantity to have received favorable peer review or critique by individuals qualified to judge the product. To merit appointment as Full Professor, candidates also must display active engagement within the discipline at a professional level since having been promoted successfully to the rank of Associate Professor.
  3. A record of sustained, significant, and effective service to the University or community, especially in a leadership role since having been promoted successfully to the rank of Associate Professor.

In addition to the above, a candidate is expected to perform successfully the duties of the faculty (see Section 3.6) and exhibit conduct in accordance with professional standards (see Section 3.5). Unless evidence to the contrary is presented, it will be assumed that the candidate is successfully performing assigned duties and has exhibited conduct in accordance with professional standards.

*Portions of this standard are adopted from the University of Redlands Faculty Handbook.

3.9.5.2 Procedures for Evaluating Promotion to Full Professor

1. Evaluation File

On or before the published deadline, Associate Professors eligible for promotion to Full Professor shall upload to the online web portal the following materials for inclusion in their Faculty Personnel Committee evaluation file:

  • A completed Faculty Personnel Information Sheet (Self-Report)
  • The promotion narrative
  • A current curriculum vitae
  • Course syllabi
  • Products or links to products of scholarly or creative work that the candidate desires to submit to the Committee*

*Physical copies of products of scholarly or creative work not available electronically may be delivered to Academic Affairs for distribution to the Committee.

Academic Affairs will upload to the evaluation file the following materials:

  • Student course evaluations
  • Rating sheets from peer colleagues and the Student Faculty Board
  • Peer teaching observation reviews
  • Optional external letters

2. The Faculty Personnel Committee Evaluation

The Faculty Personnel Committee then conducts a thorough review and discussion of the faculty member’s performance in each category of performance based on the content of the evaluation file, which is considered in light of the evaluation criteria set forth in Section 3.9.1, any applicable departmental criteria delineated in an approved memorandum of understanding, and the standards for promotion to Full Professor (see Section 3.9.5.1). At the conclusion of its deliberations, the committee will issue a written letter to the Provost indicating whether the faculty member has met the requirements for promotion to Full Professor, including a recommendation as to whether the promotion should be granted or denied. For a positive recommendation, the majority of the committee members must vote affirmatively the faculty member has met the applicable standards for Full Professor.

3. The Provost’s Evaluation

Following receipt and review of the Faculty Personnel Committee’s recommendation, the Provost will independently examine the faculty member’s evaluation file and evaluate the faculty member’s performance in each category of performance, utilizing the evaluation criteria set forth in Section 3.9.1, any applicable departmental criteria delineated in an approved memorandum of understanding, and the standards for Promotion to Full Professor. Based on this evaluation, the Provost will make a written recommendation on promotion to the President.

When the Provost’s recommendation disagrees with the Faculty Personnel Committee’s recommendation, the Provost’s letter to the President will include an explanation of the specific reasons for the differing recommendation.

4. The President’s Evaluation

The President shall receive the faculty member’s evaluative file from the Provost, along with the recommendations of the Faculty Personnel Committee and the Provost, and make a decision on the promotion. The President’s decision will be based on an independent assessment of the faculty member’s performance in each category of performance, utilizing the evaluation criteria set forth in Section 3.9.1, any applicable departmental criteria delineated in an approved memorandum of understanding, and the standards for Promotion to Full Professor.

Final authority rests with the President on a negative promotion decision, whereas the awarding of promotion to Full Professor requires concurrence by the Board of Trustees.

The Provost shall communicate the final decision in writing to the candidate, the Department Chair, and the Faculty Personnel Committee. Before doing so, the Provost may inform the candidate of the decision orally or invite the Department Chair to do so. In every case, notification will be confirmed in writing by the Provost of final action by the Board of Trustees.

5. Counseling Letters

A counseling letter is provided by the Provost to candidates who are not recommended for promotion from Associate to Full Professor. The goal of the letter is to clarify expectations and to make suggestions on an area(s) to strengthen prior to the next promotion review.

3.9.6 Evaluation for Merit Salary Increments

Merit salary increment evaluations for all full-time faculty are conducted according to the following schedule:

  • Tenure-Track Faculty: Tenure-Track Faculty will be evaluated for merit increment in the fourth year of full-time service at Ohio Wesleyan and every three years thereafter.
  • Tenured Faculty: Tenured Faculty will be evaluated for merit increment every three years.
  • Visiting Faculty: Visiting Faculty will be evaluated for merit increment every three years.

Merit is evaluated by the Faculty Personnel Committee and Provost based upon the evaluation criteria in Section 3.9.1 applicable to the faculty member’s appointment category (i.e., Tenure Line or Visiting), as well as any departmental criteria delineated in an approved memorandum of understanding. In addition, deficient or unproductive performance in any one area may affect overall salary merit determination negatively in a given year.

Faculty who do not submit a Self-Report report in accordance with the evaluation schedule above are not eligible for a merit increase.

Procedures for Evaluating Full-Time Faculty for Merit Increment

1. Evaluation File

On or before the published deadline, full-time faculty eligible for a salary merit increment shall upload to the online web portal the following materials for inclusion in their Faculty Personnel Committee evaluation file:

  • A completed Faculty Personnel Information Sheet (Self-Report)
  • A current curriculum vitae
  • Course syllabi
  • Products or links to products of scholarly or creative work that the candidate desires to submit to the Committee*

*Physical copies of products of scholarly or creative work not available electronically may be delivered to Academic Affairs for distribution to the Committee.

Academic Affairs then will upload to the evaluation file the following materials:

  • Student course evaluations
  • Rating Sheets from peer colleagues and the Student Faculty Board of the department
  • Peer teaching observation reviews

2. The Faculty Personnel Committee Evaluation

The respective members of the Faculty Personnel Committee independently evaluate the faculty member’s performance since the last merit cycle (or initial appointment) in each of the three categories of performance – teaching, scholarly or creative work, and University and community service – based on the information in the faculty member’s Faculty Personnel Committee evaluation file, utilizing the evaluation criteria in Section 3.9.1 (and any applicable departmental criteria delineated in an approved memorandum of understanding). The committee member then provides a score for each candidate evaluated for merit up to 60 points in teaching, up to 30 points in scholarship, and up to 10 points in service. The scores are summed for each candidate (max score = 100) and then averaged across the members of the Committee. These averages serve as a starting point for discussion of the level of merit to award to each faculty member in the cohort. After discussion, the Faculty Personnel Committee votes on the level of merit to award to each faculty member, with majority votes determining the award level.

Once final merit ratings are assigned for each faculty member in the cohort, the Faculty Personnel Committee submits the individual ratings to the Provost.

3. Awarding of Merit Pay

Following receipt and review of the Faculty Personnel Committee’s summary of each faculty member’s level of achievement in each category, the Provost will review the summary for the cohort to determine that both the University’s procedures were followed and that all categories of faculty performance were considered in the evaluation. If the summary of levels of achievement is accepted, the Provost will approve the summary. If the Provost has any concerns, the Provost will consult with the Faculty Personnel Committee before making a final determination on a faculty member’s merit award level.

When the process is completed, the Provost issues a letter to the faculty member evaluated advising of the outcome of the evaluation. If merit was not awarded, the Provost’s letter will clarify expectations and make suggestions on an area(s) to strengthen.

3.9.7 Confidentiality of the Evaluation System

To preserve the integrity of the evaluation process, those who are involved in it are expected to conduct themselves in accordance with standards of professionalism and confidentiality. Evaluations should express judgments about a faculty member’s performance, using the principles of equity, which consider each faculty member’s unique talents, abilities, and accomplishments in relation to the University’s established criteria and standards for personnel decisions.

Confidentiality of Faculty Personnel Committee Minutes

Free and candid deliberation is an essential element in an effective system of faculty evaluation and development. As the organ of the Faculty most especially charged with responsibility for evaluation, the Faculty Personnel Committee enjoys fully protected confidentiality in its deliberations.

To assure preservation of proper confidentiality for the Faculty Personnel Committee, the minutes of the Faculty Personnel Committee are held in strictest confidence. They are open to only the Provost, members of the Faculty Personnel Committee, and the President.

The University may permit access to and copying from the minutes of the Faculty Personnel Committee pursuant only to a lawful subpoena or warrant relevant to investigations, hearings, or other proceedings, or in response to a discovery request by an agency, or in litigation. Such records also may be disclosed to legal counsel as needed. The Provost or an agent of the Provost must notify in writing the chair of the current Faculty Personnel Committee whenever the minutes of that body have been lawfully requested, provided that such disclosure is not legally prohibited.

Confidentiality of Peer Rating Sheets

The review process depends upon candid, honest, and thorough peer evaluations. To maintain the collegial working relationships of departments that might be placed at risk should the contents of individual peer rating sheets be disclosed, the University expects the authors of all peer rating sheets to treat those evaluations as confidential, to be read only by the Faculty Personnel Committee, the Provost, the President, and (very rarely) the Academic Affairs Committee of the Board of Trustees. Such records also may be disclosed to legal counsel as needed.

The University will preserve the confidentiality of peer rating sheets to the extent permitted under law. Faculty members should be advised, however, that should a review eventuate in a legal action, the University may be required to disclose the contents of evaluation files (both current and archival), including confidential peer rating sheets, to parties to the litigation.

 

3.10 Faculty Professional Development

3.10.1 Sabbatical Leave

The purpose of the sabbatical leave program is to provide tenure-line faculty the opportunity to pursue scholarly, creative, or pedagogical activity that will contribute to their effectiveness as teaching scholars. A sabbatical leave is an investment in the future granted to tenure-line faculty who meet the eligibility requirements set forth below.

Eligibility

a.     Tenure-Track Faculty

Tenure-track faculty appointed without prior service credit are eligible for a one-semester pre-tenure sabbatical leave with pay in their fourth year of full-time service at the University following a successful retention review in their third year. Eligibility and scheduling of leaves for faculty who come to the University with one to two years of prior teaching experience will be determined at the time of initial appointment to the University. A faculty member granted three or more years of credit toward the probationary period for tenure at the time of initial appointment to the University is not eligible for the pre-tenure sabbatical leave. Moreover, a pre-tenure sabbatical leave may not be taken by a faculty member with a terminal contract.

Tenured members of the faculty who do not receive a pre-tenure sabbatical leave are eligible for a one-semester post-tenure sabbatical leave with pay after they have served with the University for a period of six years as a full-time faculty member.

b.     Tenured Faculty

Tenured faculty members are eligible for a one-semester sabbatical leave with pay in the sixth year of full-time service at the University following their previous post-tenure or pre-tenure sabbatical leave. A tenured faculty member in the last regular year of service at the University is eligible for the leave during the first semester only. Faculty will be ineligible for a sabbatical leave until a report documenting the previous leave semester is submitted to Academic Affairs and the Faculty Personnel Committee.

In the event a tenured faculty member elects not to take advantage of the eligibility for a sabbatical leave after six years of teaching at the University, the faculty member may elect to apply any year thereafter.

Procedures

Scholarly, creative, or pedagogical efforts are fundamental to faculty work and are intimately related to teaching and the character of the University. As such, these efforts should be shared and celebrated.

To ensure that the faculty member’s department has sufficient time to plan how to meet student needs during the leave and to verify eligibility, faculty should declare to Academic Affairs the semester they will take their leave on or before October 1 of the academic year prior to the beginning of the leave. If the Provost has concerns regarding whether eligibility requirements have been met, the Provost will consult with the Faculty Personnel Committee and faculty member to discuss the concerns.

Eligible faculty should submit a brief written description or abstract of their sabbatical plans to Academic Affairs three months before the beginning of the leave. The descriptions or abstract should include any budget requirements and detail contingencies (such as pending grant proposals, fellowships, etc.) that may affect the plan. Faculty are urged to update the sabbatical description or abstract if significant amendments arise. At the beginning of the semester the leave will be taken, the Provost will circulate proposed sabbatical plans so that members of the OWU community are aware of these vital efforts. Finally, faculty will have the opportunity to share sabbatical efforts upon their return to campus.

The teaching load during the academic year the leave is taken will be no less than three unit courses or the equivalent, except where adjustments must be made for Department Chairs or for other special duties. Course adjustments should seek to minimize the impact on course options for students.

Obligations and Conditions

Acceptance of a sabbatical leave entails the following obligations and conditions:

  1. Faculty should pursue the sabbatical leave project, as originally defined, or as amended. If significant changes to the plan occur during the sabbatical leave, faculty may amend the plan. To maximize the opportunity to focus on the leave semester activity, faculty, to the degree possible, are encouraged not to serve as the instructor of record for a course while on leave (including independent studies, directed readings, and internships) or carry service duties such as serving department chair or serving as a member or chair of a faculty committee. Similarly, faculty on leave normally may not accept full-time employment elsewhere. If full-time employment is a necessary component of the leave-semester activity, this must be disclosed to the Provost in advance of the leave semester.
  2. Faculty members are expected to take the approved leave as scheduled unless extraordinary circumstances require a change. Any change to an approved leave schedule requires written approval of the Provost, who will consult with the faculty member’s Department Chair to determine the impact of a change.
  3. Submission of a complete report of the sabbatical leave semester activity within the first five weeks of the following semester to the Faculty Personnel Committee and Academic Affairs. Academic Affairs will share the report with the campus community upon receipt. This report will be considered in the next review of the faculty member. Faculty will be ineligible for a subsequent Sabbatical Leave until a report of the leave semester is submitted to the Faculty Personnel Committee and Academic Affairs.
  4. Continued full-time service to the University for at least one year after returning from the leave, unless other arrangements due to individual circumstances are agreed to in writing by the parties, or the faculty member is prevented by illness or disability from returning12.

3.10.2 Special Released Time for Scholarly Production

The purpose of the special scholarly leave program is to encourage eligible tenured faculty members to participate in grant-supported research or outstanding creative endeavors that require rigorous time commitments. The program is administered by the Provost in consultation with the Faculty Personnel Committee.

Program Funding

The special scholarly leave program is funded annually as part of the University’s budget process. In preparation of the University budget, certain professional development monies are set aside in a special account for the express purpose of encouraging tenured faculty members with recognized expertise to enter into grant-supported research or outstanding creative endeavors requiring rigorous commitments. These funds shall be adequate to replace a recipient’s current salary.

Eligibility

Support under the program is reserved for major and unique projects and must meet the following criteria:

1.     Normally, consideration will be given to those tenured faculty who have invested at least two years in their projects.

2.     The project must hold promise for significant contribution to the University Community.

3.     The project must entail commitment to responsibilities, duties, time schedules, or other obligations that cannot be accommodated within the framework of the University’s regular sabbatical leave program.

It shall be understood that applicants holding grants will not seek paid leave in violation of the conditions of their grants.

Procedures

Application for support shall be made jointly by the tenured faculty member and the Department Chair. They will submit to the Provost and Faculty Personnel Committee, on or before September 1 of the academic year preceding the leave, a statement indicating the special nature of the proposed activity, the unique conditions requiring special leave, and a plan setting forth the time span for which the request is made, as well as a proposal for coverage of teaching and other responsibilities.

Applications will be considered jointly by the Provost and Faculty Personnel Committee. If the Provost and Faculty Personnel Committee are in agreement that the leave should be approved, the Provost will issue a written recommendation to the President for final approval. If the Provost and Faculty Personnel Committee do not agree that the leave should be approved, the Provost and Faculty Personnel Committee shall issue separate written recommendations to the President, whose decision is final.

Obligations and Conditions

Acceptance of a special scholarly leave entails the following obligations and conditions:

1.     Faculty should pursue the leave project. To maximize the opportunity to focus on the leave activity, faculty, to the degree possible, are encouraged not to serve as the instructor of record for a course while on leave (including independent studies, directed readings, and internships) or carry service duties such as serving department chair or serving as a member or chair of a faculty committee. Similarly, faculty on leave normally may not accept full-time employment elsewhere. If some employment is a necessary component of the leave-semester activity, this must be detailed in the faculty member’s leave proposal.

2.     Submission of a complete report of the leave-semester activity to the Faculty Personnel Committee within the first five weeks of the following semester. This report will be considered in the next review of the faculty member.

3.     Continued full-time service to the University for at least one year after returning from the leave unless other arrangements are agreed to in writing by the parties.

3.10.3 Retraining Leaves

Upon application, tenured and tenure-track faculty members may be granted up to one year of paid leave to undergo professional retraining to equip them to take on new assignments that contribute to, or are the result of, a reduction in faculty positions (see Section 3.13.6).

Upon receipt of the faculty member’s application, the Provost shall consult with the potential receiving department(s) to determine whether a limited period of additional training (i.e., one year or less) would lead to acceptance of the faculty member in the department(s). In arriving at a recommendation, the Provost and department(s) must determine whether the faculty member, after receiving training, will be qualified to teach courses within the receiving department and will be able to meet any applicable accreditation guidelines with respect to faculty credentials or tested experience (see Section 3.4.5 – Faculty Qualifications). If the Provost, after consultation with the affected department(s), determines that a limited period of additional training would lead to acceptance of the faculty member in another department(s), the Provost will recommend such leave to the Faculty Personnel Committee, which shall consult as necessary with the Academic Planning and Allocation Committee and forward a recommendation to the President for final action. The decision of the President is final.

Any retraining permitted by such leaves shall be counted in faculty personnel evaluations as enhancement of the individual’s expertise and credited under teaching, professional development, and/or service as appropriate and agreed upon at the time the leave is granted.

3.10.4 Academic Leave Without Pay

The University recognizes that under some circumstances, extended faculty leaves can benefit both the individual faculty member and the institution.

Leave Request

Requests for academic leaves without pay shall be made in writing to the Provost on or before September 1 of the academic year prior to the beginning of the leave. The faculty member’s application must include a short description of the activity to be pursued during the leave; a statement on how the leave will impact the faculty member’s scholarly, creative, or pedagogical work (i.e., goals and objectives); and a clear indication of the length of the proposed leave.

Upon receipt of the request, the Provost will solicit a written recommendation from the affected department(s). The department’s recommendation and the faculty member’s leave request then will be submitted to the Faculty Personnel Committee, which, in turn, shall issue a written recommendation on the request to the Provost. In its deliberations, the committee and Provost will consider the costs and benefits of the leave to the University, including both tangible and intangible consequences. The Provost, in turn, will issue a written recommendation to the President. When the Provost’s recommendation disagrees with the Faculty Personnel Committee’s recommendation, the Provost’s letter to the President will include an explanation of the specific reasons for the differing recommendation. Upon receipt of the written application and the Faculty Personnel Committee and Provost’s respective recommendations, the President will issue a final decision on the application. The decision of the President is final. If the President does not accept the committee’s recommendation, the President will convey the reasons to both the applicant and the committee chair.

Length of Leave and Benefits

Academic leaves without pay are limited to one year in duration. Requests beyond one year require special justification and unusual circumstances, such as those that result in exceptional professional opportunities for the faculty member or those that clearly benefit the University. They may involve gainful employment in the academic world or elsewhere, retraining, or professional development.

During the leave, the faculty member will continue to accrue step increases to base salary and accumulate service toward promotion to Professor if the leave activities have been approved in advance by the Provost, Faculty Personnel Committee, and President as bona fide professional development. Time toward tenure, however, will not accrue. Moreover, the leave of absence shall defer eligibility for regular paid (sabbatical) leave by an equivalent period. Tuition benefits will be provided by the University as usual unless tuition is provided to the faculty member by another employer. Eligibility to continue participation in and election of group life and health insurance benefit plans while on the approved leave of absence is governed by the insurance plan or policy. Payment of premiums for such plans is normally the faculty member’s responsibility during the leave. When a faculty member will be on leave during any part of the following academic year, the individual should contact Human Resources to discuss benefit eligibility and other related matters.

Return From Leave

Faculty members on leave for a year or more must notify the Provost at least 11 months prior to the beginning of the semester of scheduled return from leave as to whether they are returning to the University. The Provost will provide a reminder of that obligation and notice of the impending deadline 30 days prior to the deadline. Failure to respond by the deadline will be treated as a resignation from the faculty effective at the end of the contract period. The position occupied by the faculty member will be considered vacated immediately. Although that resignation will serve to vacate the position immediately, the faculty member will continue to receive until the end of the contract year the same tuition benefits as described above (unless they are being provided to the faculty member by another employer).

3.10.5 Individual Professional Development Accounts

Ohio Wesleyan University provides each full-time member of the faculty with an individual professional development account (IPDA). The funds in each IPDA are intended to support the professional development of each faculty member throughout their career. The University annually makes available an allotment of funds for deposit in each IPDA. Funds carry over from year to year. Faculty may use these funds without application or prior approval for allowed expenses as set forth in Professional Development Policy13. IPDA balances for retiring faculty are returned to the University. Please refer to the Professional Development Policy for additional information.

 

3.11 Faculty Awards

3.11.1 The Welch Meritorious Teaching Award

a.   Background

The Bishop Herbert Welch Meritorious Teaching Award was established in 1962-1963 by the New York Alumni Association for the purpose of recognizing outstanding teachers at Ohio Wesleyan University. The award is made annually to one recipient chosen by the Faculty Personnel Committee and is accompanied by a stipend to be provided by the New York Alumni Association. All full-time faculty members on regular appointment are eligible to be nominated. The basis for selection is distinguished service in teaching that has made significant contribution to the academic climate at Ohio Wesleyan University. Persons who have received the award once are not eligible to receive it a second time.

b.   Criteria for Selection

  1. Recipients shall have demonstrated distinguished service in teaching that has made significant contribution to the academic climate at Ohio Wesleyan University.
  2. The Meritorious Teacher shall:
    1. Possess a comprehensive, scholarly knowledge of their field and an abiding interest in the area of study.
    2. Organize and present their subject matter effectively, so that what is taught is consistent with the objectives of the course and is related to other fields of learning and human activity.
    3. Stimulate thinking and develop understanding in such a way that students are challenged to critical thinking and self-directed interest in the field of knowledge.
    4. Arouse student interest by making the subject matter relevant and significant to them in personal terms and in relation to their educational purposes.
    5. Make good use of human and material resources that are available to the course and the specific class or situation.
  3. Other factors that may be pertinent:
    1. Assistance to students involving individual and group problems.
    2. Contribution to research and publication in the area of subject matter taught.
    3. Participation in professional organizations or groups.
    4. Contribution to the development of their department, or the University.
    5. Participation in worthy student and community activities.

c.   Method of Selection

  1. The Faculty Personnel Committee shall recommend to the President a recipient of the award in any given year. Members of the Committee and faculty spouses of members shall not be eligible.
  2. By means of an appropriate general announcement, faculty, staff, students, and alumni may suggest candidates to the Faculty Personnel Committee.

3.11.2 The Sherwood Dodge Shankland Award for Encouragement of Teachers

a.   Background

The Sherwood Dodge Shankland Award for Encouragement of Teachers was established in 1963-1964 by Mr. and Mrs. William H. Ryan of Sacramento, California, to identify, encourage, and honor Ohio Wesleyan faculty members with high potential as teachers. The award will consist of a cash grant and a certificate, and will be made at Commencement or other appropriate ceremony.

Candidates for the award must have been full-time members of the Ohio Wesleyan teaching faculty for at least three years prior to the year of selection, and have had less than 10 years of total experience in the teaching field, including public school teaching and proportionately computed college part-time teaching (such as graduate assistant teaching).

b.   Criteria

The criteria shall be essentially those used in selecting for the Welch Award, appropriately modified to apply to younger members of the Faculty.

c.   Method of Selection

  1. The Faculty Personnel Committee shall recommend to the President a recipient of the award in any given year. Members of the Committee and faculty spouses of members shall not be eligible.
  2. By means of an appropriate general announcement, faculty, staff, students, and alumni may suggest candidates to the Faculty Personnel Committee.

3.11.3 The Welch Award for Scholarly or Artistic Achievement

a.   Background

This award is intended to recognize distinguished scholarly or artistic achievement among Ohio Wesleyan University faculty members. All full-time faculty members who have been employed at Ohio Wesleyan for at least eight years are eligible to be nominated. The award will consist of a certificate and a cash grant in an amount not to exceed the amount of the Welch Meritorious Teaching Award, and will be made at Commencement (or other appropriate ceremony). Persons who have received the award once are not eligible to receive it a second time.

b.   Criteria for Selection

1.     The award may be given for a distinguished body of work or for an individual accomplishment.

2.     Scholarship that has been disseminated to and evaluated by disciplinary peers beyond the OWU community or the presentation or exhibition of creative work to the larger community will carry more weight than work that has been shared only within the University community.

c.   Method of Selection

1.     The Faculty Personnel Committee shall recommend to the President a recipient of the award in any given year. Members of the Committee and faculty spouses of members shall not be eligible.

2.     By means of an appropriate general announcement, faculty, staff, students, and alumni may suggest candidates to the Faculty Personnel Committee.

 

3.12 Faculty Compensation, Benefits, and Nonprofessional Development Leaves

3.12.1 Faculty Compensation

3.12.1.1 Salary Administration

Salary administration for members of the full-time faculty is developed in accordance with the following guidelines:

1.     The Board of Trustees determines the amount available for faculty salary increases. The Board of Trustees bases its decision on the recommendation of the President, who consults with the Provost and Committee on University Governance in developing an annual budget proposal for faculty salary adjustments and/or increases.

2.     The method for the annual distribution of faculty salary pool dollars, which is based on the Board of Trustees’ established budget percentage, is set forth in Section 3.12.1.4 below.

3.12.1.2 Payroll and Direct Deposits

Faculty salary payments are made in accordance with the Human Resources payroll calendar. Please refer to Human Resources for current University policy regarding direct deposits, salary deductions, and other compensation policies applicable to all employees of the University.

3.12.1.3 Salary Ranges for Initial Appointment

Starting salary ranges for full-time faculty are approved by the Board of Trustees on a periodic basis upon the recommendation of the President. Salary ranges are set with the intention of attracting the best faculty and typically reflect competitive market rate by discipline. The Provost, in consultation with the Faculty Personnel Committee, and reflecting the Board’s commitment to hiring faculty at competitive market rate by discipline, develops proposed salary ranges for the President’s recommendation based on an examination of recent national salary data from institutions similar to Ohio Wesleyan University for various ranks and disciplines, as well as a review of internal salary patterns by discipline, rank, and gender. The results of internal salary pattern reviews will be reported to the faculty. The Office of Academic Affairs will be responsible for monitoring and addressing inequities identified within disciplines with similar competitive market rate salaries. Upon approval by the Board of Trustees, salary ranges are reported to the faculty.

3.12.1.4 Salary Increments for Continuing Appointments

The following general principles govern salary increments for full-time faculty, subject always to the availability of financial resources for such purposes.

1.     All faculty members in good standing should be able to advance at regular intervals from their starting salaries.

2.     Recognition for outstanding accomplishment should take the form of merit raises and promotions, based on known criteria, and be arrived at by methods that are as objective as possible. Full-time faculty members shall be eligible for consideration for merit increments every third year beginning with their third year of service.

As a means of implementing the above principles, the following sequence is applied with reference to the allocation of money approved by the Board of Trustees annually for faculty salary increments.

1.     Provide promotions.

2.     Provide merit increments.

3.     Provide increments in salary that are equal in percentage for all full-time faculty.

Increments in salary for each item in the above sequence are allocated annually by the Provost, in consultation with the Faculty Personnel Committee, and announced to all faculty.

3.12.1.5 Per-Course Rate of Compensation

The rate of compensation for per-course, overload, and summer school teaching is to be determined annually by the Provost, in consultation with the Faculty Personnel Committee, based on the percentage of the University budget approved by the Board of Trustees to be used for faculty salaries.

If an experience is related to the OWU Connection as defined in the Faculty Workload Plan, then that policy applies. For all other overloads or per-course compensations, the policy above applies.

3.12.2 Benefits

The University offers a comprehensive benefit program to eligible members of the full-time faculty. In addition, the University offers a Retirement Plan, as well as three types of tuition benefits for eligible employees, spouses, and their dependents as set forth in the Employee Manual. Detailed information regarding eligibility, enrollment, and application procedures for the various benefit plans offered by the University is available from Human Resources, as well as on the Human Resources benefit information webpage.

While it is the intent of the University to continue current benefit plans, benefits are subject to modification, amendment, or termination by action of the Board of Trustees or by change in applicable law. Faculty, through the Committee on University Governance, will be consulted with respect to proposed benefit changes and notified of actual changes.

3.12.3 Faculty Leaves

Policies regarding the various leaves available to all eligible employees of the University, including faculty, are described in the Employee Manual. Such policies address University holidays, family and medical leave, voting leave, bereavement leave, jury duty leave, military leave, and participation in criminal/juvenile/grand jury proceedings.

Below are nonacademic, personal leave policies that accrue specifically to eligible members of the faculty.

When a faculty member will be on leave during any part of the following academic year, the individual should contact Human Resources to make arrangements for the continuation of eligible benefits and other related matters.

3.12.3.1 Faculty Parental Leave

Parental leave is available to eligible faculty for the birth or adoption of a child by the faculty member or foster placement of a child, including bonding leave. Eligible faculty are tenured or tenure-track faculty who have been actively working for the University for a period of one full year at the start of the parental leave. Parental leave must be completed by the end of the full academic semester (fall or spring) following the birth or placement of the adoptive or foster placement child in the home.

Eligible faculty on parental leave are entitled to leave with full pay equivalent to a three-unit load reduction. The three-unit load reduction can be taken in one full academic semester or across two consecutive academic semesters. If taken across two consecutive academic semesters, the faculty member remains obligated to complete the equivalent of three units between those two consecutive academic semesters.

The faculty member wishing to utilize this benefit must meet with the Department Chair and the Provost to discuss how the parental leave will be distributed. Faculty should notify the University as soon as possible of their need for parental leave.

If both parents are eligible faculty, the maximum number of total teaching releases shared between the parents will be three units. The faculty parents may choose to divide the release as is most appropriate to their situation.

Note: Surrogate mothers and sperm donors are excluded from coverage under this policy.

Parental leave is coordinated with leave offered by the Family and Medical Leave Act (FMLA) and, therefore, will count toward the faculty member’s 12 weeks of FMLA leave in any 12-month period. Accordingly, only one such parental leave will be granted in any 12-month period.

3.12.3.2 Family and Medical Leave

After their first full year of service, faculty working at least 1,250 hours over the previous 12 months may take up to 12 weeks of unpaid family and medical leave in a rolling 12-month period in accordance with the University’s Family and Medical Leave policy. Family leave may be used under those circumstances in which an eligible faculty member requires time off: (a) for the birth and care of a newborn or for placement with the employee of a child for adoption or foster care; (b) to bond with a child (leave must be taken within one year of the child’s birth or placement); (c) to care for a child, spouse, or parent (as defined by statute) with a qualifying serious health condition; (d) for a faculty member’s own qualifying serious health condition that makes the employee unable to perform the employee’s job; or (e) for a qualifying exigency when a family member (spouse, son, daughter, or parent) is serving on active military duty.

After their first full year of service, faculty working at least 1,250 hours over the previous 12 months may take up to 26 weeks of unpaid family and medical leave in a rolling 12-month period in accordance with the University’s Family and Medical Leave policy to care for a covered service member’s spouse, child, parent, or next of kin with a serious injury or illness.

The University continues to provide health benefits to faculty on family leave under the same conditions that would apply had the faculty not taken leave.

FMLA leave runs concurrently with any University provided paid leave.

Upon return to the University following medical or family leave, the faculty member will be reinstated to the same position held or one nearly identical to it, when medical or parental leave began with equivalent pay, benefits, and other terms and conditions of employment provided the faculty member can perform the essential functions of the position. If the faculty member returns during an academic semester, the Provost has the discretion to reassign the teaching duties or assign alternate appropriate duties to the faculty member to serve the integrity of the academic program.

3.12.3.3 Short-Term Illness and Emergencies

Short periods of illness, nonwork-related injury, or family medical care up to two weeks of absence are accommodated by the faculty member, the Department Chair, and Provost through minor adjustments in the schedule of class meetings of a faculty member’s courses, by electronic alternatives, or by other faculty members voluntarily covering the responsibilities of the absent faculty member, regardless of FMLA leave eligibility. See Section 3.6.1.5, Scheduled Class Meetings and Faculty Absences, for additional information.

Faculty members who anticipate being absent from their assigned duties for more than two weeks due to family and/or medical reasons or who already have missed two consecutive weeks of work during the academic year must notify the Provost and Human Resources.

3.12.3.4 Extended Unpaid Personal Leave of Absence

The University recognizes that there may be limited occasions when a tenure-line faculty member needs time off beyond what is available under the University’s paid and unpaid leave policies. For example, a faculty member may be unable to return to work after exhausting FMLA leave or may not be qualified for FMLA leave. In such instances, the faculty member may request an unpaid extended personal leave of absence from the University.

Eligible faculty are tenured or tenure-track faculty who have been actively working for the University for a period of one full year at the start of the unpaid extended personnel leave. Such leaves typically are granted for no longer than one year in duration; however, in unusual circumstances and/or as a reasonable accommodation, the duration of the leave may be extended at the discretion of the President.

Application

A faculty member requesting an extended leave of absence must submit a written request stating the purpose of the leave to the Department Chair and Provost at least 30 days prior to the requested start date of the leave, or, if it is not possible to provide 30 days’ notice, as soon as the individual becomes aware of the need for an extended leave of absence. Any unpaid leave approved under this policy will run concurrently with FMLA leave, if applicable, and parental leave, if applicable. In no case will an indefinite leave of absence be granted as that subjects the University to an undue hardship. Leaves of absence are unpaid.

Prior to recommending a leave for a faculty member, the Provost will consult, as appropriate, with the faculty member’s department, Human Resources, and the Faculty Personnel Committee. Conditions of the leave – including its duration, whether the time spent on leave will count toward the next review or sabbatical, and the date by which the faculty member must notify the University that they will be returning to service – will be specified when the leave is granted by the President, in consultation with the Provost.

Eligibility to elect or continue participation in group benefit plans while on an extended leave of absence is governed by the plan or policy. Therefore, a faculty member contemplating a leave of absence under this policy should consult in advance with Human Resources regarding the implications of the leave for University benefits. Payment of premiums for such plans is the faculty member’s responsibility during the leave. The employee will not lose any benefits accrued before the leave. Dependent tuition remission privileges normally will be continued during a leave that does not exceed 90 calendar days. Any exception to this policy requires the approval of the President (or an administrator designated by the President).

Return from Leave

Faculty members who intend to return to service following a leave must notify the Provost by the agreed upon date. If such notification is not received, the faculty member will be considered to have resigned from employment at the end of the specified period of leave. Failure to return to service upon the scheduled expiration of an administrative leave or extension of a leave will result in separation from the University at the end of the leave or extension by deemed resignation.

Upon return to the University following an unpaid personal leave, the faculty member will be reinstated to the same position held when the leave began with equivalent pay, benefits, and other terms and conditions of employment provided the faculty member can perform the essential functions of the position. If the faculty member returns during an academic semester, the Provost has the discretion to reassign teaching duties or assign alternate appropriate duties to the faculty member to serve the integrity of the academic program.

 

3.13 Separation from Service

Faculty members may end their employment relationship with the University through either of the following:

  1.   Resignation (Section 3.13.1)
  2.   Retirement (Section 3.13.2)

The University may end its employment relationship with a member of the faculty through any of the following:

  1.   Nonrenewal of appointment (Section 3.13.3)
  2.   Dismissal for adequate cause (Section 3.13.4)
  3.   Termination (Section 3.13.5)

This section of the Faculty Handbook sets out the procedures to be followed in such cases in order to preserve the rights and interests of both faculty members and the University.

3.13.1 Resignation

Resignation is a means of separation by which faculty members end their employment relationship with the University either at or prior to the end of a contractual term. Faculty members intending to resign should notify the Provost in writing at the earliest possible opportunity. Except in unusual circumstances, members of the faculty intending to resign will be expected to serve until the end of an academic year. Faculty members may properly request a waiver of this expectation of notice in case of hardship or in a situation where they would otherwise be denied substantial professional advancement or other opportunity.

3.13.2 Retirement

Retirement is a means of separation by which faculty members end their employment relationship with the University. Faculty members who intend to retire should submit a letter to the Provost stating their intention to retire and specifying an effective date. In consideration of the welfare of students and colleagues, faculty members are expected to provide notification to the University of intent to retire no less than nine months prior to the effective date of the retirement.

3.13.2.1 Retirement Benefits

Retiring tenure-line faculty who are eligible for professor emeriti status will receive those retirement benefits, recognitions, and privileges set forth in Section 3.2.6.1.

Retiring tenure-line faculty who are not eligible for emeriti status are entitled to the following recognitions and privileges:

  1. Email: Faculty retirees may request to keep using their OWU email account. This is not done automatically; the retired faculty member must request it. Requests are subject to the approval of the Provost and the Department Chair. See the University’s Account Removal Policy for details.
  2. Teaching: Continuing eligibility to teach during the academic year as a part-time retired instructor subject to approval of the department and the Provost at a rate of 1.3 times the then-current amount paid to part-time instructors. No retirement benefits will be offered on amounts paid for part-time teaching.
  3. Summer Session: Eligibility to teach summer courses as selected through the normal course-approval process and subject to summer session policies.
  4. Library Benefits: Retired faculty teaching courses for Ohio Wesleyan will have full access to all Library resources and services, including consortia borrowing and interlibrary loan. When not teaching a course for Ohio Wesleyan, those wishing to still use the library can request to have their account switched to Community Member status.
  5. Information Technology Support: Technology support will be provided by Information Services when retired faculty are teaching courses for Ohio Wesleyan University. When not teaching courses, Information Services will provide referrals to local technology support companies to provide assistance with technology needs. University-owned technologies must be returned to Information Services upon departure.
  6. Athletic Facilities: Retired faculty will retain the right to use the Ohio Wesleyan University athletic and exercise facilities at no charge to them or their partner for the remainder of their lives.
  7. Parking: Retired faculty will be eligible for parking privileges equal to the highest status for active faculty and employees at the current rates for full-time faculty.

3.13.2.2 Voluntary Phased Retirement Program

Ohio Wesleyan University offers the Voluntary Phased Retirement Program (“VPRP”) to assist eligible tenured faculty members with a gradual transition to full retirement. The VPRP allows eligible faculty to meet their personal obligations or goals leading into full retirement while also allowing the faculty member’s department to retain the knowledge and skills of the faculty member during the period of transition. This program is effective as of July 1, 2023. This date is referred to as the “Effective Date.” The details of the VPRP are described more fully below.

Eligibility

Participation in the VPRP is strictly voluntary.

Tenured faculty members are eligible to apply for the VPRP if they:

  1. Are in a full-time teaching status at the time of application.
  2. Will reach age 62 or older, but no more than age 70, before the academic year in which they would begin phased retirement.
  3. Will complete at least 10 years of full-time teaching service at Ohio Wesleyan University before the academic year in which they would begin phased retirement (the “Service Requirement”).

Notwithstanding the foregoing: (i) if a tenured faculty member has reached age 70 or above on the Effective Date, but meets the eligibility requirements in clauses (1) and (3) on the Effective Date, the tenured faculty member will be eligible to apply for the VPRP for a period of 12 months following the Effective Date; and (ii) if a tenured faculty member does not meet the Service Requirement until after the tenured faculty member has reached age 70, the tenured faculty member will be eligible to apply for the VPRP for a period of 12 months following the date on which the tenured faculty member meets the Service Requirement, provided the tenured faculty member is in a full-time teaching status at the time of such application.

Application

Eligible faculty may apply to enter into one year or two years of voluntary phased retirement. This period is called the phase-in period. To apply, an eligible faculty member should prepare a written request to the Provost. The request, which can be in the form of a letter or email, should express intent to participate in the VPRP, state proposed starting and ending dates, and describe proposed activities, in terms of teaching, scholarly or creative work, and service, during the phase-in period, including whether the teaching load for each applicable academic year will be spread over the academic year or concentrated in one semester.

Applications must be received no later than October 15 of the year preceding the beginning of the academic year for which the applicant would begin the phased retirement. The University reserves the right to accept or deny any request for participation in the VPRP due to budgetary reasons, allocation of faculty resources, or departmental needs.

Phase-in Period

An eligible faculty member may opt to transition from a full teaching load to retirement over a phase-in period of one or two years, in accordance with the Voluntary Phased Retirement Program Options Table below and subject to the terms and conditions described herein.

Voluntary Phased Retirement Program Options

Plan

Year 1 Pay % / Load %

Year 2 Pay % / Load %

1-year Plan

50% / 50%

N/A

2-year Plan

67% / 67%

50% / 50%

 

In this table, pay % is the percent of nine-month base salary payable, and load % is the percent of full-time teaching load. 

Written Agreement

If an eligible faculty member’s application is accepted, the faculty member and the Provost shall execute a written agreement setting out the terms and conditions of the phased-in retirement (the “Participation Agreement”). The faculty member will have 30 calendar days to consider the Participation Agreement.

Tenure and Position Allocation

Participation in the Program leads to retirement and the end of employment and tenure at the conclusion of the phase-in period. During the phase-in period, each participating faculty member will retain the faculty member’s status as a full-time member of the faculty and faculty rank.

Although a participating faculty member’s tenure will continue until the end of the phase-in period, the position will be treated as vacated in the first year of the phase-in period for the purpose of position allocation. Such position then may be considered in the position allocation process in year 1 of the phase-in period. This does not guarantee that the position will be reallocated but only allows for the allocation process to move forward.

Salary During Phase-in Period

The salary for a VPRP participant in the phase-in period will be that percentage of the faculty member’s nine-month base salary described in the Voluntary Phased Retirement Program Options Table above. Full salary means the nine-month base salary the faculty member would have been paid during the applicable year had the faculty member maintained a full-time teaching load, including any adjustments that would have been applied to such faculty member’s salary for merit, promotion, or scale increases. The full-time teaching load is that number of courses per academic year that is considered a standard full teaching load for the faculty member’s department or program. A participant will be entitled to consideration for salary increases consistent with the pay raises for other full-time faculty.

Scholarship Grants, Development Funds, and Summer Teaching

A participant in the VPRP will be eligible to receive a scholarship grant or research stipend or any other form of remuneration from a fund set aside for distribution to faculty for scholarship support. The faculty member may continue to receive prorated individual professional development account funds available to all full-time faculty members. The faculty member may teach during the summer, either during the on-campus program or in a study-abroad program, and receive the same summer rate as other similarly situated faculty members.

Benefits

Except as otherwise provided in this section, participants in the Program will remain eligible to participate in University benefits as full-time faculty members, in accordance with, and subject to, applicable law and the terms of the applicable plan, policy, program, or arrangement (each, a “benefit plan”). Prior to entering into the Program, the faculty member should meet with Human Resources and consult a tax advisor. In the event of conflict between this policy and the actual benefit plan terms, the benefit plan terms will prevail.

Workload During Phase-in Period

  1. Teaching: A participant will be expected to teach the percentage of a full-time teaching load described in the Voluntary Phased Retirement Program Options Table above. With respect to each applicable academic year, up to three courses may be taught in the same semester, if approved by the Provost, after consultation with the Department Chair.
  2. Advising: Unless otherwise agreed by the Provost, a participant’s advising load will be commensurate with the participant’s teaching load.

Sabbaticals and Leaves

Faculty members participating in the VPRP are not eligible for a sabbatical or other paid leave. A participant may be eligible, however, for an unpaid leave in accordance with established University policy.

Chairs and Administrative Appointments

During the phase-in period, the participating faculty member will not be eligible to hold a chair or administrative appointment, absent unusual and compelling circumstances warranting such an appointment. Such an appointment must be approved by the Provost.

A participating faculty member’s level and extent of service on committees and engagement in other faculty activities (other than advising) will be negotiated by and between the faculty member and the Provost, but in all instances will be proportionate to the faculty member’s teaching load. Such service and engagement will be set forth in the Participation Agreement.

Part-Time Teaching After Retirement

After the conclusion of a participating faculty member’s phase-in period, the retired faculty member may teach on a per-course basis at the University if the Provost agrees in writing and there is departmental need.

Disclaimer

The Program may be reviewed, amended, modified, or terminated at any time by the Board of Trustees, provided that such amendment, modification, or termination does not affect any Participation Agreement entered into by the University and a participant without the participant’s consent. Participation in the Program does not confer any additional employment rights upon the participant.

3.13.3 Nonrenewal of Appointment

Nonrenewal of a nontenured appointment to a full-time faculty member may occur at the close of any contract period. Such nonrenewal occurs when the individual’s work does not meet the applicable standards for reappointment or tenure as determined by the process of a faculty review or because the position occupied by the individual has been approved for elimination as provided for in Chapter Five of this Handbook.

3.13.3.1 Notification of Nonrenewal

Written notice that a full-time nontenure appointment is not to be renewed will be given to the faculty member as follows:

1.     Not later than March 1 of the first academic year of service if the appointment expires at the end of that year, or at least three months in advance of its expiration if a one-year appointment is not renewed during an academic year.

2.     Not later than December 15 of the second academic year of service if the appointment expires at the end of that second academic year, or at least six months in advance of its expiration if an initial two-year appointment expires during the academic year.

3.     Not later than Commencement before the expiration of an appointment after two or more years in the institution.

After completion of two years of service, nonrenewal of a tenure-track faculty member will be accompanied by the offer of a one-year terminal contract in the year following notification of nonrenewal. Upon written notification of nonrenewal, the tenure-track faculty member may request that the reasons for the decision be confirmed in writing by the Provost. The faculty member also will be afforded the opportunity to file a written appeal pursuant to Section 3.14.1.

Written notice that a faculty appointment has been terminated due to elimination of a position will be given to the faculty member on the same schedule as for nonrenewal as above, except that for the final year of a Visiting position, the initial contract letter specifying the termination of the position shall constitute notice of termination. Notification of a decision to continue the position will be provided as soon as it is made.

3.13.4 Policies and Procedures Governing Dismissal for Cause

l.      Dismissal Defined

Dismissal is a severance action by which the University ends its professional relationship with a tenured or nontenured faculty member for adequate cause. Dismissal may remove a member from service, for adequate cause, either at or before the end of a current appointment14. Dismissal will not be used by the University to restrain faculty members from exercising their academic freedom.

2.     Adequate Cause Defined

Except in those instances where there has been a final judicial determination of a faculty member’s legal conviction on a felony charge, a faculty member shall be dismissed for cause only if after a requested hearing, according to the provisions set forth below, the preponderance of evidence shall establish the faculty member’s unfitness to continue in a professional capacity as a teacher, scholar, or creative artist because of:

  1. Incompetence: the long-term failure, after relevant, targeted developmental opportunities have been provided, to perform contractual obligations duties as described in Section 3.6 or meet the expectations associated with the faculty member’s specific responsibilities as delineated in the faculty member’s appointment contract.
  2. Continued neglect of duties or violations of written Faculty Handbook policies, in spite of written warnings.
  3. Lack of scholarly objectivity or integrity.
  4. Serious misuse of the classroom or academic prestige.
  5. Gross personal misconduct rendering the faculty member unfit for association with students or colleagues in the performance of their professional duties (e.g., physical assault; sexual or unlawful discrimination or harassment15; threats of violence or violent actions; criminally felonious conduct; violation of standards of professional ethics or conduct in teaching, scholarship, and service; sexual relationship with an Ohio Wesleyan student; sexual relationship with a student in violation of University policy [see Section 3.5.9], etc.)

The burden of proof to establish the existence of adequate cause for dismissal rests with the University. A faculty member accused of an action or actions that would constitute grounds for dismissal will be presumed innocent until adequate cause is established through the dismissal proceedings as described below. Throughout the proceedings, both the faculty member accused, and the University will each be allowed to have outside legal counsel and/or such counsel as they may desire at the parties’ respective expense.

Note: The parties may stipulate mutually in writing to modify the timelines set forth below in extraordinary circumstances and for good cause shown in order to achieve full and fair evaluations or resolution of disputes.

3.     Steps Prior to Dismissal

A decision to seek dismissal of a faculty member will be preceded by:

  1. Written notification to the faculty member of a statement of charges, framed with reasonable particularity, by the Provost, and
  2. Consultation between the Provost and the faculty member toward the goal of achieving a mutually agreeable settlement.

If the Provost has evidence that a faculty member has demonstrated or is demonstrating conduct that may constitute adequate cause for dismissal as defined above, the Provost will request to meet with the faculty member to discuss the concerns and to consider the faculty member’s response. At the Provost’s discretion, the Provost may request further investigation into the matter by appropriate University staff or external agents before or after meeting with the faculty member. However, before moving beyond this stage, the Provost will afford the faculty member a reasonable opportunity to respond to any information that the Provost believes would constitute adequate cause for dismissal and, if possible, to arrive at a mutually agreeable settlement.

4. Notification to Faculty Member of Intent to Dismiss for Cause

In those instances when a mutual resolution cannot be reached and the Provost deems it in the best interests of the University to recommend the dismissal of a faculty member’s employment for cause, the following procedures shall apply:

  1. At least 30 days prior to the date on which the Provost plans to present to the President of the University a recommendation for dismissal of a faculty member’s contract, the Provost shall notify the faculty member of the intended action either by registered mail (return receipt requested) to the faculty member’s home address or by personal delivery (signature required for delivery). The Provost’s notification will set forth in specific terms the basis for the proposed action and inform the faculty member of the right to a formal hearing and adjudication of the case.
  2. An email also will be sent to the faculty member’s University email address notifying the faculty member that a notice required by this Policy has been sent by one of the methods described above. If the faculty member refuses to acknowledge the personal delivery or certified mailing by signature, the University will email the notice to the faculty member’s University email address, which shall be considered receipt of the notice.

5.     Faculty Member’s Right to a Hearing Assured

At the faculty member’s request, a hearing will be held, provided that the accused faculty has, within 30 days of receipt of the original notification of intent from the Provost, provided the Provost with a written request for such a hearing. A faculty member who does not request a hearing within 30 days of receipt of the Provost’s correspondence waives all hearing and appeal rights pertaining to the dismissal action.

If the faculty member fails to request a hearing within the 30-day deadline, the Provost will present to the President of the University a recommendation that the faculty member be dismissed for cause. If the President concurs with the Provost’s recommendation, the President will notify the faculty member in writing of the effective date of dismissal. Such notice may be given either by registered mail (return receipt requested) to the faculty member’s home address or personal delivery (signature required). An email also will be sent to the faculty member’s University email address. If the faculty member refuses to acknowledge the personal delivery or certified mailing by signature, the University will email the notice to the faculty member’s University email address, which shall be considered receipt of the notice. Dismissal will take effect in accordance with the terms specified in the notice of dismissal, a hearing will not take place, and the faculty member will have waived all rights to a hearing or appeal.

If, on the other hand, the faculty member requests a hearing but subsequently fails to attend the hearing without reasonable cause, then the Provost will present to the President of the University a recommendation that the faculty member be dismissed for cause. If the President concurs with the Provost’s recommendation, the President will notify the faculty member in writing of the effective date of dismissal. Such notice will be given in accordance with the procedures set forth in the preceding paragraph and dismissal will take effect in accordance with the terms specified in the notice of dismissal, and the faculty member will have waived all rights to a hearing or appeal.

6.     Appointment, Composition, and Duties of the Hearing Panel

In every case in which an accused faculty member requests a formal hearing, the President of the University will assemble from the full-time faculty a Faculty Hearing Panel (“Panel”).

The Panel shall consist of three persons selected by the Executive Committee of the Faculty from among the elected members of the Standing Faculty Committees for that year, two members of the Faculty appointed by the President from a list of nominees submitted by the accused faculty member, and two members of the Faculty appointed by the President from a list of nominees submitted by the Provost. The Panel shall select its own chair from among the participating members of the Standing Faculty Committees for that year.

It is the duty of the Panel to:

Hear the charges against the faculty member,

  1. Ascertain as nearly as possible all the relevant facts.
  2. Deliberate upon the matters before it.
  3. Recommend to the President of the University a course of action not inconsistent with the highest academic, ethical, and moral ends of the University.

Panel Member Challenges:

  1. Challenges brought by the parties regarding the disqualification of a Panel member for a conflict of interest must be submitted on or before two working days of the prehearing date.
  2. The chair of the panel shall decide any such challenge. If the chair is challenged for disqualification based on an alleged conflict of interest, the President shall decide the challenge. In the event of a disqualification, the President will appoint a replacement for each member so excused in advance of the hearing date.

7.         Interim Suspension of Faculty Member

Under authority delegated to the President by the Board of Trustees (Code of Regulation, Article VII, Section 1B (1)), the President, pending the outcome of a dismissal for cause hearing, may summarily suspend the faculty member upon finding that there is good cause to believe the continued presence of the faculty member on campus would endanger the safety or well-being of the faculty member or the safety or well-being of students, other Faculty, staff, or University property. The faculty member’s salary and benefits will continue during any suspension imposed by the President.

8.         Prehearing Conference

The Panel will schedule and commence a prehearing meeting within 10 working days of being populated.

Purpose: The purpose of the prehearing is to:

  1. Simplify the issues.
  2. Effect stipulations of facts.
  3. Provide for the exchange of documentary or other information.
  4. Achieve such other appropriate prehearing objectives as will make the hearing fair, effective, and expeditious.
  5. Hear any challenges brought by the faculty member or the Provost regarding the disqualification of a Panel member for bias or a conflict of interest.

Notice: All parties shall be notified of the prehearing date at least five working in advance of the prehearing, and such notice shall include:

  1. A statement as to the appointment and members of the Panel.
  2. A statement of the time, place, and nature of the prehearing

9.         Time and Place of Hearing

The Panel shall issue notice to the parties and commence the hearing within 10 working days of the prehearing meeting. The hearings of the Panel shall be held on the Ohio Wesleyan University campus in Delaware at such a time and place as may be designated by the chair of the Panel, after consultation with the faculty member charged and the Provost.

10.       Conduct of the Hearing

In the conduct of its hearing, the Faculty Hearing Panel shall be guided by such rules of procedure as will be most likely to elicit pertinent and accurate information relative to the facts at issue. It is not intended that the hearing adhere to legal procedures of a court. The chair of the Panel will conduct the proceedings and rule on all objections.

The faculty member accused and the administrator assigned by the President to present the case for dismissal on behalf of the University each will be allowed to have outside legal counsel (at the parties’ respective expense) and/or such faculty counsel as they may desire, and they shall have the right, directly or through counsel, to call and question witnesses16 in support of their case and to cross-examine all adverse witnesses presented.

Upon request of the faculty member and at no personal cost, a daily copy of the record or a video or audio recording of the proceedings will be made available prior to the commencement of the proceedings for the following day. Recording failures that occur notwithstanding good faith attempts will not require a delay or affect the validity of the proceedings, but in such an event, the chair will prepare a written summary of the hearing. Likewise, at the completion of the hearing, the Panel will deliver to the faculty member at no personal cost a full and complete copy of the proceedings.

The chair of the Panel has discretion to grant adjournments to enable either party time for discovery, so long as such requests are reasonable and relate substantively to the hearing proceedings.

Within 10 working days of the conclusion of the hearing, the Chair of the Panel will present to the President written findings of fact and recommendations as to the review of the faculty member’s dismissal; copies must at the same time be sent to the faculty member and the Provost. The Panel’s report must contain recommendations regarding whether adequate cause for dismissal has or has not been established by the preponderance of the evidence. The Panel’s written findings of fact and recommendation will be based on a simple majority vote. The vote count, without attribution to individual panel members, as well as any dissenting opinions will be included in the written report.

11.       President’s Review and Decision

Within five working days after receipt of the Panel’s findings and recommendations, the President, in light of the documented evidence and hearing record, will issue an independent written decision on the matter, with copies to the Panel, the faculty member, and the Provost. If the President does not accept the Panel’s decision, the President will state the reasons for doing so in the written decision.

  1. If the President sustains the Panel’s recommendation that adequate cause to dismiss or suspend the faculty member does not exist, the matter will be concluded.
  2. If the President determines that additional consideration by the Panel is necessary, the President will remand the case back to the Panel with specific objections.
  3. If the President concludes that the administration has established adequate cause for a dismissal or suspension, but that a sanction(s) less than dismissal or suspension would be more appropriate, the sanction(s) and effective date of sanction(s) will be stated in the President’s letter to the faculty member with supporting reasons.
  4. If the Panel recommends dismissal, but the President concludes that the administration has not established adequate cause for a dismissal, suspension, or any other sanction, the matter will be concluded.
  5. If the President concludes that adequate cause for a dismissal or suspension exists and that dismissal or suspension is appropriate, the effective date of dismissal or suspension will be stated in the President’s letter to the faculty member. On written request of the faculty member, the President shall transmit to the Board of Trustees the record of the case, the full report of the Panel, and the President’s recommendation in accordance with Step 12 below. The faculty member’s request for a review by the Board of Trustees must be made in writing to the President within five working days of receiving the President’s letter of dismissal or suspension.

12.       Faculty Member’s Right to Appeal

If requested by the faculty member, a review of the case before the Board of Trustees, its Executive Committee, or a special committee designated by either will be based upon the record made before the Faculty Hearing Panel and shall not constitute a rehearing of the evidence. However, the faculty member accused and/or their counsel, as well as the administration’s representative(s), will be given the opportunity to present oral arguments on such review. The reviewing committee, in its discretion, may consider newly discovered evidence as part of its deliberations.

The Board of Trustees (or its designated committee) may approve the faculty member’s dismissal or suspension, disapprove the faculty member’s dismissal or suspension, recommend to the President a lesser penalty if it believes that the conduct of the faculty member is sufficiently grave to justify such a sanction, or direct that further proceedings take place. The final decision of the Board of Trustees (or its designated committee) shall not be subject to review. If the Board of Trustees (or its designated committee) approves dismissal or suspension or recommends a lesser penalty to the President, the President is responsible for carrying out the Board’s decision.

13.   Panel Hearings Closed

The hearing proceedings of the Panel shall be closed to all but the parties involved and their counsel, provided always that the National Office of the American Association of University Professors (AAUP) may have an official observer present if requested by either party or the hearing panel. If an AAUP observer is invited to attend the hearings, the President may request an official observer from the Association of Governing Boards or other comparable nationally recognized higher education organization be present during the hearings.

14.   Salary for Faculty Member Dismissed for Cause

If the faculty member’s contract is terminated for adequate cause, there are no requirements for provision of either notice or severance salary.

On the recommendation of the hearing panel or the President, however, the Board of Trustees, in determining what, if any, payments will be made beyond the effective date of dismissal, may take into account the length and quality of service of the faculty member.

3.13.5 Policies and Procedures Governing Imposition of Sanctions Other than Dismissal for Cause17

The University encourages a supportive problem-solving approach to workplace problems. The process in this section normally will be implemented when a faculty member exhibits professional incompetence, neglect of obligations and responsibilities as set forth in the Handbook, or gross personal misconduct that does not give rise to a major sanction (i.e., suspension or dismissal). Informal action or the imposition of minor sanctions is intended to provide faculty with notice of deficiencies and an opportunity to improve. Some conduct, however, may be of such serious nature that suspension or dismissal for adequate cause pursuant to Section 3.13.4 may be appropriate, and the University reserves the right to proceed with suspension or dismissal for adequate cause proceedings without informal action or minor sanctions, even if the conduct at question constitutes a first offense.

Informal Action

If the Provost receives or initiates a complaint about a faculty member involving alleged incompetence, continued neglect of duties or violations of written Faculty Handbook policies, lack of scholarly objectivity or integrity, serious misuse of the classroom or academic prestige, or gross personal misconduct, the first step normally is for the faculty member and Provost to schedule a meeting to determine whether the complaint appears to have merit and then address the matter through informal action, provided the nature of the complaint permits informal resolution.

Prior to the initial meeting to discuss the complaint, the Provost, unless legal or confidentiality concerns preclude otherwise, will notify the faculty member in writing of the nature of the complaint.

Informal actions in response to a complaint may include, but are not limited to:

  1. Clarification of the standards of conduct
  2. Written warning
  3. Recommendation for counseling or mentoring
  4. Monitoring of the situation
  5. Support for self-help
  6. Mediation by a third party

Note: Allegation of sexual harassment or discrimination rendered against a faculty member will be investigated and resolved in accordance with either the University’s Title IX and Sexual Harassment Policy or the Non-Title IX, Sexual Misconduct Policy as determined by the Title IX administrator(s).

Minor Sanctions

If the faculty member persists in failing to correct the behavior that has elicited the complaint, or if the basis of the complaint is sufficiently serious in the judgment of the Provost to warrant immediate formal action in the form of a minor sanction – e.g., a written reprimand, denial of specific faculty privileges such as regular leave (sabbatical), or removal from committee assignments or administrative duties – the Provost will consult with the Faculty Personnel Committee regarding the proposed sanction. The Provost then may issue another warning letter, impose a minor sanction(s), or end the matter. If the Provost imposes a minor sanction(s), the Provost will notify the faculty member of the basis for the proposed sanction and provide the individual with an opportunity to persuade the Provost that the proposed sanction should not be implemented.

A faculty member who believes a minor sanction has been unjustly imposed may file a grievance with the Executive Committee of the Faculty to seek the rescinding of the minor sanction in accordance with the Faculty Grievance Policy (see Section 3.14.3). The provisions protecting academic freedom relative to major sanctions (see below) apply to minor sanctions as well.

Major Sanctions

There may be instances in which the Provost determines the conduct of a faculty member, although not constituting adequate grounds for institution of dismissal proceedings, is sufficiently inappropriate as to warrant imposition of a major sanction. A major sanction is an action that negatively affects the faculty member’s property interest, including but not limited to salary and rank. Examples may include, but are not limited to, actions that involve the dismissal, suspension without pay, reduction in salary, loss of salary increases, or reduction in rank of a faculty member.

A major sanction may be imposed only as a result of the due process proceeding specified in Section 3.13.4 above, the policies and procedures of which will apply with the proposed major sanction being substituted for dismissal throughout.

It is understood that major sanctions shall not be imposed to deny, restrict, or otherwise inhibit the exercise of academic freedom, as specified in the 1940 AAUP Statement of Principles of Academic Freedom and Tenure. The President, the Provost, and the Hearing Panel (if brought to bear) have joint responsibility for assuring that major sanction proceedings are neither initiated nor pursued in violation of academic freedom.

3.13.6 Termination

1.     Termination Defined

Termination is a severance action by which the University ends the service of a tenure-track (probationary) faculty member before the expiration of a contract or of a tenured faculty member at any time, without prejudice.

2.     Causes for Termination

Inability to perform the essential functions of faculty positions due to disability or the elimination of faculty positions are the only causes for termination of faculty.

a.   Termination Due to Inability to Perform the Essential Functions of Faculty Position Due to Disability

Termination due to inability to perform the essential functions of faculty position due to disability of an appointment with tenure, or of a nontenured appointment before the end of the contract period, will be based on clear evidence that the individual cannot continue to perform the essential functions of a faculty position, with or without reasonable accommodations by the University.

Ohio Wesleyan University is committed to providing individuals with disabilities equal opportunities in all phases of employment. Ohio Wesleyan University, in good faith, will provide reasonable accommodations for its qualified applicants and employees as required by the Americans with Disabilities Act of 1990, as amended, and the Rehabilitation Act of 1973, as amended, and their implementing regulations, and consistent with University anti-discrimination policies. To request a reasonable accommodation(s), faculty members must file an application with Human Resources. See Human Resources for additional information.

The decision to terminate a faculty member due to the inability to perform the essential functions of a faculty position due to disability will be reached by the University only upon the basis of either:

  • A communication from the faculty member indicating the inability to perform the essential functions of the position because of disability with or without reasonable accommodations by the University.
  • The evidence of contemporaneous deficits in performance of the faculty member’s essential functions of the position because of disability, with or without reasonable accommodations by the University.

If the Provost has evidence that reason for termination may exist, based on inability to perform the essential functions of the position due to disability, the following procedures will apply:

  • The Provost will request a meeting with the faculty member to discuss the faculty member’s inability to perform the essential functions of the position due to disability and its effects on the performance of the faculty member’s duties.
  • To obtain further information to ascertain whether the individual is able to perform the essential functions of the faculty position, the Provost may require a physical, psychological, or psychiatric examination of the individual at University expense by a licensed professional designated by the University (through the Department of Human Resources). If either the individual or the University desires, a second opinion may be requested from a licensed professional mutually agreed to by both parties and at the expense of the University. Failure of the faculty member to agree to the requested examination, without reasonable cause, will be noted in the Provost’s written recommendation to the President below).
  • If clear evidence exists to support the conclusion that the faculty member is unable to perform the essential functions of the faculty member’s position, with or without reasonable accommodations, the Provost will request a meeting with the faculty member to discuss the situation and to attempt to develop a resolution that is acceptable both to the faculty member and to the University.
  • If an acceptable resolution cannot be achieved through negotiation or if the faculty member fails to attend the requested meeting without reasonable cause, the Provost will prepare a report documenting the findings (including the faculty member’s failure to attend the requested meeting), the basis for those findings, and a recommendation regarding termination.
  • If the Provost recommends termination, the Provost will notify the faculty member of the proposed termination action and the required attendance at a joint meeting with the Provost and the Faculty Personnel Committee. The joint meeting shall be scheduled within 10 business days after the faculty member’s receipt of the Provost’s notice. The purpose of the meeting is to provide an opportunity for the Faculty Personnel Committee to review the circumstances of the proposed termination action with the faculty member and to hear the faculty member’s response to the action. Failure of the faculty member to attend this joint meeting, without reasonable cause, shall be noted in the Provost’s final written recommendation to the President regarding termination.
  • After the Faculty Personnel Committee hears the faculty member’s response and consults with the Provost, the Provost either will forward a written recommendation to the President for termination, with a copy to the faculty member, or notify the faculty member that termination action will not be taken.
  • If termination is recommended and the President concurs with the Provost’s recommendation, the President will send written notification of the termination action to the faculty member. Prior to the President’s final decision, however, the faculty member may elect to retire, making moot the matter of separation. Or the individual may be eligible for salary continuation or insurance payments under the University’s disability program.
  • Finally, upon the President’s final decision to terminate the faculty member’s appointment for inability to perform the essential functions of the position due to disability, the individual will receive earned salary or severance pay for three months from that date if the decision has been reached within the individual’s first six months of service, for six months if the decision has been reached after six months but before 18 months of service, and for one academic year (nominal nine months) if the decision has been reached after 18 months of service.

b.     Elimination of Faculty Positions

Termination of an appointment with tenure or a nontenured appointment before the end of the contract period may occur because of (1) a financially contingent situation or (2) the discontinuance of an academic program or department of instruction due to educational considerations as set forth below.

  1. Termination Due to a Financially Contingent Situation

Termination of a tenured faculty member or, prior to the end of the term of appointment, of a tenure-track faculty member may occur because of the declaration of a financially contingent situation as described below.

A “financially contingent situation” is a serious financial condition that is likely in the future to threaten the fiscal soundness of the University’s programs or services. It is not required that the University invade or deplete capital prior to determining that there is a financially contingent situation. It also is not required that the viability of the institution as a whole is threatened prior to determining that there is a financially contingent situation.

Criteria

The criteria to be employed in financially contingent situations in allocating resources to University programs and services fall under three headings: Mission, Cost Effectiveness and Marketability, and Quality. These will at times compete and at other times converge. If and when Ohio Wesleyan University meets contingencies that require institutional contraction and reorganization, these sets of criteria will be used in complementary fashion as guidelines. The order of their enumeration should not be taken to indicate their order of priority. Neither should it be presumed that all three will be weighted equally in making particular decisions. Particular circumstances may encourage the assignment of greater weight to one or another in particular cases, even though in financially contingent situations it is to be expected that fiscal pressure may emphasize reference to the criterion of cost effectiveness. What is important is that the campus community, in considering contingency reductions, identify and grapple directly with what are likely to be very difficult choices from among options that all carry significant costs and/or benefits in terms of Mission, Cost Effectiveness and Marketability, and Quality. The objective must be to arrive at wise judgments.

MISSION

Because Ohio Wesleyan University is a specific private university with a specific heritage, a major consideration associated with any reduction or change in size will be to preserve its essential character by maintaining those programs and activities judged to be more central to that character. To do so will require reference to several questions. How closely does the program or service in question fit the stated mission of Ohio Wesleyan University? How importantly does it contribute toward a noncurricular campus ambiance vital to Ohio Wesleyan’s liberal arts heritage? Is it essential in serving other programs?

COST EFFECTIVENESS & MARKETABILITY

Attentiveness to the cost effectiveness and marketability of programs and services is a key characteristic of a well-run institution. Cost-effectiveness must be one guideline in determining staffing levels and whether to maintain programs or services. The University, therefore, must be sensitive to the constituencies it serves and to their preferences. While Ohio Wesleyan cannot mindlessly add or subtract staff or programs or services to track short-term fluctuations in cost effectiveness, neither can it ignore longer-term or more profound shifts as it decides which subject areas, programs, or services to maintain and at what staffing levels. The following nonprescriptive questions related to cost effectiveness and marketability must be asked: What is the relationship between direct expenses and revenues in a given area? What is the actual and relative cost of a graduation unit (or, in the case of nonacademic areas, other service unit)? What is the trend line for both, and for enrollment and student/staff ratio? Is the program or service duplicative? What is the present and future demand for the program among existing and potential student populations as measured by internal data sets (e.g., enrollments, numbers of majors, programs served, etc.), labor market projections, external stakeholder feedback, and national and state policy/economic projections and placement data?

QUALITY

Since the primary purpose of Ohio Wesleyan University is to provide excellent instruction in the liberal arts and selected career options, and comparable quality in nonacademic services, it must consider program or service quality in making program, service, and faculty staffing decisions. In dealing with any financially contingent situation, it will seek to retain its best personnel, programs, and services, as one top priority. It will strive to adjust programs and services and retain or retrain individuals so as to maintain the best possible teaching and learning environment. Major issues associated with this guideline are complex and difficult. Among them are the following: Are the program or service and its staff faculty generally perceived by Faculty (staff, where nonacademic services may be involved), students, and alumni to be of high quality? Do students, in or associated with it, perform throughout the University at average or higher levels? Is the staff faculty versatile as well as strong?

The guidelines of Mission, Cost Effectiveness and Marketability, and Quality are contradictory. Any one of them used exclusively could lead to very serious imbalances in the focus and operation of the University. Recognition that each of these three needs to be considered and that each provides an outward boundary for the decision process will encourage an intelligent and equitable response to financially contingent situations as well as to ordinary conditions.

Making Contingency Decisions

If financially contingent situations require reductions in personnel and/or academic departments or programs resulting in the termination of faculty appointments or services, the University will balance a need for timely action with the need for shared decision-making. In both determining whether such a situation exists and in shaping difficult decisions that contingencies might require, the President will engage in extensive consultation with appropriate faculty committees, administrators, and students, where conditions allow, before making a recommendation to the Board of Trustees as follows:

Determination of Financially Contingent Situation

The Board of Trustees is solely authorized to determine that a financially contingent situation exists or is imminent. The University Governance Committee shall be invited to be present when the Board of Trustees considers matters related to financial contingency and may, at the discretion of the Chair of the Board of Trustees, be invited to address the Board on behalf of the faculty as part of the Board’s deliberations. The President shall present relevant financial data to the Committee of University Governance (UGC) that a financially contingent situation exists or is imminent, and that reasonable means for coping with the situation have been exhausted without resorting to the elimination of faculty positions.

In the event that the Board of Trustees declares that a financially contingent situation exists or is imminent, the President shall be responsible for framing a proposal for addressing the situation. If the proposal might require reductions in academic departments or interdisciplinary programs and the termination of faculty positions, the President, prior to framing the proposal, shall engage in an extensive academic program review process.

Academic Program Review Process

Step 1: The initial step in the Academic Program Review process will be the development by the Office of Institutional Effectiveness of a set of common quantitative data for all academic programs at the University showing trends in course enrollments, student credits delivered, graduated majors, declared majors, direct instructional expense, and other performance metrics agreed upon by Academic Affairs, Academic Planning and Allocation Committee (APAC), and UGC. The data will be made available transparently to all faculty through appropriate means such as live data dashboards.

Step 2. Following the publication of the data, each academic department and interdisciplinary program will be charged by Academic Affairs to complete self-studies, following criteria set by APAC.

Step 3. Following receipt of the department and program self-studies, APAC will evaluate each department in relation to Mission, Cost-Effectiveness and Marketability, and Quality (see above) and issue a report to the President.

Step 4. The President shall convene a Joint Committee comprised of eight faculty members, six of whom are elected by the faculty (or appointed by the Executive Committee if an election is unsuccessful) from individuals serving on each of the following faculty committees: UGC, Faculty Personnel Committee (FPC), Committee on Academic Programs (CAP), and APAC; and two of whom are appointed by the President from the tenure-line faculty. In addition, the Joint Committee shall include the Provost and appropriate academic administrators responsible for data and curriculum as designated by the Provost. From the faculty membership, the President shall appoint the convener of the Joint Committee.

After considering the department self-studies and APAC report, the Joint Committee shall:

  • Develop recommendations for the appropriate number and size of departments and interdisciplinary programs, as well as the appropriate number of majors and minors.
  • Identify opportunities for program enhancement.
  • Suggest the optimal configuration of departments and interdisciplinary programs.

In addressing these areas, the committee’s recommendations may include (a) the discontinuation and/or reduction of departments, interdisciplinary programs, majors, and minors; (b) the elimination of faculty positions; (c) recommendations about reconfiguring departments, interdisciplinary programs, majors, and minors by reassigning positions; (d) enhancement of programs, and (e) changes in policies and procedures that would improve the functioning or efficiency of the academic program.

The President, following consultation with the Executive Committee of the Faculty, will determine the date by which the Joint Committee’s recommendations to the President must be provided. Following its deliberations, the Joint Committee shall issue its formal recommendations in writing to the President.

Step 5. The President will review the Joint Committee report and issue a written proposal to the members of the faculty addressing the financially contingent situation. The President’s written proposal also will be referred to CAP as to curricular impact, to APAC as to the implications for the academic plan, to the FPC as to personnel implications, and to the affected departments and interdisciplinary programs identified in the proposal.

Each committee and affected department and interdisciplinary program will have a 30-day period to develop their recommendations to the President. The manner in which the committees and affected departments and interdisciplinary programs arrive at their recommendations is at their respective discretion.

Step 6. Following the hearings, the respective committees and affected departments and interdisciplinary programs may submit to the President written recommendations for changes to the proposal. The President will consider the recommendations. If the President adopts the recommendations, the President will incorporate them into the final plan submitted to the Board of Trustees. If the President does not adopt the recommendations, the President will transmit to the Board of Trustees both the President’s final proposal and the alternative proposal(s) prepared by the faculty committees and affected departments and interdisciplinary programs. The Board of Trustees shall approve the final plan to address the financially contingent situation and retains ultimate authority for approving proposals as to department or interdisciplinary program and position reductions and terminations responding to a financially contingent situation.

Step 7. The President shall render the final decision on terminations for reasons of financial contingency and notify the faculty member(s) involved in accordance with the Notification provisions below.

Step 8. After the completion and implementation of decisions for institutional contraction to deal with a financially contingent situation, the President will make available to the campus community a full report on the actions taken.

Priorities

In making recommendations and final decisions on individual faculty reductions in accordance with the Academic Program Review Process procedures above, the following sequence and criteria shall apply:

Sequence:

  • Consideration of faculty attrition resulting from resignation, retirement, or other severance actions.
  • Termination of Part-Time and Visiting faculty positions within the affected department(s) or interdisciplinary program(s).
  • Termination of tenure-track and/or tenured positions within the affected department(s) or interdisciplinary program(s). The appointment of a faculty member with tenure within the same department or program will not be terminated in favor of retaining a full-time tenure-track faculty member, except in circumstances where a serious distortion of the department or interdisciplinary program would result otherwise. 

Criteria:

  • The qualifications of faculty members as documented in official personnel files and as judged relative to the needs of the University and the potentially affected department or interdisciplinary program.
  • Given relatively equal standing as determined above, seniority as determined by length of service at the University.

Notification

Notification of termination will be sent from the President to the faculty member. The notice will specify the reasons for such termination, the effective date of termination, the faculty member’s right to retraining (if applicable), and the right to an appeal.

In all cases of termination of appointment because of financial contingency, full-time nontenure faculty members will be given notice or severance salary in accordance with Section 3.13.3.1. Tenured faculty will be provided with termination payments in accordance with Section 3.13.6.1.

Appeals

If the administration issues notice to a tenure-line faculty member of an intention to terminate the appointment because of financial contingency, the faculty member will have the right to file a grievance in accordance with Section 3.14.3.

Reassignment and Retraining

Before the President issues notice to a tenure-line faculty member of the University’s intention to terminate an appointment because of a formal discontinuance of a department or interdisciplinary program, the University, subject to a review of qualifications (see Section 3.4.5 - Faculty Qualification) and retraining possibilities (see Section 3.10.3 – Retraining Leave), will consider the faculty member for suitable administrative or teaching position vacations within the University. See Section 3.13.6.1 below for additional information.

When a suitable position is not available within the University, with or without retraining, and the faculty member is not agreeable to any optional alternative courses of action (i.e., change in status to part-time), the faculty member’s appointment may be terminated.

Reinstatement Rights

In all cases of termination of appointment because of financial contingency, the place of the faculty member concerned will not be filled by a replacement within a period of three years, unless the released faculty member has been offered reinstatement and at least 30 days in which to accept or decline it.

2.         Program or Department Discontinuance Due to Educational Decisions

Termination of an appointment with tenure or a tenure-track faculty member before the end of the specified term may occur as a result of a bona fide formal discontinuance of a program or department of instruction due to educational considerations not related to a financially contingent situation.

Criteria

The decision to discontinue an academic program or department of instruction will be based on long-range judgments that the educational mission of the University as a whole will be enhanced by the discontinuance of an academic program or department. Program or department discontinuance does not preclude the reallocation of resources to other academic programs or departments determined to have higher priority based on long-term academic and educational reasons. In making such judgments, the following criteria shall be utilized: Mission, Quality, Marketability, and Cost Effectiveness. A decision to discontinue an academic program or department of instruction shall not be based upon cyclical or temporary variations in enrollment or undue influence from external parties to the University.

For purposes of this policy, academic programs and departments are defined as an academic department or program offering majors and minors that existed prior to the decision to discontinue them. The term program means a group of courses leading to a major or minor, a sequence of courses with a common prefix, a service or support area, or any curriculum area identified as such.

Making Academic Program or Department Discontinuation Decisions

A proposal to discontinue formally a program or department of instruction may be initiated by the Academic Planning and Allocation Committee, Committee on Academic Programs, Provost, or President.

Academic Program Review Process

Step 1: The initial step in the Academic Program Review process will be the development by the Office of Institutional Effectiveness of a set of common quantitative data for the academic department(s) and/or interdisciplinary program(s) showing long-term trends in course enrollments, student credits delivered, graduated majors, declared majors, direct instructional expense, and other performance metrics agreed upon by Academic Affairs, Academic Planning and Allocation Committee (APAC), and UGC. The data will be made available transparently to all faculty through appropriate means such as live data dashboards.

Step 2. Following the publication of the data, the applicable academic department(s) and/or interdisciplinary program(s) will be charged by Academic Affairs to complete a self-study, following criteria set by APAC.

Step 3. Following receipt of the self-studies, APAC will evaluate the academic department(s) and interdisciplinary program(s) in relation to Mission, and Quality (see above) and issue a report to the President.

Step 4. The President shall convene a Joint Committee comprised of eight faculty members, six of whom are elected by the faculty (or appointed by the Executive Committee if an election is unsuccessful) from individuals serving on each of the following faculty committees: UGC, Faculty Personnel Committee (FPC), Committee on Academic Programs (CAP), and APAC; and two of whom are appointed by the President from the tenure-line faculty. In addition, the Joint Committee shall include the Provost and appropriate academic administrators responsible for data and curriculum as designated by the Provost. From the faculty membership, the President shall appoint the convener of the Joint Committee.

After considering the self-studies and APAC report, the Joint Committee shall develop recommendations to the President regarding the initial proposal to discontinue the department(s) or interdisciplinary program(s). At the committee’s discretion, the report may include recommendations about (a) reconfiguring departments, interdisciplinary programs, majors, and minors by reassigning positions; (b) the enhancement of programs; and (c) changes in policies and procedures that would improve the functioning or efficiency of the academic program.

The President, following consultation with the Executive Committee of the Faculty, will determine the date by which the Joint Committee’s recommendations to the President must be provided. Following its deliberations, the Joint Committee shall issue its formal recommendations in writing to the President.

Step 5. The President will review the Joint Committee report and issue a written proposal to the members of the faculty addressing whether a program or department of instruction should be discontinued. The President’s written proposal also will be referred to CAP as to curricular impact, to APAC as to the implications for the academic plan, to the FPC as to personnel implications, and to the affected department(s) and interdisciplinary program(s) identified in the proposal.

Each committee and affected department(s) and interdisciplinary program(s) will have a 30-day period to develop their recommendations to the President. The manner in which the committees and affected department(s) and interdisciplinary program(s) arrive at their recommendations is at their respective discretion.

Step 6. The respective committees and affected department(s) and interdisciplinary program(s) may submit to the President written recommendations for changes to the proposal. The President will consider the recommendations. If the President adopts the recommendations, the President will incorporate them into the final plan submitted to the Board of Trustees. If the President does not adopt the recommendations, the President will transmit to the Board of Trustees both the President’s final proposal and the alternative proposal(s) prepared by the faculty committees and affected department(s) and interdisciplinary program(s). The Board of Trustees retains ultimate authority for approving any plan to discontinue an academic department or interdisciplinary program due to educational considerations and any corresponding position terminations.

Step 7. The President shall render the final decision on any terminations due to the discontinuation of an academic department(s) or interdisciplinary program(s) due to educational considerations and shall notify the faculty member(s) involved in accordance with the Notification provisions below.

Step 8. After the completion and implementation of decisions for a discontinuation of an academic department(s) or interdisciplinary program(s) due to educational considerations, the President will make available to the campus community a full report on the actions taken.

Reassignment and Retraining

Subject to a review of qualifications and retraining possibilities (see Section 3.10.3 – Retraining Leave), tenure-line faculty members in positions to be eliminated as a result of the discontinuation of an academic department(s) or interdisciplinary program(s) due to educational considerations will be considered for suitable vacancies at the University in administrative or teaching positions before the President issues notice of the intention to terminate an appointment. Tenured faculty, who will receive preference in such consideration over nontenured faculty, may explore such possibilities as an alternative to receiving termination payments pursuant to Section 3.13.6.1.

If the faculty member indicates a desire to explore an alternative assignment and retraining possibilities, the Provost will coordinate the review of the faculty member’s qualifications by the FPC, in consultation with APAC, in accordance with the procedures outlined in Section 3.13.6.1. If the FPC recommends that a limited period of retraining is necessary for an alternative assignment and the faculty member indicates a desire to explore such a leave, the faculty member may request a retraining leave pursuant to Section 3.10.3 – Retraining Leave.

When a position is not available within the University, with or without retraining, and the faculty member is not agreeable to any optional alternative courses of action (i.e., change in status to part-time), the faculty member’s appointment may be terminated.

Notice

Notification of termination will be sent from the President to the faculty member. The notice will specify the reasons for such termination, the effective date of termination, and the right to an appeal.

Full-time nontenured faculty members will be given notice or severance salary in accordance with Section 3.13.3.1. Tenured faculty will be provided with termination payments in accordance with Section 3.13.6.1.

Appeal

If the administration issues notice to a tenure-line faculty member of an intention to terminate the appointment because of the formal discontinuance of a program or department of instruction due to educational considerations, the faculty member will have the right to file a grievance in accordance with Section 3.14.3.

3.13.6.1 Termination Benefits for Tenure-Track Faculty Whose Positions are Eliminated

Certain services and benefits are provided by the University to eligible persons as delineated below whose full-time tenured or tenure-track employment is terminated because of the elimination of their positions as set forth in Section 3.13.6 (b)(1) and (2) above. In what follows, “termination” refers to the ending date of an appointment that ceases because the position has been eliminated.

Planning Assistance. One or more staff persons capable of providing career planning services will be available to work with terminated faculty, such services to include individual counseling, workshops, access to career literature, help with search skills, and contacts with alumni and other friends of the University.

Reassignment and Retraining. Subject to a review of and retraining possibilities (see Section 3.10.3 – Retraining Leave), faculty members in positions to be eliminated will be considered for suitable vacancies at the University in administrative or teaching positions before the University issues notice of its intention to terminate an appointment. Tenured faculty, who will receive preference in such consideration over nontenured faculty, may explore such possibilities as an alternative to receiving termination payments (see below). The Provost will coordinate the identification of possible alternative assignments and the review of individual qualifications and any retraining possibilities.

If the faculty member indicates a desire to explore an alternative assignment, the Faculty Personnel Committee (“FPC”), in consultation with the Academic Planning and Allocation Committee (“APAC”), will review the faculty member’s qualifications and offer a written recommendation to the Provost and President regarding the proposed assignment. Following receipt and review of FPC’s recommendation, the Provost will examine independently the faculty member’s qualifications and provide a written recommendation to the President, who will make a final decision on the proposed assignment. When the Provost’s recommendation disagrees with APAC’s recommendation, the Provost’s letter to the President will include an explanation of the specific reasons for the differing recommendation.

If the FPC, after consultation with APAC, recommends that a limited period of retraining is necessary for an alternative assignment and the faculty member indicates a desire to explore such a leave, the faculty member may request a retraining leave pursuant to Section 3.10.3 – Retraining Leave.

If the faculty member indicates a desire to explore retraining possibilities, the faculty member may request a Retraining Leave pursuant to Section 3.10.3 – Retraining Leave.

When a position is not available within the University, with or without retraining, and the faculty member is not agreeable to any optional alternative courses of action (i.e., change in status to part-time), the faculty member’s appointment may be terminated.

Medical Coverage. If current insurance plans permit, normal medical coverage will remain in force at University expense through December 31 of the next academic year, and can be continued at the individual’s expense in accordance with the Consolidated Omnibus Budget Reconciliation Act for the remainder of two years, after termination.

Termination Payments. The University provides tenured faculty with termination payments to help offset costs of retraining and relocation in positions outside the University as well as to recognize services rendered. Such payments are made in lieu of providing unemployment compensation payments for such faculty. The plan involves payment on a foreshortened schedule and includes calculations involving years of service and the salary the person would have received for full-time service in the year following termination.

The termination payments for an eligible tenured faculty member are determined as follows:

1.     The calculation begins with the monthly rate of pay corresponding to 45% of the salary the individual would have received in the year following termination.

2.     Because the terminated individual will not pay Social Security taxes on the faculty member’s termination benefit, the rate in 1 is reduced by the FICA (Social Security) individual tax rate at the time of termination.

3.     The adjusted rate in 2 is hypothetically cumulated for 60 months (five years), which total amount is then converted to an equivalent lump sum value by calculating its discounted present value (DPV) using the rate of interest on five-year government securities in effect at the time of termination.

4.     The proportion of the lump sum value in 3 to which the individual is entitled is calculated as the proportion of 20 years the individual has served the University, this proportion not to exceed unity. This proportion is multiplied by the lump sum benefit of 3 to obtain the adjusted lump sum benefit.

5.     The adjusted lump sum benefit in 4 will be paid to the individual at a monthly rate equal to the individual’s full salary rate that would have obtained in the year following termination reduced by the current FICA individual tax rate used in 2 above.

6.     The payments in 5 above will continue for as many months as the adjusted lump sum entitlement provides, discounted (adjusted upward) for the lower value of future income payments using the rate in 3 above. The monthly payments will begin ordinarily with the academic year following the year of termination.

7.     If employment is obtained outside the University, this must be disclosed immediately to the University and severance payments from the University will be reduced one dollar for each two dollars per month earned in that employment.

Tuition Benefits. The same tuition benefits (OWU tuition remission and GLCA tuition exchange) available to dependents of continuing faculty shall be available to those already in college or high school (grades 9 through 12) at the time the faculty parent or legal guardian is terminated. The tuition benefit is taxable, but the terminated faculty member will not be taxed for the amount equal to any merit scholarships that a tuition recipient receives. For the tax year the terminated faculty member takes advantage of this benefit, they will receive a Form W-2 reporting the value of the benefit that is taxable to them.

Other Benefits. No benefits will be paid by the University except those specifically provided for in this policy.

 

3.14 Faculty Appeals and Grievances

3.14.1 Appeals Procedure in Nonrenewal for Performance Reasons

The procedures in this section are applicable to cases in which the appointment of a full-time nontenured faculty member is not renewed (including not granting tenure) for reasons related to the quality of the individual’s work. They are not applicable when termination is based on a decision that the position occupied by the individual does not warrant continued support.

1.     All references to periods of time shall be calculated, unless the context clearly indicates otherwise, as “in-session” time. In-session days are those from the first day of classes through the last day of the final examination period of the regular academic terms, including weekends. Vacation days (fall and spring breaks, the summer period) are not counted. In this appeals procedure, the “Faculty Personnel Committee” is defined as the Committee that made the initial nonrenewal decision.

2.     The first step in an appeal is for the complainant to speak with the Provost about the grounds for the negative renewal decision, following which the Provost will, if requested, provide the complainant with a statement in writing. It is understood that the specificity of this statement, in general, will be limited by (a) the fact that in the last analysis the institution took the action it did because it lacked sufficient reasons for a positive decision, and (b) the fact that the decision in question may have been the shared responsibility of several persons who, while agreeing on the decision itself (perhaps by majority vote), did not necessarily agree on reasons.

3.     The second step is for the complainant to notify the Provost in writing requesting the Faculty Personnel Committee to review the decision. Such a request must be made no later than the end of the 14th day of the next regular academic session following the one in which the notice of nonrenewal was received. The burden of proof as to grounds and supportive data for reversing the initial decision shall rest with the complainant. The Faculty Personnel Committee shall conduct such a review and provide a written recommendation to the President, who will consider the committee’s recommendation. The Provost shall convey the President’s disposition of the results in writing to the complainant within 14 days of receipt by the Faculty Personnel Committee of the complainant’s request for review.

4.     The third step is open to the complainant should the results in 3 above be unsatisfactory to the complainant. In such cases, the complainant will inform the Provost in writing within three days of receiving word of the results that the complainant wishes to appeal to the Faculty Reappointment Appeals Committee. The request shall include a detailed statement of the complainant’s reasons for appealing and an explicit waiver by the complainant of any right to nondisclosure of the grounds for the decision. It is intended that the disclosure be restricted to the members of the Faculty Reappointment Appeals Committee.

The complainant’s written appeal must allege facts sufficient to establish either:

a.     Procedural violations resulting in a prejudicial error: The term prejudicial error (a) does not refer to the state of mind of the members of the Faculty Personnel Committee, the Provost, or, in the case of a tenure decision, the President; rather, it refers to an assessment of the likely effect of an error in procedure on a review decision. An error is prejudicial if it is reasonably probable that a result more favorable to the complainant would have been reached in the absence of the error.

b.     Inadequate consideration: Inadequate consideration occurs when a decision is not supported by substantial evidence in the candidate’s Faculty Personnel Committee evaluation file. Alternatively, inadequate consideration occurs if the Faculty Personnel Committee, the Provost, or, in the case of a tenure decision, the President (a) violated the stated procedures for including relevant evidence in the candidate’s evaluation file or used that evidence as a basis for judgment in the review and (b) it is reasonably probable that a result more favorable to the complainant would have been reached had adequate consideration been given to the proper evidence.

Upon receipt of such a request, the Provost shall convene the Faculty Reappointment Appeals Committee within seven days.

5.     Upon being convened by the Provost, the members of the Faculty Reappointment Appeals Committee shall, for each individual case, determine whether any member wishes to self-recuse from further participation because of bias or interest. Any vacancies so created will be filled by lot from among the alternate members elected to the Faculty Reappointment Appeals Committee. Such alternates shall be standing by at the time the Faculty Reappointment Appeals Committee is convened for possible selection. A replacement will serve for that case only (unless independently selected later for another specific case). Should the chair of the Faculty Reappointment Appeals Committee self-recuse, an acting chair shall be elected from among the non-alternate members for the case at hand.

6.     The Faculty Reappointment Appeals Committee as constituted for the case at hand shall proceed as follows:

a.     At the initial session, the Provost shall provide a copy of the grounds for non-reappointment, as earlier provided to the complainant, and of the complainant’s request for appeal (4 above).

b.     The chair shall invite the complainant to meet with the Faculty Reappointment Appeals Committee within seven days of the initial session in 5 above for the purpose of assuring the Committee’s understanding of the nature of the grievance as previously defined in writing.

c.     If the complaint is directed at the recommendation of the Faculty Personnel Committee, the chair shall within 10 days of the initial session above submit the complainant’s statement, with any clarifying information obtained in 6 above, to the Faculty Personnel Committee which shall, within seven days, provide the Faculty Reappointment Appeals Committee with (a) a written response to the statement, (b) a written statement of the procedures followed and the persons consulted in reaching the decision, and (c) access to all documents employed by the Faculty Personnel Committee as a whole in its deliberations leading to the disputed recommendation. If the complaint is directed at the President’s disposition of the recommendation of the Faculty Personnel Committee, the procedures in this paragraph will apply also to the President (i.e., the President will submit a written response to the statement).

d.     The Faculty Reappointment Appeals Committee shall promptly schedule a hearing for the purpose of oral argument and the presentation of additional information. The hearing shall be held on campus at a time and place designated by the chair after consultation with the complainant and Provost.

7.     The following procedures shall apply in all hearings:

a.     The burden of proof, based on the preponderance of the evidence, shall rest with the complainant, i.e., the responsibility for affirmatively establishing disputed facts bearing on issues described in 8 below.

b.     The hearing shall be closed and its proceedings confidential. Invited for separate appearances shall be the complainant, who may be accompanied by an advisor from the Faculty, and an official spokesperson from the Faculty Personnel Committee, normally the chair, who may be accompanied by an advisor from the Faculty Personnel Committee. The Faculty Reappointment Appeals Committee may invite others to testify, including the President in cases where the President’s disposition of the recommendation of the Faculty Personnel Committee is at issue. No faculty member of the Faculty Personnel Committee except the official spokesperson and the advisor shall testify as a member of the Faculty Personnel Committee, and no one shall be required to disclose confidential sources. The Faculty Reappointment Appeals Committee shall not reveal to the complainant or others the content or authorship of confidential evaluation materials used by the Faculty Personnel Committee in its deliberations, and the spokesperson for the Faculty Personnel Committee shall not reveal the views of individual members of the Faculty Personnel Committee.

c.     The Faculty Reappointment Appeals Committee shall not be bound by strict rules of legal evidence, but the findings shall be based on the documents it has considered and on the hearing.

8.     During and after the formal hearing, the Faculty Reappointment Appeals Committee shall restrict its inquiry to the following questions:

a.     Were there deviations from existing evaluation procedures that could well have affected the decision being appealed? (The Faculty Reappointment Appeals Committee shall not look for minute deviations here, but significant deviations that reasonable observers would judge to have influenced the decision.)

b.     Was any material evidence ignored? (The question is not whether all possible relevant evidence was present, but whether materials were lacking that ought to have been considered according to established procedures of the University and that could well have worked in the interests of the complainant.)

c.     Was any improper evidence considered? (The question here is whether evidence was considered that was not a kind understood to be relevant under established procedures and policies of the University and that could well have worked against the interests of the complainant.)

d.     Given the evidence, was the decision based on inadequate consideration? (The Faculty Reappointment Appeals Committee shall not substitute its judgment on the merits of the case for that of the Faculty Personnel Committee. The question is whether the decision was based on a reasonable evaluation of the evidence before the Faculty Personnel Committee, not whether the Faculty Reappointment Appeals Committee agrees or disagrees with the decision.)

9.     The hearing shall be completed within 31 days of the Provost’s convening of the Faculty Reappointment Appeals Committee. Within three days thereafter the Committee shall report its findings to the complainant, the Faculty Personnel Committee, the Provost, and the President. If the Faculty Reappointment Appeals Committee finds the answers to any of the questions in 8 to be “yes,” it shall so report together with the reasons for its finding, and the case shall be considered again by the Faculty Personnel Committee (when its recommendation is at issue) or by the President (when the President’s decision is at issue). In the former kind of case, the recommendation by the Faculty Personnel Committee to the President shall represent the final faculty position on the matter. The Faculty Personnel Committee or the President will complete the reconsideration of the case within 14 days. The complainant and all members of the Faculty Reappointment Appeals Committee shall be notified of the disposition of the case by the Faculty Personnel Committee and the President. The President’s decision is final.

10.  The Complainant can make a final appeal to the President. The appeal must be made within 14 days of notification described at the end of 9 and is to be limited to procedural grounds only.

11.  All matters of interpretation of this appeals procedure shall be resolved on behalf of the Faculty by the Executive Committee of the Faculty.

3.14.2 Appeals on Grounds of Academic Freedom in Cases of Termination of a Tenure-Track Position or Conversion to a Tenure-Track Position to Visiting

If the appointment of a tenure-track faculty member is not renewed or is converted to a Visiting Faculty position as a result of a regular or discretionary review as described in Section 5.3  of this Handbook, an appeal will be entertained if, within 30 days of receiving notice, the faculty member files a written allegation with Academic Affairs asserting that the true reasons for the termination or contract conversion were not the planning considerations cited, but reasons violative of the individual’s academic freedom. Such an appeal will be considered by the Faculty Personnel Committee in accordance with the procedures below, which will report its findings and recommendations to the Provost and then to the President, who shall make the final decision on the appeal.

Conference with the Provost

The first step in an appeal is for the faculty member (“complainant”) to speak with the Provost about the grounds for the decision and whether a mutual resolution may be agreed upon.

Filing an Appeal

If, after meeting with the Provost, the faculty member (“complainant”) wishes to proceed with a formal appeal, the complaint must file a written appeal with the Provost within 30 days of receiving notice of the termination or contract conversion. A complainant who does not file a written appeal within the indicated period of time forfeits any further right of appeal.

Grounds for Appeal

The complainant’s written appeal must include a detailed statement explaining the alleged violation of academic freedom and how it significantly contributed to the decision to terminate the faculty member’s position or convert it to a Visiting Faculty position. Supporting evidence should be cited in the faculty member’s statement.

Formal Investigation of the Faculty Personnel Committee

The Faculty Personnel Committee will conduct a preliminary review and, if appropriate, a formal investigation. As part of its investigation, the Faculty Personnel Committee may invite testimony, whether written or oral, from the complainant and an official spokesperson from the Academic Planning and Allocation Committee, normally the chair, either of whom may be accompanied by a faculty advisor. The Faculty Personnel Committee also may invite others to testify or provide written statements. All such testimony, whether written or oral, will be documented and included in the faculty member’s permanent file.

In all cases it investigates, the Committee’s task is to determine whether the complainant has established by the preponderance of the evidence that considerations violative of academic freedom contributed significantly to the decision to terminate the faculty member’s tenure-track position or convert the position to a nontenure-track position.

At the conclusion of the investigation and by majority vote, the Committee will determine its findings of fact and recommendations and issue a written report for the Provost, with copies to the complainant. The report must be submitted to the Provost within 30 days of receiving the faculty member’s written appeal and include findings of fact and conclusions and, where appropriate, make recommendations for remedial action. The finding of the Faculty Personnel Committee, together with any accompanying evidence or explanation, shall become a part of the faculty member’s permanent evaluative file.

Provost’s Review

Within 10 days of receiving the Faculty Personnel Committee’s recommendation, the Provost will make a written recommendation on the appeal and suggested action to the President. When the Provost’s recommendation disagrees with the Faculty Personnel Committee’s recommendation(s), the Provost’s letter to the President will include an explanation of the specific reasons for the differing recommendation and/or suggested action.

President’s Decision

Within 10 days of receiving the Committee and Provost’s respective recommendations, the President will decide upon appropriate action and will provide a written report of the decision to the complainant, the Provost, and the Chair of the Faculty Personnel Committee. If the President’s final decision is against the Faculty Personnel Committee’s recommendation, the President’s reasons will be stated in the letter. The President’s decision is final.

3.14.3 Other Faculty Grievances

Any member of the full-time faculty may seek a remedy through the procedures outlined in this section if they believe there has been unfair or improper treatment toward an aspect of employment not covered by provisions for review under this Faculty Handbook (i.e., non-reappointment appeals, appeals related to regular or discretionary position reviews, etc.) or other applicable University policies (i.e., Title IX and Sexual Harassment Policy or the Non-Title IX, Sexual Misconduct Policy), including for example, alleged violations of academic freedom, teaching assignments, teaching load, class schedule, or an administratively applied sanction.

Items Not Grievable

This grievance policy and accompanying procedures, however, do not apply to the following:

  1. The determination or content of a policy, procedure, rule, or regulation appropriately promulgated by the administration or governance system.
  2. The routine assignment of University or department resources (e.g., space, operating funds, parking, etc.)
  3. Normal actions taken or recommendations made by the administration or committee members acting in an official capacity in the grievance process.
  4. The failure to satisfy the grievant after the grievance process has been completed.

Informal Resolution

Prior to instituting a formal grievance, the grievant must appeal to the person or official body responsible for the action to which the grievant has objection or to the immediate supervisor, if any, of that person or body to determine whether the complaint or problem may be solved informally to the mutual satisfaction of the individuals.

Formal Resolution

If the informal step does not resolve the matter, the grievant may file a written statement of the grievance with the Chair of the Executive Committee of the Faculty, with a copy to the Provost. The written statement of grievance must be filed within 15 days of the conclusion of the informal resolution step. The burden of proof rests with the grievant by a preponderance of evidence to establish the alleged unfair or improper treatment.

Upon receipt of the written statement, the Executive Committee of the Faculty will seek to resolve the grievance by such conflict resolution techniques as it deems appropriate, including mediation, conciliation, and informal fact-finding. The Executive Committee of the Faculty may hold meetings with the grievant and the individual or groups of individuals named jointly or individually. Any meetings or proceedings shall be closed to the campus community, confidential, and held in a nonlegal environment. To that end, neither the grievant nor the administration is permitted to have legal counsel actively participate in the grievance proceedings. If a resolution is reached by mutual agreement of the parties, it shall be reduced to writing and signed by both parties.

If resolution cannot be reached, the Executive Committee of the Faculty will report its findings of fact and recommendations for action, if any, to remedy the situation to the Provost (or the President, or the President’s delegate, if the Provost is the subject of the grievance), the grievant, and the accused parties.

The Executive Committee of the Faculty will initiate such steps within 10 working days of receiving the written grievance and will take no longer than one month to conclude the process. The Executive Committee of the Faculty may seek input from Human Resources and Academic Affairs as part of this process.

Provost’s Review

If, after assessing the Executive Committee of the Faculty’s report, the Executive Committee of the Faculty’s recommended remedy is acceptable to the Provost, then the grievance shall be considered resolved.

If the recommended remedy is not acceptable to the Provost, then the Provost will issue a letter to the parties and President explaining why the committee’s recommend remedy was not adopted and forward the matter to the President upon the grievant’s request. Such a request must be made in writing within five working days of receipt of the Provost’s letter.

If the Provost is the subject of the grievance, the matter will proceed directly to the President’s decision step below.

President’s Decision

Based upon the assessment of the conclusions of the Executive Committee of the Faculty, the Provost’s letter, and a review of the record, the President will decide what, if any, action is necessary to remedy the alleged grievance. The President will report in writing to the grievant, the Executive Committee of the Faculty, the Provost, and the accused parties within 10 working days of receiving the matter from the Provost. The decision of the President ends the grievance process.

 

3.15 Faculty Evaluation of the Provost

To assist the President’s evaluation of the Provost, the faculty shall be called upon to periodically provide feedback on the administrative performance of the Provost.

Schedule

Faculty participate in the periodic evaluation of the Provost’s administrative performance during the third year of initial appointment, and every fourth year thereafter. The President may request a review more frequently if desired. The initial appointment means the date the Provost begins to serve in a position, whether in an interim or permanent appointment. If appointment to the Provost position is made later than the start of the academic year, the first review shall take place in the first academic year that begins after the second anniversary date of the appointment.

Procedures

1.    Materials Submitted

The Provost will upload to the online web portal the following materials:

  1. The Provost’s job description.
  2. The Academic Affairs Office’s strategic plan.
  3. A current curriculum vitae.
  4. A brief self-report listing the accomplishments of the Academic Affairs Office since the last evaluation cycle.

2.   Creation and Distribution of Survey Instrument

The Faculty Personnel Committee, in consultation with the President, is responsible for creating the survey instrument used for including faculty in the evaluation process for the Provost and oversees the administration of the instrument. The President shall suggest to the Faculty Personnel Committee those aspects of the following areas that are most relevant to the Provost’s performance assessment: the mission of the office; the Provost’s administrative responsibilities as delineated in the job description; and the Provost’s impact on the faculty, students, and the University.

All full-time faculty members are invited to complete the evaluation survey prepared and distributed by the Faculty Personnel Committee, with the understanding that each faculty member will undertake evaluation in a responsible and professional manner, responding only to questions about which the individual faculty member has personal knowledge. Moreover, survey responses should be constructive and directed at improving performance and serving the mission of the University.

3.   Faculty Personnel Committee Report to President

The Faculty Personnel Committee is responsible for compiling the results of the survey responses and submitting a report to the President at the end of the academic year. The report shall summarize the survey results and address both things the Provost is perceived as doing well and areas in which the Provost is perceived as needing to improve. As with documents relating to faculty evaluation, the report and the results of the survey are confidential and are not shared outside of the committee and its correspondence with the President.


Footnotes In This Chapter

[2] AAUP Policy Documents and Reports, 1995 Edition, pp. 3-4. The University affirms and supports the acknowledgment by the AAUP that, “Adoption of or reference to the 1940 Statement does not necessarily entail a commitment to the many AAUP policy statements that the Association has derived from the 1940 Statement and from its own evolving ideas of good practice” (p. xi). Although many of the policies and procedures specified in this Chapter Three of the Faculty Handbook are informed by those recommended by the AAUP, the University declares that its policies and procedures are not bound by the interpretations given them by such external organizations.

[3] The provisions of this section do not necessarily apply to a person on full-time administrative appointment who holds faculty rank and teaches less than a full load.

[4] These guidelines are based on the present Ohio Wesleyan two-semester calendar. Any substantive change in the calendar will obviate the guidelines.

[5] Faculty members who receive a reduced teaching load as a result of serving as Department Chair or because of being on a Sabbatical Leave or on Special Released Time for Scholarly Production are exempt from this policy and need not appeal to the Provost.

[6] In areas or departments where faculty assignments are not based solely on graduation credit courses (e.g., library), commensurate arrangements may be negotiated.

[7] The broad categories of scholarship have been influenced by, though are not identical with, the categories suggested by E. Boyer, Scholarship Reconsidered (Princeton: Carnegie Foundation, 1990).

[8] In cases of tenure decisions and retention decisions after the fall of the second year, all members of the Department concerned are asked to complete rating forms for the faculty member under review.

[9] Members of the Committee will self-recuse and not read materials related to, or deliberate and vote upon, cases involving themselves, colleagues in their Department, their spouse, life partner, relatives, or family members, or others with whom their personal (i.e., romantic partner, etc.) and/or business relations may be deemed to otherwise constitute an actual or apparent conflict of interest or preclude a sound, unbiased decision. If a candidate believes there is a potential conflict of interest or asserts an improper bias involving a member of the committee who has not self-recused, the candidate must raise the matter in writing to the Executive Committee of the Faculty within five days after submitting the Self-Report so that it may evaluate the claim and act appropriately. Similarly, Committee members who serve (or have served within the preceding two academic years) on the governing board of an Interdisciplinary Program will not read materials related to, or deliberate and vote upon, cases involving those faculty members whose appointments are to that Program (rather than to a Department).

[10] Access to the student evaluations also may be granted to designated University personnel or agents with a legitimate business need to process or manage the material (i.e., Academic Affairs and Information Services staff).

[11] Tenure-track faculty who have years of credit toward tenure negotiated at the time of initial appointment to Ohio Wesleyan University normally will be evaluated according to the following schedule:

  • Faculty with one year of credit will receive their second-year review in their second year of appointment and be reviewed for tenure in their fifth year at the University.

  • Faculty with two years of credit will receive their second-year review in their second year and be reviewed for tenure in their fourth year at the University.

  • Faculty with three years of credit will receive their second-year review in their second year and be evaluated for tenure in their third year at the University.

[12] Note: This clause does not apply to a tenured faculty member in the last regular year of service at the University who takes leave during the first semester of the year.

[13] If a faculty member plans to spend $5,000 or more from their IPDA in a single fiscal year, they should contact the Associate Provost to ensure fund availability. Expenses for doctoral tuition costs should be discussed before being incurred so that Academic Affairs can help a faculty member navigate potential complications related to IRS regulations.

[14] For the purposes of this policy, nonrenewal of the appointment of a faculty member in a full-time nontenured appointment is governed by Section 3.13.3 of the Faculty Handbook and is not to be construed as dismissal for adequate cause.

[15] Allegation of sexual harassment or discrimination rendered against a faculty member will be investigated and resolved in accordance with either the University’s Title IX and Sexual Harassment Policy or the Non-Title IX, Sexual Misconduct Policy as determined by the Title IX administrator(s).

[16] It is expressly agreed and understood that wherever deemed relevant, either party may call upon the expert testimony of non-Ohio Wesleyan University faculty personnel in the area of the accused faculty member’s professional competence. The University agrees to pay the transportation costs for such outside witnesses to testify at the hearing provided a majority of the Faculty Hearing Panel shall give prior approval to the appearance of such outside expert witnesses. In the interest of cost, such outside witness, if prior approval is granted by the panel, may offer testimony via remote appearance technology. The absence of such prior approval, however, shall be no bar to the presentation of such outside expert testimony if the travel expenses incident thereto are borne by the faculty member.

[17] The provisions in this Section shall not be construed to limit in any way the ability of the President to address emergency situations under authority delegated to the President by the Board of Trustees (Code Article VII, Section 1B (1). Emergency situations are defined to be occasions when failure to act immediately could jeopardize either the physical or emotional safety and well-being of the faculty member or the safety and well-being of students, other Faculty, staff, or University property.