FACULTY HANDBOOK

17th EDITION[N1]

FOREWORD

The Faculty Handbook is designed to provide members of the faculty with general information about Western Kentucky University's [N2] history, philosophy, organization, policies and procedures, faculty responsibilities and benefits, and various services and facilities. In the interests of brevity and economy, duplication of information available in other University publications[N3] is held to a minimum, and references are[N4] made to other sources such as the Western Kentucky University undergraduate and graduate catalogs[N5] . It is suggested that faculty members familiarize themselves with these other publications in order to be better informed about Western[N6]

As the institution is changing constantly, so must the policies and procedures of the University. [N7] [N8] The current edition of this handbook is [N9] available on-line at: the[N10] Academic Affairs web site. A concerted effort is made to keep the faculty informed of such changes. Suggestions on how future editions of the Handbook can be made more informative may be submitted at any time to the Office of the Provost and Vice President for Academic Affairs[N11] .

[N12]

TABLE OF CONTENTS

Introduction…………………………………………………………………………..…..4

University Organization and Administration ………………………………………..…...6

Faculty Appointments and Responsibilities…… ………………………………….…..…109

Faculty Promotion and Tenure…………… …………… …………………………………………....24

Faculty Tenure and Continuance………………………………………………………..32

Process for Faculty Complaint (Continuance, Promotion and Tenure)…………………37

Post-Tenure Review of Faculty…………………………………………………………41

Termination of Faculty………………………………………………………………….43

Faculty Grievance Policy/Procedure……………………………………………………51

Special Faculty Appointments………………………………………………………….531

Other Faculty Policies………………………………………………………….….……6159

General Academic Support Information ………………………………………….….…642

Personnel Policies, Benefits, and Other Services ………………………………… …….75

Handbook Amendment Policy………………………………………………..………..81

Appendix

Faculty Regent Election Process

Appendix 1: Faculty Regent Election Process…………………………………..

Appendix 2: Student Offense Record

WKU Organizational Chart

APPENDIX 1 Charter of the University Senate…………………………….….83

APPENDIX 2 Faculty Regent Election…………………………….…………..95

APPENDIX 3 Post-Tenure Review Policy…………………………….…….…98

APPENDIX 4 Computing Ethics Policy……………………………..….….....101

APPENDIX 5 Integrity in Research and Other Scholarly Activity…………...103

APPENDIX 6 Patent Policy…………………………………...……….……...111

APPENDIX 7 Intellectual Property Policy……………………...………….....113

APPENDIX 8 Family Educational Rights and Privacy Act…………...….…...122

APPENDIX 9 Drug-Free Workplace Requirements…………………...……...124

APPENDIX 10 Administrative Organization Charts……………………..…….125

APPENDIX 11 Handbook for Department Heads……………………….……..127

Index………………………...……………………………………………………...….134

I.

INTRODUCTION

A. History of WesternWKU: As a public institution of higher learning, Western[N13] Kentucky University came into existence in 1906 when a bill was enacted by the Kentucky General Assembly creating a state normal school in Bowling Green, headed by Dr. Henry Hardin Cherry. The name of the institution was changed by the Legislature in 1922 to Western Kentucky State Normal School and Teachers College. In 1930 the school's name was changed to Western Kentucky State Teachers College, and in 1948 it was changed to Western Kentucky State College. It became Western Kentucky University in 1966. At various points in the University’s history, the separate institutions known as Potter College for Young Ladies, Ogden College, and Bowling Green Business University were incorporated and later memorialized in the titles of three of the University’s colleges.

From its beginning as a small state normal school with about 300 students and a dozen faculty members, Western has grown in both size and scope of academic programs. Enrollment has increased from less than 1,700 in the fall of 1955 to over 15,000 [N14] students in the fall of 2000[N15] . The faculty[N16] has grown from fewer than 100 in 1955 to over 560[N17] in 2000[N18] and the number of teaching faculty holding the earned doctorate or other terminal degree has advanced from under 25% to more than 85%[N19] . In 1955 [N20] Western offered two undergraduate degrees and one graduate degree; currently the University offers four associate degrees, six baccalaureate degrees, five masters degrees, the specialist degree, and cooperative doctoral programs with the University of Kentucky and the University of Louisville, and a. A doctoral degree in Educational Leadership. is currently awaiting final approval. The number of fields in which students may pursue studies has increased substantially during the same period. (For more complete information on degrees and areas of study available see the current Western Kentucky UniversityWKU Uundergraduate and Ggraduate Ccatalogs).

The physical facilities of the University have undergone tremendous growth, expanding from a few classrooms and offices in one building in 1906 to a main campus of more than 66 [N21] modern buildings on approximately 200 acres today. In addition, the University maintains instructional, research, and recreational facilities at the South Campus, the University Farm, the Glasgow Campus, and extended regional campus centers in Owensboro and Ft. Knox/Elizabethtown.

Extended Regional campus offerings have become an integral part of the educational mission of Western Kentucky University[N22] . In 1978, the Council on Higher Education assigned Western Kentucky University[N23] the responsibility for aan extended regional campus coordinating area. In the Council's 1989 guidelines, this area is referred to as the Designated Service Area (DSA). Western's DSA includes 27 counties and extends from the Ohio River to the Tennessee border and from the western boundaries of McLean, Muhlenberg, and Todd Counties to the eastern borders of Adair, Russell, and Clinton Counties. The DSA includes three extended regional campus centers, each having an administrative office with its own director and support staff. The offices are located in Owensboro, Elizabethtown/Ft. Knox, and Glasgow. The extended regional campus centers are administered through the Office of Academic Affairs of the University.

Many of the ideals upon which the University was founded were expressed by Western's first President, Dr. Henry Hardin Cherry, and are still guiding principles today. For example, Dr. Cherry articulated these goals for Western:

I. To be a live school and to impart to its students a burning zeal to do and to be

something.

II. To let the reputation of the school be sustained by real merit.

III. To lead the student to understand that a broad and liberal education is essential to

the highest degree of success in any endeavor in life.

Through the years the school has striven constantly to provide its students with varied educational opportunities within an academic climate intended to promote the legitimate objectives of liberal education, democratic citizenship, character development, and the pursuit of excellence.

An interesting and more detailed historical background of Western may be found in Lowell Harrison's book, Western Kentucky University (Lexington: University Press of Kentucky, 1987).

B. Vision*: Western Kentucky University aspires to be the best comprehensive public institution in Kentucky and among the best in the nation.[N24]

C. Defining Character*: Western Kentucky University [N25] shall be the “University of Choice” for students and faculty who are dedicated to academic excellence.

True to the Western spirit, the University offers an inviting, nurturing, and challenging environment, which is responsive to the intellectual, social, and cultural needs of a diverse learning community. Western’s success is reflected in the success of its alumni, who are known for their leadership, adaptability, and commitment to Western.

D. Mission*: Western Kentucky University shall produce nationally and globally competitive graduates and shall provide optimum service and lifelong learning opportunities for its constituents.[N26]

*Drawn from Challenging the Spirit, Western Kentucky University Strategic Plan 1998-2003.[N27]

II.

UNIVERSITY ORGANIZATION AND ADMINISTRATION

A. Administration:

1. Board of Regents: the governing body of Western Kentucky University[N28] , as provided by Kentucky Revised Statute 164.350. This board is composed of eleven members, eight appointed by the Governor, one elected by the faculty, one elected by the students and one elected by the staff.

2. President: the chief executive officer to whom the Board has delegated authority, as its agent, to direct, govern, and manage the affairs of the University and to make day-to-day decisions and judgments necessary to carry out that responsibility. (See the Appendices for detailed organizational charts.)

3. Administrative Council: the organization that includes officials of the major administrative units of the University: the President, who serves as chairperson; the Provost and Vice President for Academic Affairs; the University Counsel; [N29] the Vice President for Development and Alumni RelationsInstitutional Advancement; the Vice President for Information Technology; the Vice President for Student Affairs and Campus Services; the Vice-President for Campus Services and Facilities; the Chief Financial OfficerVice-President for Finance and Administration; the Chief Public Affairs OfficerVice-President for Public Affairs; the University Athletics Director; and the Associate Vice President for Campus Services and FacilitiesAcademic Affairs and Chief Diversity Officer.

4. Provost and Vice President for Academic Affairs: the administrative officer responsible for academic instruction, research[N30] , public service and related support offices. The Associate and Assistant Vice Presidents for Academic Affairs report to the Provost and Vice President for Academic Affairs.

5. Vice President for Information Technology: the administrative officer responsible for the achievement of the University’s mission through computing and telecommunications technologies.

6. Vice President for Development and Alumni AffairsInstitutional Advancement: the administrative officer responsible for development and external and alumni relations. (new job description pending)

7. Vice President for Student Affairs and Campus Services: the administrative officer responsible for supervision of administrative programs relating to student life and student services. (new job description pending)

8. Vice President for Finance and Administration: (need description(new job description pending)

9. Vice President for Campus Services and Facilities: (new job description pendingneed description)

10. Vice President for Public Affairs: (need descriptionnew job description pending)

11. Chief of Staff/General Counsel: (new job description pendingeed description)

12. Associate Vice President for Academic Affairs and Chief Diversity Officer:

(neew job description pendinged description)

138. Academic Deans: the administrative officers responsible for the leadership and administration of the academic colleges/areas of the University. Includes the deans of the Gordon Ford College of Business; the College of Education and Behavioral Sciences; the Ogden College of Science and Engineering; the Potter College of Arts and Letters; Graduate Studies and Research; the Bowling Green Community College; and the University Libraries; the University College; and the Department for Extended Learning and Outreach. The Council of Academic Deans is composed of the Provost and Vice President for Academic Affairs (who serves as chairperson), the college deans and Dean of Libraries, the Associate Vice President for Academic Affairs (Academic Programs and Personnel), the Associate Vice President for Academic Affairs (Enrollment Management), and other administrators reporting to the Provost who may be designated to serve on the Council. The Council provides leadership and coordination for the academic affairs of the university.

149. Academic Department Heads (including department heads, department co-chairs, and division chairs, and the University College Dean): the administrative officers responsible for the leadership and administration of the academic departments of the University. Academic department heads report to the appropriate academic dean. For more information, see the Handbook for Department HeadsThe Handbook for Department Heads can be found at:

www.wku.edu/Dept/Support/AcadAffairs/Administrative%20Handbook/Dept.%20Head%20Handbook.

15. Faculty: includes any person employed by WKU with faculty rank[N31] .

.

B. Major University Committees:

1. University Senate: the agency for the articulation and presentation of the views of the faculty within a collegial system of university governance. In a collegial system authority and responsibilities are shared among colleagues, some of whom have duties as faculty and others as academic administrators. The University Senate functions as the official representative voice of the faculty, advising and making recommendations to the President and Provost/Vice President for Academic Affairs concerning academic programs, requirements and policies, faculty responsibilities and welfare, and other matters of importance to the faculty. The Senate also includes representation from the students, staff, and administration of the university.[N32] The complete Information regarding this body including the Charter of the University Senate can be found at: www.wku.edu/senate.is included in the Appendices.

University Curriculum Committee: a standing committee of the University Senate with responsibilities to review existing programs and new program proposals in light of the university’s mission statement; to review any academic matters such as degree and graduation requirements, standards of scholastic achievement, and rules and regulations governing faculty-student relations; to review existing courses and new courses having significant consequences that cross college lines; to study any curricular matter it chooses; and to study matters assigned to it by the Executive Committee of the Senate.

General Education Committee: a standing committee of the University Senate with responsibilities to develop and review general education guidelines, performance standards, and course criteria; to review existing courses and to consider new courses proposed for general education; to engage in a continuing evaluation of the effectiveness of the General Education program; to study all matters it chooses pertaining to general education; and to study matters assigned to it by the Executive Committee of the Senate.

Faculty Welfare and Professional Responsibilities Committee: a standing committee of the University Senate with responsibilities to make recommendations concerning the responsibilities and obligations of the faculty in their roles as scholars and teachers; to make recommendations on policies, criteria, and procedures for faculty recruitment, appointments, re-appointments, promotions, tenure, post-tenure review, salary, workload, working conditions, summer teaching, sabbatical leaves, leaves of absence, professional travel expenses, off-campus teaching and service, and consulting activities; to furnish advice on policies and procedures relating to retirement programs, insurance plans, sick leave, tenure, and other matters relating to faculty welfare; to study any matter pertaining to faculty responsibilities and welfare it chooses; to make recommendations concerning policies and procedures related to faculty grievances; to establish a pool from which faculty members will be chosen to serve on Faculty Grievance and Continuance Committees; and to study matters assigned to it by the Executive Committee of the Senate.

[N33]

2. Graduate Council - the body that has general supervision and control over matters of graduate instruction, including admission and degree requirements, curricula, graduate faculty membership, and general academic regulations. The Graduate Council submits recommendations concerning initiation or revision of graduate courses and programs through the University Senate to the Provost/Vice President for Academic Affairs for forwarding to the President and the Board of Regents when appropriate. The Council is composed of the Dean of Graduate Studies and Research as chairperson, three faculty members elected by and from the graduate faculty of each of the academic colleges offering graduate courses, and four students - one graduate student member elected by and from the graduate students of each of the academic colleges offering graduate courses. Information regarding the Graduate Council may be found at: http://www.wku.edu.graduate/GraduateCouncilLink.html.

3. University Teacher Education Professional Education Committee: the body that reviews and approves all matters, curricular or otherwise, relating to teacher education programs prior to consideration by the Graduate Council or the University [N34] Curriculum Committee. The University Teacher Education Committee is composed of the Dean of the College of Education and Behavioral Sciences, chairperson; the head of the Department of Middle Grades and Secondary Education; the head of the Department of Elementary Education; the head of the Department of Special Instructional Programs; the Director of Teacher Certification; the University Registrar; one academic director from the graduate professional education programs (currently the Associate Dean for Administration and Graduate Programs); one department head or academic director from other professional education programs (rotated annually); one faculty member from each college curriculum committee; one member from the Graduate Council; one member from the University Senate; one undergraduate student; one graduate student; and two public school teachers (appointed by the Kentucky Education Association). All other academic deans have associate membership on the Committee. The Bylaws of this Committee may be found at:

edtech.wku.edu/deans_office/documents/Professional_Education_Council_Bylaws.pdf

4. College Curriculum Committees: the bodies that initially consider proposals for curriculum expansion or revision from academic departments [N35] or curricular areas within the undergraduate colleges. Each college curriculum committee is composed of the dean of the college (or designee), the department heads [N36] within the college, the directors of other divisions or offices within the college, and one elected faculty member from each department [N37] in the college. The college undergraduate curriculum curriculum committees make recommendations to the University [N38] Curriculum Committee or the University General Education Committee, and then to the University Senate.

Each college also has aColleges may also have a graduate curriculum committee to review graduate related curriculum matters and make recommendations to the Graduate Council and then to the University Curriculum Committee and the University Senate. Colleges may choose to have one curriculum committee to review both graduate and undergraduate proposals.

Numerous other departmental,[N39] college and university committees also function as part of the academic organization of the university. Information concerning these can be obtained from the administrative offices involved.

C. Other:

University Ombuds PersonOfficer:[N40]

III.

FACULTY APPOINTMENTS AND RESPONSIBILITIES

[N41]

A. Faculty Appointments:

[N42]

1. Generally: Appointments of faculty and staff are made by the Board of Regents. Interim appointments may be made by the President subject to ratification by the Board of Regents if the appointment has not been previously so approved. Recommendations to the Board for new faculty and staff member appointments are developed through a cooperative procedure involving department [N43] faculty, department heads, [N44] college deans, the Provost and Vice President for Academic Affairs, and the President. Incumbent faculty members are involved in the interview phase of recruitment. Normally, recommendations to the Board are made only after the candidates are interviewed; recommended by the search committee, the department head, [N45] the college dean, and the Provost and Vice President for Academic Affairs; and approved by the President. The university is an Affirmative Action/Equal Opportunity Employer. What is generally referred to as the contract, outlining the specific terms of employment at WKU, actually consists of the complete correspondence between the President and the prospective faculty member. [N46] Unless otherwise specifically stated in writing, new faculty members receive temporary probationary appointments for the duration of one academic year. Faculty members in non-tenure track status may be appointed to annual or multi-year contracts.[N47] Notice of appointment is by letter from the President. Enclosed with the letter is a form to be signed by the recipient and returned to the President indicating acceptance or rejection of the terms of employment.

2. Faculty Members Appointed to Doctoral Positions Prior to Completing the Doctoral DegreePositions Requiring Doctoral Degree: Before a faculty member working on the doctorate is appointed by Western to a position requiring a doctorate, the faculty member's graduate advisor should send a letter to Western stating the faculty member's progress and the probable date of completion of the doctoral degree. If the faculty member is hired before completing the degree, the original contract[N48] should state that a review separate from the regular annual evaluation will be held during the fall semester of the second year at Western (if the faculty member is still employed at the time) to determine progress toward the completion of the degree. A final review concerning doctoral progress will be held on or before September 1^st of during the fall semester of the third year. If the degree is not completed by the end of the third year, the faculty member will not be rehired for a doctoral position for the fourth year.

[N49]

3. Completion of Doctorate: Adjustments in salary are effective only twice a year for faculty completing a doctorate where it is a requirement for eligibility for tenure and promotion. They will be made only after unconditional certification has been provided to the Office of Academic Affairs. Appropriate documents are either a transcript indicating the degree has been awarded or an official letter from the graduate office of the doctoral-granting institution clearly stating that all requirements have been met and noting the date when the doctorate will be conferred.the Office of Academic Affairs receives an official transcript evidencing conferral of the doctoral degree. A minimum annual salary adjustment of $1,200 will be added to the salary base effective either July 1 or January 1. [N50] In cases where the degree is completed between January 1 and August 15, the adjustment will be made effective or retroactive to July 1. In cases where the degree is completed between August 16 and December 31, adjustment is made effective January 1.

B. Faculty Workload: Among the components of the total work load of the faculty member are classroom and laboratory instruction; scholarly activities including research and creative endeavors; student consultation and advising; assisting in the administration of the work of the department [N51] or college; service on departmental, [N52] college or University committees; representing the University in a service or consultative role to schools, governmental or outside agencies; and other duties incidental to the above or as assigned by the head of the department, [N53] dean of the college, Provost and Vice President for Academic Affairs, or the President. Faculty members will participate in the evening (or Saturday or extension) instructional program(s) upon request of the department head.[N54]

The contract [N55] requires faculty members to fulfill completely their responsibilities to the

academic objectives of the University, college, department,[N56] and discipline. Outside responsibilities or personal activities and interests must in no way conflict with the primary obligations of the faculty member to the University. Outside professional obligations such as paid consulting or similar contractual endeavors may be assumed only upon the approval of the department head,[N57] the dean of the college, the Vice President for Academic Affairs and, when necessary, the President (see Outside Employment and Consultation Policy, p. 19). These activities should in no way interfere with faculty members’ meeting their obligations to the University. Personal obligations that interfere with faculty members’ fulfilling total faculty responsibilities must be avoided unless provision is made in a special, less‑than‑full‑time contract.

The University provides faculty members with office space to facilitate meeting

professional responsibilities. These responsibilities include participation in departmental [N58] and college business; consulting with, assisting, and advising students; and scholarly activities. The maintenance of office hours for these purposes is a professional responsibility, and hours should be sufficient to fulfill the aforementioned obligations.

The typical teaching load for University faculty members is 12 hours per semester or 25 hours per academic year. [N59] A 12-hour teaching load represents approximately 75% of the total workload of the faculty member; with the remaining 25% devoted to research and service. Typically, Community College faculty members teach 15 hours per semester or 30 hours per academic year. A 15-hour teaching load represents approximately 90% of the total workload of the faculty member, with the remaining 10% devoted to service. This is based on a total workload of sixteen units.

[N60]

Graduate faculty members have teaching assignments of 18‑24 hours per academic year.

Within this range, teaching loads less than the maximum [N61] must be justified by productive research or creative activity [N62] equivalent to the load reduction involved. Graduate faculty members requesting load adjustments must present to the department head [N63] a comprehensive written outline and statement of objectives for the research or creative [N64] activity on which the adjustment is to be based. The department head [N65] and college dean will assess the proposed project according to the specific criteria applied to scholarly and creative achievements. At the conclusion of the academic year in which a load adjustment has been granted, the faculty member must submit a full progress report to the department head [N66] and college dean. This report will be included as a part of the faculty member's annual review and will be taken into consideration when further load adjustments are under discussion.

Teaching load for laboratory courses and for special instructional programs in which

semester hour equivalents are not applicable is computed according to an approved formula established by the University[N67] after the circumstances of the particular course of study are evaluated. Factors taken into consideration are the supervision required of the instructor, the number of laboratory assistants available, the level of instruction, and similar factors. Twenty‑four contact hours in laboratory‑type classes constitute a full‑time teaching load for a semester. Teaching load for the supervision of special readings, research and independent/directed study courses may be assigned on the basis of one hour for each three students enrolled in a three credit hour course (9 student credit hours). Typically, one three-hour load assignment is awarded for directing three completed theses or specialist projects.

For the improvement of instruction and for the professional advancement of the faculty

through research[N68] and service activities, special faculty assignments may be approved on a limited basis in accordance with the following guidelines:

· In evaluating the justification for teaching load adjustments or assignment of special assistance as a means of instructional improvement, the department head [N69] and dean of the college may consider such factors as total student load, level of instruction, contact hours, number and complexity of course preparations, and other similar factors. The department head [N70] shall initiate and justify all recommendations for load reductions in this category that are submitted to the dean of the college for approval. The dean of the college shall carefully evaluate the impact of such assignments on the educational program and class schedule of the department.[N71] If it is determined that a direct budgetary allocation is necessary, the approval of the Provost and Vice President for Academic Affairs will be required.

· The dean of the college shall carefully evaluate the impact of such assignments on the educational program and class schedule of the department.[N72] If it is determined that a direct budgetary allocation is necessary, the approval of the Provost and Vice President for Academic Affairs will be required.

· Requests for a special assignment for research[N73] or service activity are initiated by the faculty member, who is required to present to the department head [N74] a comprehensive outline and statement of objectives for the proposed project. At the conclusion of a semester during which a special assignment has been pursued, the faculty member shall submit a full progress report to the department head [N75] and the college dean. The college dean shall submit each semester a summary of these reports to the Provost and Vice President for Academic Affairs. For the guidance of the department head [N76] and the dean of the college the following factors are to be considered in addition to more specific merits of the research[N77] or service proposal:

§ The contribution that the activity will make to the professional career of the individual or to the educational mission of the University.

§ The usefulness of the project for teaching, including the involvement of students in an educational context.

§ The benefit of the proposal to the university community or to the service region and the patrons of the university.

§ The potential for acquiring outside financial support for the project as

a result of the special assignment.

· To insure relative uniformity of the application of these guidelines, the following provisions shall apply to this category of faculty assignments:

§ Within a month after the conclusion of registration, all such assignments shall be reported to the Provost and Vice President for Academic Affairs by the dean of the college.

§ All special assignments for research[N78] and service activities shall be made on a tentative basis not later than two months prior to the registration date for the next semester. Such assignments may be finalized during the registration process. Preference shall be given to those projects that may be pursued during the semester of least enrollment for the particular department.[N79]

· Special faculty assignments that involve an adjustment of teaching load for administrative responsibilities within a department [N80] or college fall in a separate category and must be approved in advance by the dean of the college and the Provost and Vice President for Academic Affairs.

Depending upon the size and complexity of the program and staff in the department,

department heads typically teach twelve semester hours each year . Special circumstances may justify deviation from this guideline, in which case the dean of the college should provide proper justification. Academic deans normally are expected to teach one class or perform the equivalent in other duties each semester. Associate and assistant deans teach from one to two classes each semester depending upon the extent of their responsibilities[N81] .

Typically, six hours is considered a full teaching load for the summer (period between the end of spring semester and the beginning of fall semester). An additional three hours may be assigned if required by the department [N82] to meet a special need. Faculty are reimbursed for teaching during the summer as follows:

3 hrs. ‑ 7 1/2% of their base salary with a cap of $3,250

6 hrs. ‑ 15% of their base salary with a cap of $6,500[N83]

C. Academic Freedom: The University subscribes to the following principles: (1) faculty members are entitled to freedom in the classroom in discussing their disciplines and in selecting teaching aids and library materials; (2) faculty members are entitled in their areas of specialization to freedom in research and investigation and in the publication of results; and (3) faculty members are entitled to freedom in participating as responsible citizens in community affairs.

The above statement is not to be interpreted as protective of an incompetent or negligent faculty member, nor does it prevent the University from evaluating the work of each faculty member according to the published guidelines of the University and college. Faculty members should not introduce into their teaching controversial issues that have no relation to the subject matter. As representatives of a learned profession and of the University, they should remember that the public may judge the profession and the University by their utterances and behavior. Therefore, they should strive at all times to be accurate, to exercise appropriate restraint, to show respect for the opinions of others, and to indicate that in voicing their personal opinions they do not represent the institution. Faculty members should recognize the right and responsibility of their departmental colleagues to review the selection of teaching materials to insure quality and uniformity of instruction and to insure that budgetary limitations are acknowledged.

D. Professional Conduct:

Faculty are an essential component of the University’s mission to produce academically prepared graduates. Faculty must understand and accept their role in the educational process and recognize that with that role comes certain responsibilities to its constituency. At WKU, faculty must strive to:

●encourage free exchange of ideas;

●protect academic freedom;

●demonstrate respect for students and colleagues as individuals;

●foster academic integrity and assure students are being appropriately evaluated on the merits of their performance;

●adequately communicate expectations in the classroom;

●maintain a classroom environment conducive to learning and free from intimidation and disruption;

●respect the confidential relationship between the faculty member and the student;

●avoid exploitation, harassment or discrimination in the classroom[N84] ;

●acknowledge significant scholarly assistance from students;

●serve as an intellectual guide and academic counselor; and,

●abide by Kentucky law, [N85] University rules and regulations.

(Adapted from 1966 Statement on Professional Ethics, issued by the American Association of University Professors, revised 1987).

DE. Professional Growth: It is the policy of the University to encourage the continuous professional growth and development of its faculty members through additional graduate study, research[N86] , membership in professional organizations, and attendance at professional meetings and workshops. Requests for leaves of absence for continued study or professional improvement are carefully considered and have normally been approved when feasible. Persons with less than the generally recognized terminal degree in their area of specialization are encouraged to continue work toward that degree whenever possible. In general, the University expects individual faculty members to take the initiative in identifying and meeting their own professional growth needs.

E.F Professional and Learned Societies: The University encourages faculty members to join and participate in the activities of professional organizations, associations, and societies. It is not the policy of the University, however, to allow departmental [N87] funds to be used for individual membership fees, dues, or other assessments of such groups.

FG. Research[N88] and Publication: The University encourages faculty members to engage in research[N89] and to publish their scholarly efforts whenever possible. Faculty members are completely free to undertake scholarly investigations in their area of specialization. However, research for outside agencies and for pecuniary return must not interfere with regular University duties, and the department head [N90] and the college dean should be informed of such activities. Limited funds for faculty research are available through the Faculty Scholarship Committee, and the University encourages faculty to seek external research grants and contracts. The Office of Sponsored Programs is available to assist faculty in locating external funding sources.

[N91]

I. Faculty and Staff Meetings: Meetings of the faculty and staff are held periodically. These meetings are devoted to matters of professional interest, announcements, and business affairs of concern to the University. Called meetings are held as circumstances require. It is an assigned responsibility for each member of the faculty and staff to be present at these meetings.

J. Commencement and Other Convocations: All faculty members are expected to participate in the formal convocations of the University and to wear academic regalia when appropriate. Specifically, each full-time faculty member should participate in at least one of the two annual commencement ceremonies.

K. Course Syllabi and Grading Procedures[N92] : Copies of current course syllabi are to be kept in the department [N93] office and are to be available on-line at the department [N94] website. The scope and content of multi‑section courses taught by more than one instructor are expected to be coordinated by the department head [N95] to insure relative uniformity. At the beginning of each course, the instructor will inform each student in writing of the factors to be considered in determining grades and the specific weight to be assigned to each of the factors. In addition, if the course carries general education credit, the syllabus must describe how the course fulfills general education requirements.

J.L. Class Rolls: Class rolls are made available by the Registrar's Office periodically throughout each term. [N96] The first official roll is typically made available by 7:00 a.m. on the first day of each term to the academic departments for distribution to faculty. [N97] Students whose names do not appear on the roll are not officially registered. If a student is attending class and the name is not on the class roll, it is extremely important that the instructor send the student to the Registrar's Office.[N98] A final class roll, issued just prior to the end of the term, is used for reporting final grades.[N99]

M. Grading ‑ [N100] In the system of grading employed by the University, the letters A, B, C, D, F, and X are used by faculty members to indicate the achievement or status of students in their courses; in addition, the letters W, NR, NG and P[N101] are used in certain specific circumstances. These letters have the following meanings:

A ‑Excellent, valued at four quality points for each semester hour

B ‑Good, valued at three quality points for each semester hour

C ‑Average, valued at two quality points for each semester hour

D -Below average, unsatisfactory, indicates deficiency, valued at one quality point

for each semester hour, but gives credit for graduation provided that with such

credits the student's overall scholastic standing is 2.0 or more. In some

departments, [N102] a course in which a grade of D was awarded may not be counted toward major or minor requirements.

F -Failure, valued at no semester hours completed and no quality points

X ‑Incomplete

W -Withdrew

NR ‑No report (A grade was not submitted by faculty member. Due to extenuating

circumstances, the instructor was unable to submit final grades for the entire

class. The designation "NR" is not to be used as a grade for individual students).

NG ‑Used for certain laboratory experiences and for maintaining matriculation during

the thesis writing process.

P -Pass, Credit is awarded toward a degree, but no quality points are assigned.

IP -In Progress, restricted to specific courses designed to span more than one term[N103] .

Unless approved otherwise, an IP designation unresolved at the end of one year after its assignment will be converted to an F.

Credit for a course in which a grade of "F" has been received can only be earned by repeating the course in residence at Western unless prior approval is given by the head of the department [N104] in which the course is taken.

A grade of X (incomplete) is given only when some relatively small amount of work is not completed because of illness or some other reason satisfactory to the instructor. A grade of X (incomplete) will automatically become an F unless removed within 12 weeks of the beginning of the next full semester regardless of whether the student re‑enrolls. The grade is not to be used under any circumstances as a substitute for F.

At the graduate level, grades lower than C may not be used in meeting degree or non‑degree program requirements. Except in the case of theses or specialist projects, the grade of X (incomplete) becomes F on the student's transcript if the work is not completed within 12 weeks of the beginning of the next full semester. Thereafter, the grade point average will include the F. In the case of theses (599) and specialist projects (699), a grade of X[N105] must be reported for each enrollment period prior to submission of the approved thesis or specialist project to the Office of Graduate Studies and Research, after which the grade may be changed.

A student's grades become a part of the official record at the University and are treated confidentially. Except at the student's request, grades will be available only for faculty advisement or other professional uses.

LN. Grade Reporting: It is the responsibility of each faculty member to assign and report a grade for each student who is enrolled in class by the deadline specified on the semester calendar. All grades are reported to the Registrar's Office on the final class roll [N106] and in accordance with instructions issued by the Registrar. TopNet may be accessed online utilizing the faculty member’s identification number and password.

Typically, once reported, a grade may be changed only in case of error in reporting by the instructor and the change must have the approval of the department head. [N107] Such changes must be made on the official form provided and available in the Registrar's Office.

Grades will be recorded in the Registrar's Office as reported by the instructor. Students who drop a class within the period indicated for this purpose in the University Calendar will have no grade recorded. After the date on which students may withdraw from a class without a grade, they will be given W or F for the time during which they were in the class as reported by the instructor. In all cases, students withdrawing from classes must secure official permission[N108] . In the absence of an official withdrawal, a grade of F will be recorded regardless of the quality of work being done by the student at the time of withdrawal.

[N109]

In accordance with the Family Educational Rights and Privacy Act (see Appendices), grades may not be posted using the student's name, social security number or other personally identifiable information. Instructors who desire to post final grades or grades for an assignment must use a system by which the student's unique identifier is known only to the student and the instructor.

Grades are a part of the official class record of each instructor. It is a policy of the University that an accurate account be kept of the attendance, grades, and other data of the instructor’s choosing that will give an account of the progress students. Grade records should be turned in to the department head [N110] if work at the University is terminated. Grade records must be retained for one year and then may be destroyed.

MO. Tests and Examinations: Testing and examining procedures are[N111] left largely to the individual faculty member.

A schedule of final examinations is provided in the official class schedule bulletin at the beginning of each semester. All finals must be conducted at the periods scheduled unless different arrangements have been made with the department head [N112] and approved by the dean of the college concerned.

NP. Academic Advising: Faculty Aadvisors are assigned to new students prior to the initial registration. Students who have chosen a major field of study are assisted by faculty advisors from the college and academic department [N113] that offers the major. Undeclared students are typically advised by their Freshman Seminar instructors until they declare a major.

The Director of the University Academic AdvisingAcademic Advising and Retention Center facilitates academic advising among undergraduate colleges and departments. [N114]

Advisors assist students in selecting courses each semester to fulfill general education requirements, pre‑major requirements, and major and minor requirements for graduation. Advising appointments are scheduled online through AdvisorTrac.™

Students desiring to change majors and/or change advisors should obtain an official change form in the University Academic Advising Center.complete a change of major form available on Topnet under the “Student Services/Student Records menu.

Students are expected to work with a faculty advisoran advisor in conducting an iCAP audit to review progress toward a selected degree. The audit shows all the requirements needed to fulfill a major, minor or concentration and displays the transfer and WKU courses that have been used to satisfy those requirements. iCAP audits do not apply to students who entered WKU prior to fall 2005, students using coursework taken prior to 1990, and/or students who have a degree program already on file. Information and instructions regarding iCAP can be found at:

www.wku.edu/advising/uploads/files/AARC/WKUUndergraduateAdvisingHandbook.

preparing an official "Undergraduate Degree Program" form. For baccalaureate students this form is to be submitted after completing 60 credit hours and before completing 90 credit hours. For associate degree students this form should be submitted before completing 30 credit hours of course work. Listed on the form are all courses "completed" and all courses "to be taken" to complete the course requirements for a degree.

Genera l information regarding advising can be found at:

www.wku.edu/advising/uploads/files/AARC/WKUUndergraduateAdvisingHandbook.

[N115]

General information regarding the Academic Advising and Retention Center can be found at: www.wku.edu/advising/.

Field Trips ‑ Fields trips that are listed as part of the course description in the University Catalog are considered "regular field trips" and require only that the department head, [N116] the college dean, and the Dean of Student Affairs be notified and provided a list of students making the trip. Trips not listed as part of a catalog course description are "special field trips" and require approval through a "Request for Special Field Trip Approval" form. This form can be found at:

www.wku.edu/Dept/Support/AcadAffairs/CTL/fieldform Copies of this approval form may be obtained from the departmental [N117] or college office.

[N118]

It is important that each faculty member supervising any field trip ascertain that the trip constitutes an authorized University activity in accordance with the above paragraph. Participation in a non‑authorized activity would expose the faculty member to the risk of personal legal liability.

[N119]

The University’s policy regarding off-campus learning experiences can be found at:

www.wku.edu/~deborah.wilkins/StudyAbroadOffCampusLiabilityStatement.

PR. Extra‑Curricular Duties: Faculty members are expected to contribute to the university community by participating in extra-curricular functions, by serving on campus committees, and by acting as faculty sponsors and advisors to student organizations., etc.[N120]

QS. Office Hours: Faculty members are expected to post class schedules and office hours. Faculty members have a responsibility to provide to the department head [N121] and students each semester their office hour schedule. Inability to meet classes or to maintain office hours should be reported to the department head.[N122]

RT. Absence from Work [N123] ‑ All faculty members are expected to meet their classes regularly and promptly at the scheduled time. The department head [N124] should be notified immediately of illness, death in the family, or other emergencies necessitating absence from the campus. Sick leave and annual leave are not provided for nine‑month faculty appointments. WKU’s policy for medical leave can be found at : www.wku.edu/hr/AAAweb/Policy%20Sick_Medical%20for%20Faculty.

[N125]

TV. Policy Against Sexual Harassment - [N126] (Adopted in 1992 and revised in 1998[N127] by WKU Board of Regents.) Western Kentucky University [N128] is committed to providing a working and learning environment that is free from sexual harassment, and it is the policy of this University that sexual harassment in any form will not be tolerated. Management and supervisory personnel, at all levels, are responsible for taking reasonable and necessary action to prevent sexual harassment. All members of the University community, employees, and students are required to promptly report conduct that could be in violation of this policy. The policy and reporting procedures may be found at:

www.wku.edu/Dept/Support/Legal/EOO/.../Sexual%20Harassment/Equal%20Opportunity-%20Sexual%20Harassment%20Policy.

The University will take measures to periodically educate and train employees regarding conduct that could constitute a violation of this policy. All management and supervisory personnel are expected to participate in such education and training and to be knowledgeable concerning the University's policy.

All members of the University community are required to comply with the policy and procedures outlined to address complaints. In addition to the procedures outlined herein, discrimination and harassment complaints may be filed with the U.S. Equal Employment Opportunity Commission or U.S. Department of Education, Office for Civil Rights. Any complaint of sexual harassment filed under the University's policy shall be processed even if the complainant also files a complaint or suit with an outside agency, U.S. Equal Employment Opportunity Commission, or U.S. Department of Education, Office for Civil Rights. Retaliation against anyone who makes a complaint or participates in the complaint process will not be tolerated.

The University will (1) respond to every complaint of sexual harassment reported, (2) take action to provide remedies when sexual harassment is discovered, (3) impose appropriate sanctions on offenders in a case‑by‑case manner, and (4) protect the privacy of all those involved in sexual harassment complaints to the extent it is possible. The above actions will apply to the extent permitted by law or where personal safety is not an issue.

Definition of Sexual Harassment

Sexual harassment is defined as follows:

Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitute sexual harassment when:

1. submission to such conduct is made either explicitly or implicitly a term or condition of an individual's employment or educational experience;

2. submission to or rejection of such conduct by an individual is used as the basis for employment or educational decisions affecting such individual;

3. such conduct is sufficiently severe and pervasive so as to alter the conditions of, or have the purpose or effect of substantially interfering with, an individual's work or academic performance by creating an intimidating, hostile, or offensive working or educational environment.

Harassment does not include verbal expressions or written material that is relevant and appropriately related to course subject matter or curriculum, and this policy shall not abridge academic freedom or the University's educational mission.

Reporting Suspected Sexual Harassment

Any individual who believes he/she may have experienced sexual harassment, or who believes that he/she has observed sexual harassment taking place, should report this information immediately to one of the following "reporting officials":

1. Equal Opportunity / 504 / ADA Compliance Officer

Room 445, Potter Hall / 745-5121

2. The Director of Human Resources

Room 42, Wetherby Administration Bldg. / 745-5360

3. The Dean of Student Life

Room 442, Potter Hall / 745-2791

4. The Associate Vice President for Academic Programs and Personnel

Room 239, Wetherby Administration Bldg. / 745-5468

Reports/complaints, whether informal or formal, received by the Director of Human Resources, the Dean of Student Life, or the Associate Vice President for Academic Programs and Personnel must, in turn, be immediately reported to the Equal Opportunity / ADA Compliance Office.

University Ombud: The University has designated six (6) individuals to serve as University Ombudsmen. Information concerning the names, addresses and telephone numbers of these individuals is available in each of the offices listed above. Ombudsmen are available to provide only information and clarification regarding the University's policy and are not authorized or designated to receive, investigate, or resolve complaints, or otherwise participate in the complainant process. Information disclosed to an Ombudsman by any person is confidential and therefore will not be forwarded to the official(s) listed above. If a complainant desires to report a complaint of sexual harassment, he/she must do so to at least one of the four reporting officials listed above, in accordance with this policy.

Unless otherwise provided herein, investigation of sexual harassment complaints shall be the

responsibility of the Equal Opportunity / ADA Compliance Office ("investigator").

UW. Outside Employment and Consultation - Normally, the primary responsibilities of the faculty member include classroom teaching, student advisement, research and writing[N129] , work on faculty committees and similar duties. However, faculty members may undertake responsibilities above and beyond these duties with prior approval of the university. A standard university form is available for submission of requests for such approval. It is assumed that preparation for and involvement in such activities will not interfere with the faculty member's primary responsibility to the university and that care will be taken to insure proper fulfillment of these obligations. The following guidelines govern such additional workload activities:

1. Extra‑university consulting and other professional activity: Institutions of higher education and their professional employees are obligated to encourage and assist with the transfer of knowledge from the university community to society in general. Activities such as those which are the subject of this policy are a primary means of accomplishing this goal. In addition, such activities provide the opportunity for individual professional development and enhancement of job satisfaction by those participating in them.

It is the purpose of this policy to establish as an integral part of the university program a means by which faculty and other personnel may participate in professional consulting and service activities while full‑time employees of the university.

Approval to participate in such activities will be granted according to procedures outlined below, provided the purposes of the activity are clearly identified and are found to be consistent with this and other university policies.

Definitions: For the purpose of this policy, extra‑university consulting and other professional activity shall include those professional services provided by an individual employee to an individual, agency, or firm for a salary or for a fee. Such activity will not normally involve the use of university material, equipment, or services; neither shall the name or image of the university be used in any manner to suggest institutional endorsement or support of a non‑university enterprise. Requests for participation in outside professional assignments that do involve use of other university personnel, facilities, material, or equipment should be performed on a contractual basis through the university rather than on an individual consulting basis.

Excluded from this policy are outside summer consulting and employment activities by nine‑month faculty members who have no summer term teaching responsibilities and who seek to participate in such activities during the period after spring commencement and prior to the beginning of the ensuing fall term.

Also excluded from this policy are those "occasional or incidental" professional activities that do not conflict with the spirit or intent of this policy and the procedures for implementing it. "Occasional or incidental" professional activities are one‑time activities or services to organizations other than the university, such as participation on agency proposal review panels; site visit teams' voluntary services to professional organizations; delivery of occasional lectures or seminars at other institutions; office or telephone consultations of a brief duration or nature; reading and evaluation of manuscripts or writing reviews; and serving as an expert witness or rendering of professional opinions in depositions. Since consulting activities may be a component of faculty evaluation in the area of public service, it is the responsibility of the individual employee to report consulting activities to the administrative unit head regarding involvement in such occasional and incidental services.

Procedures: The variety of outside employment and consulting situations available to the professional and the potential of these activities to detract from the services contracted to the university require that each applicant and his or her superior examine carefully each opportunity on an individual basis.

Written approval to participate in activities covered by this policy will be provided when all of the following conditions are met:

a. The purposes of the activity contribute to and are consistent with those

programs of the participant's department or unit.

b. Other normal university duties and responsibilities can be met without

reassignment to others.

c. There is no conflict of interest involved.

To initiate the request for approval, the employee must complete the standard form designed for that purpose. The following information must be provided: the specific nature of the work to be performed and its relationship to ongoing university purposes; an estimate of the amount of time involved; the duration (and, if appropriate, the frequency) of the services to be provided (hours, days, or months); and the specific hours, days or months involved. This form may be found at: .[N130]

The request for prior approval shall be submitted for review to the participant's administrative unit head, who will subsequently forward it through channels with a recommendation to the appropriate vice president. Such requests shall become a matter of university record maintained in the office of the Provost and Vice President for Academic affairs. That office shall review each request and the accompanying recommendations and approve them, provided they are consistent with the provisions of this and other university policies and related administrative procedures. The participant and those reviewing the request will be provided written notification of action by the vice president.

Semiannually the Provost and Vice President for Academic Affairs shall report to the President a summary and analysis of requests received including a list of those approved and disapproved.

When activities covered by this policy are of a continuous or prolonged nature (one semester or more) or when one person requests participation in more than one such activity during an academic term, careful consideration must be given to the proposed schedule of services as they relate to designated responsibilities of the university employee. Any long‑term involvement is subject to periodic review by the university, and a request for approval must be filed at least annually (preferably at the start of each academic year). The frequency and duration of professional activities shall be the primary considerations in the review process.

Limitations: Individuals subject to this policy whose annual working appointments are for a period of 9 or 10 months are provided up to four (4) working days per full calendar month for participation in the activities covered by this policy during their annual appointment. For individuals holding a nine‑ or ten‑month annual appointment who assume summer term responsibilities with the university, one additional day per full calendar week employed during the term of summer is available to participate in activities covered by this policy.

University personnel subject to this policy who receive annual appointments of 11 or 12 months are allowed up to four (4) working days in the calendar month to participate in the activities covered by this policy. Because of the importance of persons holding executive, administrative, and managerial positions to the daily operation of the university, these persons are urged to limit such activities to periods when the university is not in session and their services are less likely to be required.

Implementation and interpretation: It is the intent of this policy to provide a framework within which decisions regarding the use and availability of university resources can be made. The employee‑employer relationship that exists between the university and its duly appointed personnel also provides a basis for decisions regarding activities which are the subject of this policy. It is, therefore, the obligation of each person seeking to participate in such activities and his or her supervisors to share the responsibility for following the procedures outlined above.

2. Internal consulting, participation in funded projects, and supplemental pay:

This policy establishes a means by which faculty and other professional staff may participate in intra‑university consulting and service activities while full‑time employees of the university. Activities such as those which are the subject of this policy provide the opportunity for individual professional development of those participating in them and are strongly encouraged.

Policy: It is the policy of the university that incidental internal consulting is normally considered to be included in the base pay of faculty, professional non-faculty, executive, administrative, and managerial personnel. Additional or supplemental compensation is allowable in those unusual cases when all of the following circumstances exist:

§ Services are performed in addition to those associated with the person's salaried employment.

§ Services are provided across departmental [N131] lines.

§ Prior approval of the University has been obtained.

The rate of compensation for intra‑university consulting must be consistent with the fee or rate that normally would be paid to persons from outside the university with equivalent credentials who would provide the same services. In setting the rate of compensation, careful consideration must be given to possible sources of documentation that will indicate that the fee recommended for the university employee is not more than that charged by external consultants.

Procedures: All requests for advance approval of internal consulting must be submitted to the administrative unit head or director and forwarded through the appropriate dean or supervisor to the appropriate vice president. The President will act upon the request after receiving the recommendations provided by the vice president.

Supplementary pay for responsibilities accepted that relate to the program and operation of a departmental unit during the summer term is covered under other policies and procedures.

Except as cited above, all other supplemental pay, including that for participation in funded projects, shall be processed as a part of the regular payroll distribution system (including appropriate withholding and university contributions). For faculty members and others covered by this policy who participate in projects funded by a state, federal, or other external agency, prior approval of the university must be obtained through the established administrative channels.

When considering requests for involvement in activities for which supplemental pay will be provided, the faculty member and each administrator must carefully examine the extent of the involvement in view of other university responsibilities, extra‑university consulting, and other professional activities. In the event that the total professional involvement of the participant will equal or exceed the normal university load by 25 percent over a period of any one semester, an adjustment in workload will be made or the request will be denied. In either event, a written justification will be forwarded to the President for final consideration. A record of action and justification will be placed in the university official files maintained by the appropriate vice president.

VX. Faculty Evaluation: Each faculty member is evaluated by the department head [N132] on the basis of effectiveness as a teacher; relationship with students and with colleagues; cooperation in departmental, [N133] college and university activities; research[N134] ; university and public service; and continuing professional development[D135] .; .

[D136]

The department head [N137] forwards a recommendation relative to salary increment, promotion, and/or tenure to the college dean, who makes a similar evaluation and forwards his/her recommendation and the recommendation of the department head [N138] to the Provost and Vice President for Academic Affairs. The President receives a recommendation from the Provost and Vice President for Academic Affairs and forwards his/ her own recommendation to the Board of Regents, which makes the final decision on such matters[D139] .

All non-tenured and tenure-track faculty are evaluated annually. For tenure-track faculty a specific evaluation of their progress toward tenure is also completed each year. For tenured faculty an annual post-tenure review is carried out.

IV.

FACULTY PROMOTION

(This policy was revised and approved by the Board of Regents on April 29, 2005.)

A. Introduction:

Faculty rank and promotion in rank at Western Kentucky University [N140] are based on criteria

adopted by the Board of Regents.

Rank is granted on the basis of academic qualifications, experience, and

demonstrated achievement. The criteria stated below will serve as guides in assigning academic rank. Exceptions to these criteria may be made in situations where the candidate shows exceptional credentials based upon (a) academic qualifications; (b) experience; or (c) demonstrated[N141] achievement in teaching effectiveness, research[N142] /creative activity, and university/public service.

The department head [N143] and departmental [N144] faculty within each academic unit

have the responsibility of developing specific criteria for determining what constitutes "demonstrated[N145] achievement" for each rank. These criteria must conform to minimum university standards listed below and must be distributed to each faculty member. Guidelines for all ranks must be recommended by the department head, [N146] the academic dean, the Provost and Vice President for Academic Affairs, and the President and approved by the Board of Regents.

B. Criteria for Individual Ranks:

1. Professor:

a. Academic Qualifications: The earned doctorate or the appropriate terminal degree in the profession.[N147]

b. Experience: A minimum of five years' service at the rank of associate

professor.

c. Demonstrated[N148] achievement appropriate for this rank in teaching effectiveness, research[N149] /creative activity, and university/public service.

2. Associate Professor:

a. Academic Qualifications: The earned doctorate or the appropriate terminal

degree in the profession.[N150]

b. Experience: A minimum of five years' service at the rank of assistant

professor.

c. Demonstrated [N151] achievement appropriate for this rank in teaching

effectiveness, research[N152] /creative activity, and university/public service.

OR

a. Academic Qualifications: Master's degree plus advanced graduate study

equivalent to all courses except dissertation (ABD) in the appropriate discipline.

b. Experience: A minimum of ten years' service at the rank of assistant

professor.

c. Demonstrated Sustained achievement appropriate for this rank in teaching

effectiveness, research/[N153] creative activity, and university/public service.

3. Assistant Professor:

a. Academic qualifications: The earned doctorate or the appropriate terminal

degree in the profession, [N154] or the master's degree plus at least twenty-four semester hours' graduate work related to the faculty member's academic area.

b. Experience: A minimum of three years' service at the rank of instructor

(maybe waived for persons holding the doctorate).

c. Demonstrated a[N155] chievement appropriate for this rank in teaching

effectiveness, research[N156] /creative activity, and university/public service.

4. Instructor:

Academic Qualifications: Master's degree or demonstrated ability in the

field in which the candidate is employed.

C. Criteria for Promotion Recommendations:

1. General: Promotion decisions at Western are made at six levels: recommendations from department [N157] peer review, [N158] the department head, [N159] the academic dean, the Provost and Vice President for Academic Affairs, the President, and approval by the Board of Regents.

Review at all levels will apply the standards for promotion set by the University.

The academic deans will establish and preserve for the various disciplines levels

of achievement that equalize the rigor with which candidates from different

departments [N160] are judged. The standards developed by each academic department [N161]

must be in compliance with the standards stated here and should serve to state

explicitly the requirements for promotion within a specific department.[N162]

University policy requires the following for promotion at every rank:

demonstrated achievement appropriate for this rank in teaching effectiveness,

research[N163] /creative activity, and university/public service. [N164]

Demonstrated achievement will be considered only as it is relevant to the

individual's area of professional competence. Only contributions since the last

promotion will be considered for the next promotion. It is the responsibility of

the candidate seeking promotion to provide promotion committees with the

appropriate evidence on which to base a decision. Departments [N165] will develop

specific quantitative and qualitative criteria appropriate to their

disciplines[D166] , and Eevaluation of all areas, both at the departmental [N167] and at the

academic deans' levels, will take these criteria into consideration.

2. Academic Qualifications:

a. See University Rank and Promotion Requirements (pages 243 and 254).

b. In some areas professional certification and the related license to

practice may be required.

3. Areas of Performance:

a. Teaching Effectiveness--Evidence in this area may include, but is not

limited to, the following:

i. An evaluation of both the systematic organization of appropriate

materials for presentation and communication to students of course objectives, plan of study, and means of student performance evaluation.

ii. An evaluation of the effectiveness of presentation by lecture,

discussion, assignment and recitation, demonstration, laboratory exercise, practical experience, consultation, field trips, computer-assisted instruction, reading lists, filmed or videotaped materials, simulations, games, etc.

iii. An evaluation of assessment procedures such as tests, grading

practices, and clinical performance.

iv. An evaluation of professional responsibilities such as in meeting

classes; holding office hours; providing academic advising to students; returning materials in a timely fashion; making clinical assignments; supervising students; and treating students in a fair, impartial, and respectful manner.

v. An evaluation of the effectiveness with which students are

stimulated to develop critical and/or creative abilities and intellectual curiosity by such means as independent study or thesis projects.

vi. An evaluation of the knowledge of recent discoveries and literature

in the field; the use of the latest scientific/technological innovations; participation in professional activities, such as training programs, technical seminars, self-study programs.

vii. Student feedback from course appraisals; (e.g., SITE); student

performance on departmental exams; comments from peers, students, and alumni.

viii. An evaluation of cooperation in developing, scheduling, and

teaching general undergraduate and graduate courses on and off campus.

ix. An evaluation of the development of textbooks, workbooks,

manuals, tapes, slides, online materials, other print and non-print learning resources developed primarily for classroom use.

x. An evaluation of the success of students on uniform examinations,

in acceptance to graduate and professional programs, in winning awards, in job placement, or in other highly significant achievements.

xi. Documentation of direct assistance in helping students find

appropriate employment.

xii. Development or use of web-based courses.[N168]

b. Research[N169] /Creative Activity--Evidence in these areas may include, but is not limited to, the following:

i. Publication of books, monographs, articles, maps, bibliographies,

indexes, catalogs, textbooks, and papers in professional journals; production or direction of non-print media work; reports to federal, state, or local agencies; cases.

ii. Presentations of papers, cases, media productions, etc., at

professional and other scholarly meetings.

iii. Participation in studies, programs, creative activity supported by

extramural funds.

iv. Production and display of musical compositions, paintings,

sculpture, ceramics, weaving, photographs, graphics and other works of art; recitals, choreography, stage design and construction, costuming, direction; production of film and videotaped materials.

v. Inventorship or co-inventorship leading to U.S. and/or other

patents.

vi. Participation in the development of innovative curricular materials

such as curriculum guides, computer-assisted instruction, online resources, software, lab equipment, videotapes, films and film strips, manuals, workbooks, tools, or models which break new ground and successfully advance concepts, ideas and approaches that transcend ordinary instructional material.

vii. Invitations to conduct research at other universities or research-

oriented agencies; to prepare questions for professional examinations.

viii. Continuation of current research or other creativity not yet

resulting in publication, performance, or display.

c. University/Public Service--Evidence in these areas may include, but is not limited to, the following:

i. Service on departmental, [N170] college, and university committees,

councils, and senates; in appropriate professional organizations as officers, editors, or referees; to local, state, and/or national governmental and advisory boards, agencies, commissions; to business and industry or private citizens as technical expert or member of policy advisory committees; as organizers/directors of seminars, workshops and/or other conferences.

ii. Participation in meetings, symposia, conferences, workshops; in

radio and/or television by developing and presenting materials for public awareness; conducting or performing.

iii. Work with schools through contact with teachers, administrators,

students; through participation in science fairs, college day programs, lectures, performance, in-service programs; through advice on curricular matters, pedagogy, and the like.

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