Section 4: Contractual Statement

Instructor: hold an appropriate master’s degree.

Assistant Professor: hold an appropriate terminal degree or professional equivalency

Associate Professor and Professor: have the appropriate experience and credentials as defined under Qualifications for Promotion in Rank and Career Faculty Contract (Section 4.10.4).

(Revised 10/10/12 by Faculty Ad Hoc Committee)

Professional librarians who are granted faculty status may fully participate in the Faculty Senate, to include holding office and voting. To be considered for faculty status, professional librarians must meet the following criteria:

• possess appropriate graduate degrees
• have regular interaction with faculty and students in direct support of teaching and research
• be involved, on a regular basis, in a teaching function with faculty and students
• possess specialized knowledge of their field and about literature of various academic disciplines

The following ranks, as defined below, are available to professional librarians given faculty status:

• Senior librarian:  hold M.L.S. or other appropriate professional degree; additional master’s degree of doctorate; at least 12 years of professional (post-M.L.S.) experience
• Librarian III: hold M.L.S. or other appropriate professional degree; at least seven years professional (post-M.L.S.) experience
• Librarian II: hold M.L.S. or other appropriate professional degree; at least three years professional (post-M.L.S.) experience
• Librarian I: hold M.L.S. or other appropriate professional degree; less than three years professional (post-M.L.S.) experience

Librarians with faculty status shall be considered for career contracts in accordance with Section 4.10.1. Authority for approving three-year contracts rests with the president, based on the recommendation of the provost and the director of the library.

Revised by Academic Cabinet 12/12/18

4.5.1 Professor Emeritus and Librarian Emeritus

Professor/Librarian Emeritus is an honorary title, awarded for long and significant service to the University.

Persons who hold the rank of Associate Professor or Professor at the time of retirement may be nominated for the position of Professor Emeritus. Qualifications normally include at least 20 years involvement in the field, with at least five on the faculty of Shenandoah University and a distinguished record of service within the discipline.

After a candidate is nominated by the faculty for this honorary title, the nomination is to be supported in writing by faculty colleagues in the department/division, the division chair, the dean, and the provost. After the president approves the candidate, the president will make a recommendation to the Board of Trustees’ Academic Affairs Committee, who will vote on the recommendation.

Professional librarians with faculty status who hold the rank of Librarian III or Senior Librarian at the time of retirement may be nominated for the position of Librarian Emeritus.  Qualifications normally include at least 20 years of involvement in the field with at least five with faculty status at Shenandoah University and a distinguished record of service within the discipline. 

After a candidate is nominated by the library faculty for this honorary title, the nomination is to be supported in writing by library faculty colleagues in the department, the library director, and the provost. After the president approves the candidate, the president will make a recommendation to the Board of Trustees’ Academic Affairs Committee, who will vote on the recommendation.

The privileges of the Emeritus position include office space and secretarial service where available and appropriate for those persons continuing to provide active service to the institution, access to faculty parking areas on the campus where available, continuation of selected insurance programs as approved at the time of retirement, and guarantee of available tickets for events on campus at the same rate as that guaranteed full-time faculty.

Persons selected for this honor will be included in the listing of faculty for all main events on campus and in all publications. The rank at the time of retirement will be listed with the individual’s name and discipline in these publication. 

Additional privileges to include:

1. same library borrowing privileges as regular faculty
2. issuing a permanent ID card indicating status as an emerita/emeritus member of the faculty
3. listing of the name of emeriti faculty in the campus commencement program at the time of retirement;
4. awarding of a certificate of emerita/emeritus status at the time of retirement
5. opportunity to receive printed cards which designate emeritus status
6. attendance at public university functions and celebrations
7. affirming the academic mission of the university, such as commencement
8. invited to serve in a consultative capacity to the school or university

4.5.2 Dean Emeritus

Dean Emeritus is an honorary title, awarded for long and significant service to the University.

The title of Dean Emeritus may be conferred on a dean who has served as dean for at least five years. The title can be conferred at any time after the expiry of the term as dean.

Any five members of the university community (including current or past faculty, staff and students, as well as members of the public who serve or have served on Shenandoah University governing bodies) may nominate a former Dean who is deemed to have served with distinction for the title of Dean Emeritus. The candidate’s nomination is supported for this honorary title in writing by faculty colleagues in the department or division, and by the provost. After the president approves the candidate, the president will make a recommendation to the Board of Trustees’ Academic Affairs Committee, who will vote on the recommendation.

The privileges of the Dean Emeritus position include office space and secretarial service where available and appropriate for those persons continuing to provide active service to the institution, access to faculty parking areas on the campus where available, continuation of selected insurance programs as approved at the time of retirement, and guarantee of available tickets for events on campus at the same rate as that guaranteed full-time faculty.

Persons selected for this honor will be included in the listing of faculty for all main events on campus and in all publications. The rank at the time of retirement will be listed with the individual’s name and discipline in these publications. The appointment of Dean Emeritus is for life.

Additional privileges include:

1. same library borrowing privileges as regular faculty
2. issuing a permanent ID card indicating status as an emerita/emeritus member of the faculty
3. listing of the name of emeriti faculty in the campus commencement program at the time of retirement;
4. awarding of a certificate of emerita/emeritus status at the time of retirement
5. opportunity to receive printed cards which designate emeritus status
6. attendance at public university functions and celebrations
7. affirming the academic mission of the university, such as commencement
8. invited to serve in a consultative capacity to the school or university

4.6.1 Faculty Categories

The categories of faculty at Shenandoah University are:

1. Full-time Faculty
   1. Career contract faculty
   2. Visiting faculty
   3. Instructional (term) faculty
2. Part-time Faculty
   1. Auxiliary adjunct faculty
   2. Adjuvant adjunct faculty
   3. Affiliate clinical faculty
   4. Clinical faculty (Health Professions, Nursing, and Pharmacy)
   5. Arts Academy faculty

The faculty of the Shenandoah Conservatory Arts Academy is grouped separately.

4.6.2 Faculty Definitions

Each category of faculty is separately defined in the following areas:

• procedures leading to employment
• salary determination
• provision of benefits
• teaching responsibilities
• responsibilities beyond teaching
• voting privileges
• evaluation
• assignment of initial rank
• advancement in rank

4.6.2.1 Change of Category

Faculty categories represent distinct and unrelated levels of instructional responsibilities. There is no regular progression from category to category.

If the responsibilities of a faculty member change to the extent that re-categorization is appropriate, the same procedures and approval processes used in initial employment are implemented.

4.6.2.2 Responsibilities in Multiple Categories

When teaching responsibilities are completed in more than one category, such as Arts Academy instruction combined with Adjuvant Adjunct Faculty instruction, or when teaching responsibilities are combined with staff responsibilities, eligibility for benefits will be determined on an individual basis upon request by the faculty/staff member to the dean.

The application for consideration for benefits must document length of service, responsibilities in all areas of employment, and responsibilities fulfilled beyond teaching.

For purposes of determining total loads when responsibilities are combined, one equated hour is equivalent to four clock hours. Depending on the equated value of the instruction, the four clock hours represent amounts of actual teaching time, preparation time, and time spent in responsibilities beyond teaching.

The dean makes recommendations regarding eligibility for benefits to the provost.

Final approval/disapproval is by the provost and president. 

Benefits awarded for combined areas of employment are subject to annual review and re-approval.

4.6.3 Faculty Descriptions

4.6.3.1 Category of Employment:  Career Contract Faculty

4.6.3.1.1 Definition

Instruction is the primary responsibility of career contract faculty. Involvement beyond instruction is required. Typical areas of involvement are listed below. Full credentials are expected.

4.6.3.1.2 Appointment Procedure

The position is approved by the provost and president. A national search is conducted as described in the Faculty Handbook. Recommendation for appointment progresses from search committee to dean to provost to president.

4.6.3.1.3 Salary

Salary is determined at time initial contract is issued or adjusted. Salary is based on academic credentials, other professional qualifications, experience, rank assigned, discipline, and/or assignment at 100 percent FTE as defined below.

4.6.3.1.4 Benefits Provided

• bookstore discount
• group medical/dental insurance provided for self, with contribution required; coverage for various family groupings available upon payment of premium
• option to participate in retirement program after one year waiting period. Institutional contribution of 3 percent when faculty member contributes 0 percent. Institutional contribution of 8 percent when faculty member contributes 5 percent
• tuition benefits for self and family as described in Faculty Handbook
• discounted Arts Academy tuition for self and family
• group disability insurance
• group term life insurance
• individual spending account plan
• benefits apply only to the amount stated on the contract. Any additional instruction will be paid at the equated hour rate but will not be benefited

4.6.3.1.5 Teaching Load

The teaching load for full-time faculty will normally 24 equated hours per nine-month contract year, balanced as evenly as possible between terms. Under special circumstances and with prior arrangement, the teaching load may be spaced across all three terms in the academic year.

The 24 equated hours are normally considered 75 percent of the total annual load.

The remaining 25 percent of the total annual load, or the equivalent of eight equated hours, consists of responsibilities beyond teaching such as those defined below.

When faculty members participate in the full range of responsibilities beyond teaching and such participation is documented to the dean, teaching assignments beyond 24 equated hours per nine-month contract year will be compensated at the normal overload rate.

Faculty members on twelve-month contracts, in addition to the responsibilities described above for Terms I and II, teach or perform assigned responsibilities during summer term (Term III) equivalent to six equated hours plus responsibilities beyond teaching equivalent to two equated hours. The total annual responsibility of a faculty member on a twelve-month contract is 30 equated hours of teaching plus the equivalent of 10 equated hours of responsibilities beyond teaching.

4.6.3.1.6 Responsibilities Beyond Teaching

As defined above, involvement beyond teaching is considered part of the total contractual responsibility. Areas of involvement may include:

• attendance at division and school meetings
• full participation in faculty governance as elected or appointed
• maintenance of regular office hours
• participation on committees at any level as elected or appointed
• participation (beyond membership) in one professional organization
• participation in recruitment activities
• advising of students
• participation in university activities related to the community
• conducting of academic research, publication, or creative activity
• sponsoring of co-curricular activities
• curriculum/program development
• other activities as appropriate

4.6.3.1.7 Voting Privileges

Voting within department/division, school/division, and university governance.

4.6.3.1.8 Evaluation

(Revised by Deans, with consultation from Faculty Senate, 2018)

4.6.3.1.9 Assignment of Initial Rank

Initial rank determined at time of contracting by dean and recommended to provost. Initial rank is based on credentials and prior experience. Final assignment of initial rank is approved by provost and president.

4.6.3.1.10 Advancement in Rank

Procedures are defined in Faculty Handbook (Section 4.10.3).

Return to full-time faculty descriptions

4.6.3.2 Category of Employment Visiting Faculty

4.6.3.2.1 Definition

If it is necessary to make a temporary appointment, including to temporarily replace an existing career contract line, the prefix “visiting” should be added to the appropriate rank designation. All visiting faculty can be appointed up to one year in length for a maximum of three successive one-year appointments.

4.6.3.2.2 Appointment Procedures

The position is approved by the provost and president. Recommendation for appointment progresses from Dean to provost to President.

4.6.3.2.3 Salary

Salary is determined at time initial contract is issued or adjusted.  Salary is based on academic credentials, other professional qualifications, experience, rank assigned, discipline, and/or assignment at 100 percent FTE as defined below.  

4.6.3.2.4  Benefits Provided

• bookstore discount
• group medical/dental insurance provided for self, with contribution required; coverage for various family groupings available upon payment of premium
• option to participate in retirement program after one year waiting period.  Institutional contribution of 3 percent when faculty member contributes 0 percent.  Institutional contribution of 8 percent when faculty member contributes 5 percent
• tuition benefits for self and family as described in Faculty Handbook
• discounted Arts Academy tuition for self and family
• group disability insurance
• group term life insurance
• individual spending account plan

Benefits apply only to the amount stated on the contract.  Any additional instruction will be paid at the equated hour rate but will not be benefited

4.6.3.2.5 Teaching Load

The teaching load for full-time visiting faculty will normally be 24 equated hours per nine-month contract year, balanced as evenly as possible between terms.  Under special circumstances and with prior arrangement, the teaching load may be spaced across all three terms in the academic year.

The 24 equated hours are normally considered 75 percent of the total annual load.

The remaining 25 percent of the total annual load, or the equivalent of eight equated hours, consists of responsibilities beyond teaching such as those defined below.

When faculty members participate in the full range of responsibilities beyond teaching and such participation is documented to the dean, teaching assignments beyond 24 equated hours per nine-month contract year will be compensated at the normal overload rate.

Faculty members on twelve-month contracts, in addition to the responsibilities described above for Terms I and II, teach or perform assigned responsibilities during summer term (Term III) equivalent to six equated hours plus responsibilities beyond teaching equivalent to two equated hours.  The total annual responsibility of a faculty member on a twelve-month contract is 30 equated hours of teaching plus the equivalent of 10 equated hours of responsibilities beyond teaching.

4.6.3.2.6  Responsibilities Beyond Teaching

As defined above, involvement beyond teaching is considered part of the total contractual responsibility.  

Areas of involvement may include:

• attendance at division and school meetings
• maintenance of regular office hours
• participation in one professional organization
• participation in recruitment activities
• advising of students
• participation in university activities related to the community
• conduct academic research, publication, or creative activities
• sponsor co-curricular activities
• curriculum/program development
• other activities as appropriate

4.6.3.2.7  Voting Privileges

Voting privileges within departments, divisions, and schools are determined by those units.  

4.6.3.2.8 Evaluation

4.6.3.2.9 Assignment of Initial Rank

Initial rank determined at time of contracting by dean and recommended to provost.  Initial rank is based on credentials and prior experience.  Final assignment of initial rank is approved by provost and president.

4.6.3.2.10 Advancement in Rank

The individual will not be eligible for promotion or career faculty contract.

Return to full-time faculty descriptions

4.6.3.3 Category of Employment:  Instructional (Term) Faculty

4.6.3.3.1 Definition

Instruction is usually the primary responsibility of term faculty.  Some involvement beyond instruction is required.  Typical areas of involvement are listed below. The individual will hold the rank of Lecturer or Senior Lecturer and will not be eligible for promotion (as defined in 4.10.3) or career faculty contract. These appointments are for 1 year.  These contracts may be renewed.

4.6.3.3.2 Appointment Procedures

The position is approved by provost and president. Recommendation for appointment progresses from Dean to provost to president. Faculty credentials will include minimum of master’s degree or professional equivalence.  

4.6.3.3.3 Salary

Salary is determined at time initial contract is issued or adjusted.  Salary is based on academic credentials, other professional qualifications, experience, rank assigned, discipline, and/or assignment at 100 percent FTE as defined below.

4.6.3.3.4 Benefits Provided

• bookstore discount
• group medical/dental insurance provided for self, with contribution required; coverage for various family groupings available upon payment of premium
• option to participate in retirement program after one year waiting period.  Institutional contribution of 3 percent when faculty member contributes 0 percent.  Institutional contribution of 8 percent when faculty member contributes 5 percent
• tuition benefits for self and family as described in Faculty Handbook
• discounted Arts Academy tuition for self and family
• group disability insurance      
• group term life insurance
• individual spending account plan
• benefits apply only to the amount stated on the contract.  Any additional instruction will be paid at the equated hour rate but will not be benefited

4.6.3.3.5 Teaching Load

The teaching load for full-time term faculty will normally be 24 equated hours per nine-month contract year (30 equated hours per twelve-month contract year), balanced as evenly as possible between terms.  Under special circumstances and with prior arrangement, the teaching load may be spaced across all three terms in the academic year.

In most cases additional responsibilities beyond teaching such as those defined below will be required.  In rare cases additional teaching duties may be required up to a maximum of 32 hours. Responsibilities will be specified in the contract.

4.6.3.3.6 Responsibilities Beyond Teaching

As defined above, involvement beyond teaching may be part of the total contractual responsibility.  

Areas of involvement may include:

• attendance at division and school meetings
• maintenance of regular office hours
• participate on committees within school as elected or appointed
• participate in one professional organization
• participate in recruitment activities
• advising of students
• participation in university activities related to the community
• conduct academic research, publication, or creative activity
• sponsor co-curricular activities
• curriculum/program development
• other activities as appropriate 

4.6.3.3.7 Voting Privileges

Voting within department/division and within school/division.

4.6.3.3.8 Evaluation

4.6.3.3.9 Assignment of Initial Rank

Initial rank determined at time of contracting by dean and recommended to provost.  Initial rank is based on credentials and prior experience.  Final assignment of initial rank is approved by provost and president.

4.6.3.3.10 Advancement in Rank

The individual will not be eligible for career faculty contract or promotion as described in 4.10.3. Individuals may be given the title of Lecturer or Senior Lecturer. A Senior Lecturer generally holds a doctorate degree (or appropriate terminal degree) and has a minimum of five years of college-level teaching experience or equivalent qualifications and experience.

Return to full-time faculty descriptions

4.6.3.4 Category of Employment:  Auxiliary Adjunct Faculty

4.6.3.4.1 Definition

Instruction is the primary responsibility.  A limited amount of involvement beyond instruction is required.  Additional involvement is encouraged but not required.

4.6.3.4.2 Appointment Procedures

Position is approved by provost and president and advertised internally.  Formal application is made to dean, including updated résumé, evidence of involvement beyond teaching, record of teaching load levels for previous three years.  The most recent year of teaching must be above the level of eight equated hours per term or 16 equated hours per academic year.  Recommendation is made to provost by dean; approval by provost and president.  All appointments require annual review prior to issuance of next letter of intent.

4.6.3.4.3 Salary

A fixed sum determined by number of equated hours of instruction anticipated on the basis of enrollment at the time the letter of intent is issued.  In subsequent terms, the salary may be adjusted up or down to reflect actual enrollment, but the annual workload is expected to be no less than 50 percent or more than 75 percent of a full-time faculty load.

Salary is based at time of issuance of letter of intent on academic credentials, other professional qualifications, experience, rank assigned, discipline, and/or assignment.

4.6.3.4.4 Benefits Provided

• bookstore discount
• group medical/dental insurance for self, 50 percent institutional contribution provided
• Coverage for various family groupings available upon payment of premium
• group disability insurance provided at 100 percent institutional contribution
• group term life insurance provided at 100 percent institutional contribution
• individual spending account plan
• discounted Arts Academy tuition for self and family
• option to participate in retirement program after one year waiting period.  Institutional contribution of 3 percent when faculty member contributes 0 percent.  Institutional contribution of 8 percent when faculty member contributes 5 percent
• benefits apply only to the amount stated on the contract.  Any additional instruction will be paid at the equated hour rate but will not be benefited

4.6.3.4.5 Teaching Load

Teaching load is assigned by dean up to level desired by faculty member but within parameters, which follow.

• total teaching responsibilities are expected to be no less than 50 percent of the total load responsibilities of a full-time faculty member, or minimum of eight equated hours per term, 16 equated hours per two academic terms
• total teaching responsibilities are normally expected to be no more than 75 percent of the total load responsibilities of a full-time faculty member, or a maximum of 12 equated hours per term, 24 equated hours per academic year.

4.6.3.4.6 Responsibilities Beyond Teaching

Some involvement beyond teaching is expected.  Areas of involvement may include:

• attendance at division meetings
• provision of regular opportunities for student contact or maintaining regular office hours
• participation in recruitment activities
• curriculum/program development
• other activities as appropriate

4.6.3.4.7 Voting Privileges

Within divisions.

4.6.3.4.8 Evaluation

4.6.3.4.9 Assignment of Initial Rank

• adjunct with same ranks as full-time faculty
• based on credentials and prior experience
• recommended to provost by dean
• approved by provost and president

4.6.3.4.10 Advancement in Rank

Adjunct Lecturer (meet criteria of one of the following):  

• less than master’s degree with limited experience

Adjunct Instructor (meet criteria of one of the following):

• less than master’s degree with extensive professional experience
• master’s degree with limited experience
• master’s degree plus 30 semester hours or MFA

Adjunct Assistant Professor (meet criteria of one of the following):

• less than master’s degree with extensive professional experience plus three years experience at Shenandoah University as adjunct instructor (no further advancement in rank)
• master’s degree with three years experience at Shenandoah University as adjunct instructor  (no further advancement in rank)
• master’s degree with extensive professional experience with appropriate teaching experience
• master’s degree plus 30 semester hours, or MFA, with two years experience at Shenandoah University as adjunct instructor, or equivalent teaching experience
• doctorate with appropriate teaching experience

Adjunct Associate Professor (meet criteria of one of the following):

• master’s degree with extensive professional experience with five years experience at Shenandoah University as adjunct assistant professor (no further advancement in rank)
• master’s degree plus 30 semester hours, or MFA, with five years experience at Shenandoah University as adjunct assistant professor (no further advancement in rank)
• doctorate with five years experience at Shenandoah University as adjunct assistant professor or equivalent teaching experience

Adjunct Professor

• doctorate with five years experience at Shenandoah University as adjunct associate professor

Return to part-time faculty descriptions

4.6.3.5  Category of Employment:  Adjuvant Adjunct Faculty

4.6.3.5.1 Definition

Instruction is the primary responsibility.  Involvement beyond instruction is encouraged but not required.  

4.6.3.5.2 Appointment Procedures

Application is made to dean; screening is done according to school/division procedures.  dean makes recommendation to provost; approval is given by provost and president.

4.6.3.5.3 Salary

Salary is determined by the number of equated hours taught.  Salary rate is established at time the letter of intent is issued and is based on academic credentials, professional qualifications, experience, rank assigned, discipline, and/or assignment.

4.6.3.5.4 Benefits Provided

• bookstore discount
• discounted Arts Academy tuition for self and family in accordance with Arts Academy policies

4.6.3.5.5 Teaching Load

The teaching load is variable according to need but is normally not more than eight equated hours per semester.  The total load of teaching responsibilities combined with responsibilities beyond teaching is expected to be 50 percent or less of the total load expected of a full-time faculty member.

4.6.3.5.6 Responsibilities Beyond Teaching

Involvement beyond teaching is encouraged.  Areas of involvement may include:

• attendance at meetings of division.
• provision of regular opportunities for student contact.
• participation in recruitment activities.
• curriculum/program development.
• other activities as appropriate.

4.6.3.5.7 Voting Privileges

Within division.

4.6.3.5.8 Evaluation

4.6.3.5.9 Assignment of Initial Rank

• adjunct with same ranks as full-time faculty.
• based on credentials and prior experience.
• recommended to provost by dean.
• approved by provost and president.

4.6.3.5.10 Advancement in Rank

Adjunct with same ranks as full-time faculty.  Advancement is based on credentials and prior experience at Shenandoah.  dean makes recommendation to provost; approved is given by provost and president.

Adjunct Lecturer (meet criteria of one of the following):

• less than master’s degree with limited experience

Adjunct Instructor (meet criteria of one of the following):

• less than master’s degree with extensive professional experience
• master’s degree with limited experience
• master’s degree plus 30 semester hours or MFA

Adjunct Assistant Professor (meet criteria of one of the following):

• less than master’s degree with extensive professional experience plus three years experience at Shenandoah University as adjunct instructor (no further advancement in rank)
• master’s degree with three years experience at Shenandoah University as adjunct instructor  (no further advancement in rank)
• master’s degree with extensive professional experience with appropriate teaching experience
• master’s degree plus 30 semester hours, or MFA, with two years experience at Shenandoah University as adjunct instructor, or equivalent teaching experience
• doctorate with appropriate teaching experience

Adjunct Associate Professor (meet criteria of one of the following):

• master’s degree with extensive professional experience with five years experience at Shenandoah University as adjunct assistant professor (no further advancement in rank)
• master’s degree plus 30 semester hours, or MFA, with five years experience at Shenandoah University as adjunct assistant professor (no further advancement in rank)
• doctorate with five years experience at Shenandoah University as adjunct assistant professor or equivalent teaching experience

Adjunct Professor

• doctorate with five years experience at Shenandoah University as adjunct associate professor

Return to part-time faculty descriptions

4.6.3.6 Category of Employment:  Affiliate Clinical Faculty

(Approved by Faculty Senate on 1/4/11; Academic Cabinet on 1/17/11; University Cabinet 5/25/11)

4.6.3.6.1 Definition

The Schools of Health Professions, Nursing, and Pharmacy rely on health care providers to provide supervision, instruction, and evaluation of Shenandoah University students during the clinical phase of their educational experience. These individuals, qualified by academic preparation and clinical experience, provide this service to the University without compensation.   Recognition of their contributions may be achieved in part through the awarding of faculty status.

4.6.3.6.2 Assignment of Initial Rank

• At least one year service to Shenandoah University School of Health Professions, Nursing, or Pharmacy
• Degree for the profession being trained or the equivalent.
• Licensure/certification/registration in the discipline
• Nomination by the Dean or Director

4.6.3.6.3 Appointment Procedures

• Affiliate clinical faculty nominee submits curriculum vitae and documentation of licensure/certification/registration to director or dean of the appropriate health professions program.
• dean verifies service and credentials; nominates candidate for faculty status.
• Approval determined by majority vote of the department/division faculty.
• Letter of award forwarded by provost
• Term – annually, automatically renewed for each academic year the clinical faculty member provides volunteer teaching service.
• Documentation retained in department/division files

4.6.3.6.4 Benefits Provided

• Discounted tuition for discipline specific continuing education workshops/seminars.
• Faculty identification card
• Faculty discounts at SU Bookstore
• Faculty discounts for Conservatory performances
• Access to SU Library and databases
• This a volunteer appointment and does not carry a salary

Return to part-time faculty descriptions

4.6.3.7 Category of Employment:  Clinical Faculty (Health Professions, Nursing, and/or Pharmacy)

4.6.3.7.1 Definition

Instruction is the primary responsibility; involvement beyond instruction is program dependent.  In some programs clinical faculty participate in any number of activities beyond teaching in the classroom or laboratory or clinic.

4.6.3.7.2 Appointment Procedures

Application is made to school dean, who makes recommendation to provost; approval is given by provost and president.

4.6.3.7.3 Salary

Salary is variable, school/division dependent.

4.6.3.7.4 Benefits Provided

• bookstore discount
• resources of school/program, such as computer access

4.6.3.7.5 Teaching Load

Teaching load is variable according to need, but normally not more than six equated hours per term.

4.6.3.7.6 Responsibilities Beyond Teaching

Involvement beyond teaching is encouraged/required depending on school/division.  Areas of involvement may include:

• attending meetings
• providing regular opportunities for student contact
• participation on committees within school/division as elected or appointed

4.6.3.8.7 Voting Privileges

Within Arts Academy and Conservatory meetings.

4.6.3.8.8 Evaluation

All faculty will receive regular written performance evaluations by their dean, director or chair as determined by the school, with sign-off by the dean in all cases. These evaluations will be no less frequent than the schedule below.
— Pre-career contract faculty: annual evaluation
— Post-career contract faculty: evaluation every 3 years
— Term, visiting, and adjunct faculty: annual evaluation

Additional reviews may be initiated by the dean, director or chair as needed, or may be requested by the faculty member.

Faculty may provide a formal written response to the evaluation within 30 days.

4.6.3.8.9 Assignment of Initial Rank

Arts Academy faculty are not ranked.

4.6.3.8.10 Advancement in Rank

Not applicable.

4.7.1 Probationary Contract

New members appointed to Shenandoah as full-time faculty normally serve a probationary period of five years. Contracts are issued on a one-year basis during this period.

4.7.2 Career Faculty Contract

(Revisions to Section 4.7.2 approved by the Faculty Senate May 8, 2002 and by the President’s Executive Council May 16, 2002; May 2022)

At the end of probationary period, a regular full-time faculty member must apply for a career faculty contract (formerly called a rolling three-year contract).

The offer of a career faculty contract must be recommended to the Provost by the dean of the school/division and by the Faculty Evaluation Committee. The provost then recommends to the president. Those candidates approved by the president are presented to the Board of Trustees for confirmation.

If a faculty member is not approved for a career faculty contract, they will be advised whether an annual contract can be offered, and, if so, on what basis. See Section 4.11.3 on non-reappointment.

(See also Section 4.10.3, 4.10.4 and 4.10.5)

If there are negative evaluations at the end of the first year of the three-year contract, these evaluations are discussed with the faculty member and the faculty member is issued a “second year of a three-year contract” as an indication that problems must be addressed.

If there continue to be negative evaluations at the end of the second year of the three-year contract, these continuing negative evaluations are discussed with the faculty member and the faculty member is issued a “third year of a three-year contract,” which is considered terminal.

If, on the other hand, at the end of the “first year (or second year) of a three-year contract” period the faculty member has no negative evaluations of significance, the faculty member is issued a new “first year of a three-year contract.”

4.7.3 Term Faculty Contract

(Revised summer 2016)

New members of the instructional faculty are issued term contracts. These appointments are for 1 year. These contracts may be renewed.

4.8.1 Faculty Search Policy

(Revised June 25, 1992)

Vacancy notices for regular full-time faculty positions will be published in a public forum. In most cases, all such positions will be advertised in “The Chronicle of Higher Education” and, where appropriate, in at least one professional journal of the discipline involved.

For all regular full-time faculty positions, a search committee will be established by the dean of the school in which the appointment will be held. The search committee will normally include the following: at least one member of the discipline (or department or division, according to the organization of the school), the department or division chair (where applicable), at least two other members of the school, and the dean. The dean may appoint additional persons within or outside the school.

For all full-time positions which carry faculty status but which are primarily administrative or non-teaching (e.g., deans and librarians), the provost will establish the search committee, following applicable guidelines from above.

4.8.2 Selection And Retention Of Teaching Faculty

4.8.2.1 Recruitment

The president of the university is responsible to the Board of Trustees for the appointment of teaching faculty. The president accepts recommendations from the provost for persons recruited to fill vacancies and new positions. The vice president is assisted in this responsibility by deans/directors, department/division chairs, faculty members in the area concerned, and students.

Every attempt is made to recruit persons possessing appropriate academic credentials, acceptable recommendations, and personal goals that are in harmony with the university’s purpose.

4.8.2.2 Criteria for Faculty

Full-time faculty teaching undergraduate courses must possess a master’s degree or its equivalent in an appropriate field. The equivalency of experience in lieu of a degree is considered only in rare instances and when conclusive evidence exists. Faculty members are expected to have experience related to the area of employment at Shenandoah and to be productive, creative scholars.

Eligibility for appointment to the graduate faculty is determined by the following criteria:

• the terminal degree, normally in the area of instruction
• successful teaching and work or performance experience in the area of expertise
• evidence of superior scholarship as demonstrated by research, publication, or activity in professional organizations

4.8.2.3 Appointment

Appointment to the faculty of Shenandoah University shall be made by the president and confirmed by the Board of Trustees. The provost shall act in an advisory capacity with the power to investigate and review credentials and interview candidates for teaching positions.

Rank at time of appointment is determined by the provost.  (See Development and Evaluation System, Section 4.10.2, and Qualifications for Promotion in Rank and Career Faculty Contract, Section 4.10.4)­

All faculty members are responsible for supplying to the provost copies of official transcripts from all institutions attended.

School/division deans/directors and department/division chairs shall act in an advisory capacity with the Provost and the president.

4.8.3 Appointment To Graduate Faculty Status

(Revised and approved by Faculty Senate 10/19/11; Academic Cabinet 12/5/11; University Cabinet 1/20/12)

4.8.3.1 Duties and Responsibilities of Graduate Faculty

Each graduate program of education shall have faculty possessing graduate faculty status. These members of the faculty shall have primary responsibility in matters of curriculum and instruction, to include serving on dissertation committees, and shall provide the Provost with recommendations regarding the award of graduate faculty status.

4.8.3.2 Criteria for Graduate Faculty Status

Except as provided below, graduate faculty status requires: (1) an earned terminal degree or earned professional terminal degree in the discipline in which instruction is to be offered, or in a related discipline with peer-reviewed scholarship or performance in the discipline, (2) on-going peer-reviewed scholarship or performance, and (3) any special requirements of a particular graduate program of education.

Individuals who do not meet the requirement of a terminal degree may be awarded graduate faculty status for exceptional scholarship or performance, recognized nationally or internationally in the discipline. This scholarship or performance is to be documented by the individual.

It is presumed that individuals who received the earned terminal degree in the discipline within the prior five years are qualified to offer instruction in graduate programs of education and to serve on dissertation committees.

4.8.3.3 Appointment to Graduate Faculty Status

Qualification for graduate faculty status is evaluated (a) in conjunction with initial employment, (b) following initial employment of faculty not possessing this status, and (c) in conjunction with annual performance review of faculty possessing this status.

In all three cases, a committee of at least three faculty in that graduate program possessing graduate faculty status shall make a specific recommendation, positive or negative, which shall be forwarded through the dean or director to the Provost, who shall make the decision.

In the case of annual performance of faculty possessing graduate faculty status, deans and directors shall consider the requirement for on-going peer-reviewed scholarship or performance by faculty possessing graduate faculty status. Should any member of the faculty possessing graduate faculty status not clearly meet this requirement looking back over the prior five years, the dean or director shall refer the matter to a committee of faculty in that graduate program of education possessing graduate faculty status.

The provost may combine the faculties of graduate programs of education within schools for the purpose of forming the committees referred to in this section.

4.8.4 Faculty Orientation Policy

(Revised October 2019)

The policies, procedures and contractual responsibilities are an integral part of all organizations. The policies, procedures and contractual responsibilities of universities are a unique blend of academic traditions, professional respect and mutual interest. Particularly in situations where administration and faculty governance bodies operate interdependently, knowledge of the procedures and contractual responsibilities by every faculty member is essential. To achieve an understanding of procedures and contractual duties, faculty orientation must be provided to all individuals holding faculty status. An orientation session for every new faculty member should occur prior to the beginning of the fall academic semester. In cases where this is not possible, orientation should be conducted as soon as possible after employment. The academic orientation is separate from the Human Resources orientation.

The Office of the Associate Provost shall direct the orientation sessions.

A representative from Faculty Senate shall participate in the orientation sessions. The Committee will provide each individual holding faculty status with information on the policies, procedures and responsibilities of the Faculty Senate.

4.8.5 Conflict Of Interest

4.8.5.1 Outside Employment

No full-time faculty member shall accept outside employment without the approval of the provost and the president. Full-time faculty members may not teach at competing institutions unless so approved.

Shenandoah University shall expect full-time devotion to duties from those signing contracts as full-time faculty.       

4.8.5.2 Facility Use for Personal Gain

Use of offices and studios is allowed for individual research, practice and professional activities but not for tutoring of non-college students, private lessons, business activities, or any activity in which compensation is received from sources outside the institution.

4.9.1 Purpose/Location

A complete faculty file showing academic preparation is on file in the office of the provost While faculty members are responsible for assuring that their file is up to date, including official transcripts, every effort is made to secure material at least annually from individual faculty members, working through school/division deans/directors.

(Approved by: Faculty Assembly, May 11, 1994; President’s Executive Council, September 22, 1994; Board of Trustees, October 5, 1994; Sections 4.10.7.2, 4.10.7.3 and 4.10.7.4 amended by Faculty Evaluation Committee, January, 2004; Section 4.10.4.2, 4.10.5.1, and 4.10.5.2 was amended by Faculty Senate March 2007, approved by Academic Cabinet March 2007, and approved by Board of Trustees April 4, 2007)

4.10.1 Philosophy And Purpose

The university is a community of scholars. The success of the entire educational process is integrally related to the continued development of its faculty. An essential means of fostering faculty excellence in the scholarly endeavor is a system of faculty development and evaluation that is integrated into the total management of the institution and takes into account the needs of faculty groups at various career stages. The purposes of such a system are:

• to provide a framework within which the instructional process can be assessed in order to promote student achievement
• to assist faculty in attaining their professional and career goals
• to assist academic departments and the university in attaining their organizational goals
• to provide a fair and equitable means for evaluating the activities and contributions of the faculty
• to recognize faculty accomplishment through promotion in rank, career faculty contract, and meritorious awards

It is expected that every faculty member should be involved in teaching, scholarly activities and service. In keeping with the mission of the university, the primary role of the faculty is teaching. Therefore, for most faculty members, the largest portion of time will be devoted to teaching responsibilities. The pursuit of scholarship, research, professional practice and creative activities, as well as service to the institution and community, are considered complementary to demonstrating and improving excellence in teaching. The percentage of time and energy devoted to each of these activities can vary from one faculty member to another and, for each individual faculty, from one time period to another. Shenandoah University recognizes and encourages diversity among faculty in the contributions they make within their individual areas of expertise. All faculty are expected to demonstrate highly effective teaching; ongoing scholarly growth, which may include research, performance and other creative activities; and continuous and substantial service to the institution and community.

4.10.2 Evaluation System

All faculty members applying for promotion in rank and/or career faculty contract will undergo a comprehensive evaluation. Application normally may be submitted according to the following schedule.

The following are examples of the application schedule:

• An Instructor who has completed two years of full-time employment at Shenandoah University or at another college or university may apply for promotion to Assistant Professor during the third year of employment at Shenandoah University.
• An Assistant Professor who has completed four years of employment at Shenandoah University may apply for promotion to Associate Professor in the fifth year as an Assistant Professor.
• A faculty member hired as an Associate Professor who has completed two years of employment as an Associate Professor at another institution and two years as an associate professor at Shenandoah University may apply for promotion to Professor in the fifth combined year as an Associate Professor.
• A faculty member hired as a Professor who has completed four years of employment at Shenandoah University may apply for career contract in the fifth year as a Professor.

4.10.3 Procedure For Promotion In Rank And Career Faculty Contract

Probationary Period—New faculty members appointed to the university as full-time faculty members normally serve a probationary period of five years. Exceptions to the five-year probationary period can be made in the case of faculty members who have had several years’ experience at other four-year colleges or universities or who have had distinguished experience appropriate to their appointment. Any such exceptions must be negotiated at the time of the initial contract, based on the recommendation of the dean and with the approval of the provost; in extraordinary cases, they may be approved by the provost prior to the portfolio submission deadline. Otherwise, no portfolios will be considered for early application for a career faculty contract or promotion.

Faculty members using the Parental Leave benefit for birth or adoption may elect to postpone applying for promotion or career contract by a maximum of one year. This election is available one time and within one year of the birth or adoption.

Career Contract—All faculty members must apply for a career faculty contract during his/her final year of the probationary period. A faculty member may apply for a career contract only once. If a portfolio for the career faculty contract is not submitted at the appropriate time or a career contract is not awarded, the faculty member will receive a term contract of at least one year and a maximum of three years at the discretion of the university.

Application—An application for promotion normally may be made at any time after the candidate has completed the required number of years in rank.  Faculty should consult with his/her dean to determine when it is appropriate to apply for promotion in rank. If the application for promotion in rank comes at the same time as the application for a career faculty contract, both applications must be submitted together in a single portfolio. The application for a career faculty contract and/or promotion in rank should be prepared by the applicant in consultation with his/her dean.

4.10.3.1 Timetable for Review of Applications for Promotion and Career Faculty Contracts

(Revised by Office of the Provost February 2019)

Dates given below are not intended to be rigid but only to indicate general guidelines to keep the process moving in a timely manner. Two exceptions are the date of portfolio submission to the dean and the spring meeting of the Board of Trustees, which are fixed and noted by an (*) asterisk. However, if any of these dates fall on a weekend or holiday, the deadline will be extended to the next business day. It is also expected that all parties will strive to communicate fully and openly during the process.

• Candidates must counsel with their dean in advance of the initiation of this process. Each school should define the internal process by which evaluation takes place.
• Candidates will need to set up their electronic portfolio giving access to anyone who has the link in order for it to be viewed by everyone in the review process.
• Candidates will upload each recommendation letter in the process into their portfolio.
• Each school’s evaluation committee will set its own deadlines for submission and review of the portfolio. The school evaluation committee will forward its recommendation letter to the dean prior to November 1st, copying the candidate.
• If a school’s evaluation committee review the portfolio, its recommendation letter is given to the dean, and provide a copy to the candidate.
• *November 1—The dean makes a recommendation on the merit of the application to the provost, copying the candidate. The dean’s recommendation will analyze the application based on the stated criteria.
• February 1—The FEC reports its recommendations to the provost, with copies to each candidate, and the candidate’s dean.
• March 31—The provost makes a recommendation on each candidate to the president, with copies to the candidate and the dean. The president reviews the recommendations of the provost and decides which applications he/she approves to go to the Board of Trustees.
• April 12—The provost notifies the candidate, dean, and the FEC of recommendations to go to the Board and of reasons in any case in which the president declines to present the candidate to the Board.
• *Week of the April Board of Trustees Meeting—The president’s favorable recommendations are sent to the Board of Trustees for approval, also noting any negative decisions. These are transmitted by the provost to the Academic Affairs Committee of the Board. The Academic Affairs Committee submits its recommendations to the full Board. Decisions become final only when approved by the Board of Trustees and are effective August 16 of that year.

At any point in the review process, any appropriate academic administrative officer directly involved in the process, school evaluation committee, or the FEC may request a meeting with the candidate or others to clarify any matters of concern. Any conflict of interest or substantial prior involvement in the procedure (e.g. relative of the candidate or written letter of recommendation specifically for this process) requires the person to recuse themselves from any subsequent discussion or votes. However, items such as conducting a prior peer evaluation or team teaching with the candidate are not considered a conflict of interest. If there is any question of whether there is a conflict of interest or not, the candidate should consult with his/her dean.

4.10.3.2 Summary of Evaluation Areas and Materials

(Revised by Academic Affairs September 2015)

Each portfolio submitted for promotion in rank or a career faculty contract should include the following items:

• Application form—The appropriate form may be obtained from the Office of the Provost and should be included as the first page of the portfolio.
• Current curriculum vitae providing a comprehensive review of activities in each of the primary areas of evaluation: teaching, scholarship, and service
• Reflective self-assessment of contributions and achievements, strengths and limitations, and goals for continued development in each of the areas of evaluation
• Evidence documenting achievement of the minimum expectations as specified below for each of the primary areas of evaluation
• Letters of reference that address the applicant’s teaching effectiveness, scholarly or creative activity, service, professionalism or a combination of these areas

(Section amended by FEC & Approved by Academic Cabinet 12/14; added to handbook 11/3/15)

The candidate is the owner of the portfolio. No documents may be added by anyone else without the approval of the candidate, except for materials provided by the FEC and other academic administrative officers who are part of the review procedure. At each step in the process, the candidate may update existing information they believes is appropriate prior to the FEC’s recommendation to the provost (e.g. a submitted manuscript that has been accepted for publication or teaching evaluation from the fall semester). The candidate also has the right to withdraw an application for career faculty contract and/or promotion in rank at any time during the process. Candidates are required to submit an electronic portfolio using the designated platform. All candidates will use the Google Sites template provided through the Center for Teaching and Learning. The portfolio should address all items in the outline included in this template. Instructions for creating the electronic portfolios will also be made available through the Center for Teaching and Learning.

The following outline is recommended for portfolio organization:

1. Application
2. Curriculum Vitae
3. Required and requested letters of reference
4. Teaching
5. Scholarship
6. Service

If a faculty member’s experience at another institution is included in the candidate’s time at rank, the faculty member’s accomplishments prior to their faculty appointment at Shenandoah University should be included in the portfolio for consideration in meeting the expectations for promotion and/or a career faculty contract.

Required letters of reference should come from faculty within the department, faculty in other departments, faculty at other universities and/or other professionals. If a letter of reference is provided from a member of the FEC, that individual will be unable to participate in the discussion of the candidate. For promotion to associate professor, at least three letters are recommended, with at least one external to the university. For promotion to professor, at least five letters are recommended, with three external to the university.

The candidate should discuss the appropriate selection of external reviewer(s) with his/her dean or director. The external reviewer(s) should be provided the school’s and/or the university’s promotion criteria for teaching, service and scholarship. The applicant should request that the letters address each of these three areas and be submitted directly to his/her dean or director.  Additional letters of reference can come from current students, former students or members of the community. Following the promotion and/or career faculty contract review period, these letters will be kept on file in the office of the provost.

The following table shows the number of reference letters that are required or recommended for promotion to assistant professor, associate professor or professor. Applicants for career contract without promotion should follow the guidelines for their current rank.

4.10.4 Qualifications for Promotion in Rank and Career Faculty Contract

(Amended by Faculty Senate on Sept. 18, 2009; Approved by Academic Cabinet on Jan. 4, 2010)

For promotion in rank or a career faculty contract, all full-time faculty members must meet the minimum expectations outlined below. However, due to many factors including specialized accreditation, professional standards and graduate faculty status, individual schools and/or divisions may have standards for teaching, scholarship, service and/or professionalism that exceed the requirements of the university promotion and/or a career faculty contract. Therefore, schools and divisions are encouraged to create their own internal guidelines or be explicit that they will be using the University guidelines. The university FEC will assure that university-wide standards are appropriately evaluated for all candidates. In places where school or division standards exceed those of the university, the university FEC will defer to the stricter standard.

At a minimum, the following qualifications must be met for promotion:

• Assistant Professor—must meet the expectations for promotion to Assistant Professor and exceed expectations in at least one of the three primary categories of evaluation: teaching, scholarship, and service; hold the terminal degree or professional equivalent as acknowledged by appropriate accrediting agencies.
• Associate Professor—must meet the expectations for promotion to Associate Professor and exceed expectations in at least one of the three primary categories of evaluation: teaching, scholarship and service; hold the terminal degree or professional equivalent as acknowledged by appropriate accrediting agencies; and, have served at least five years as an assistant professor.
• Professor—must meet the expectations for promotion to Professor and exceed expectations in at least two of the three primary categories of evaluation: teaching, scholarship and service; hold the terminal degree or professional equivalent as acknowledged by appropriate accrediting agencies; and, have served at least five years as an associate professor.
• Career Faculty Contract— must meet the expectations and hold the rank of assistant professor or higher.

Faculty at all levels should also model professional behavior (Section 4.12.3).

Expectations of faculty professionalism include:

• Conduct themselves in accordance with the university’s Code of Ethics, any codes of conduct of their school or division, and any codes of conduct of the professional association expected of their position at the university
• Demonstrate respect for the faculty, staff, students, patients, clients and other members of the university community
• Demonstrate appropriate behaviors and actions in matters involving privileged relationships, confidentiality and privacy
• Demonstrate commitment to academic freedom, a culture of diversity, open inquiry and discourse
• Demonstrate fairness in the exercise of the authority given their position at the university
• Deal with conflict of interest through disclosure, third-party monitoring or by declining to participate, as appropriate
• Demonstrate commitment to the highest standards of academic integrity in their own scholarship and, given the standards expressed in the university’s Honor Code, in the scholarship of their students
• Consistently and satisfactorily meet the obligations commensurate with their position at the university
• Conduct themselves in an appropriate manner when away from the institution and representing the university

4.10.4.1 Teaching

Teaching is defined as all the activities employed by the faculty in order to transmit, transform, guide and extend knowledge to students. Teaching begins with what the teacher knows and is a dynamic endeavor involving all the analogies, metaphors and images that build bridges between the student’s understanding and the student’s learning.

The following table outlines the minimum expectations of teaching activity for faculty by rank. It is the responsibility of the applicant to provide clear evidence of the achievement of these teaching expectations in the portfolio.

The following items should be included in the Teaching section of the portfolio:     

(Section amended by FEC & Approved by Academic Cabinet 12/14; added to handbook 11/3/15)

• Teaching philosophy.
• Reflective self-assessment of teaching effectiveness to include goals related to teaching effectiveness, assessment of goal achievement and efforts directed at improving performance. This should include a description and explanation of personal and professional development for the past four years.
• Summaries of all available student course evaluations for the period of evaluation under consideration. The summaries should represent the range of faculty teaching load, not just courses with upper level students in the major, and include all available evaluations both positive and negative. The candidate’s dean or director must confirm in writing that the summary accurately reflects the available evaluations and comments for the period of evaluation.
• Peer evaluations, if required by the applicant’s school, during the period of evaluation under consideration.
• Description and explanation of all courses taught during the period of evaluation under consideration.
• Course syllabi for selected courses taught during the period of evaluation under consideration .
• List of curricular innovations/contributions during the period of evaluation under consideration .
• Preparation and Grading of Examinations or Assignments
  • Selected assignments, quizzes, tests, final exams and other student outcome measures including evidence of student feedback for selected courses taught during period of evaluation under consideration
• Student Contact
  • Description and explanation of student internships, practice or research activities supervised during the period of evaluation under consideration, including evaluation criteria and representative feedback provided to students
  • Student advisee evaluation summary for the period of evaluation under consideration. Include a description of the numbers and types of advisees, goals in advising, duration/frequency of contact or any other factors deemed relevant
  • Sample advisee records
• Other supporting materials
• Other materials deemed appropriate may be submitted. Examples include alumni surveys or letters, letters of support from colleagues, etc.
• Special recognition/achievement such as a teaching fellowship, internal/external awards for teaching or publication/copyright of instructional materials
• Performance on standardized examination

4.10.4.2 Scholarship: Research and Creative Activity

(Revised by Faculty Senate August 2010)

Scholarship is defined as a broad range of intellectual and creative activities that result in the continued development of knowledge. Scholarship and continued professional development are essential for effective teaching. Scholarly and creative activities promote the intellectual, professional and artistic development of faculty members, while enhancing the contribution that the faculty members make to the mission of the university and to the development of their discipline. In particular, publication and off-campus professional activities bring the faculty member into contact with other artists, professionals and scholars who are dedicated to the advancement of the discipline in academic settings while also demonstrating faculty members’ commitment to advancements in their field.

All of the items listed below are considered evidence of ongoing scholarly and creative activities.

The following outlines the minimum expectations of scholarly activity for faculty by rank. The items listed should be considered as necessary for promotion but not by themselves sufficient evidence of scholarly productivity. It is the responsibility of the applicant to provide clear evidence of the achievement of these scholarly expectations in the portfolio.

The following items should be included in the Scholarship section of the portfolio:

(Section amended by FEC & Approved by Academic Cabinet 12/14; added to handbook 11/3/15)

• Scholarly activity philosophy and focus to include relationship between scholarship and teaching.
• Reflective self-assessment of scholarly activity to include goals related to scholarship; assessment of goal achievement; and efforts directed toward improving performance in relevant components as listed above. This should include a description and explanation of personal and professional development for the past four years.
• Evidence of past and ongoing scholarship from the list of scholarly activities

4.10.4.3 Service

Service is defined by contributions to the university, the community and the profession. Various types of service are necessary to carry out the mission of the university. All faculty members are expected to contribute to improving the educational environment of the university through a reasonable commitment to service.

University service may be demonstrated through committee work at the department, division, school, and/or university levels; recruiting and retention efforts with student; public relations activities; development, and other special assignments or activities.

The concept of community service is expected to extend beyond those activities commonly associated with professional activities of university faculty members, such as consulting, lecturing, publishing or membership in professional organizations. Community service is defined as those usually voluntary activities outside the university which go beyond the activities commonly associated with faculty duties. It is limited to voluntary service without significant financial compensation. Community service activities may or may not be within the faculty member’s area of expertise and may be demonstrated by such activities as volunteer service; civic, political, or religious activities; committee membership; political activities; or elected office.

Clinical practice service is an expectation of some faculty members and it may be documented through the development of an active site which provides clinical services to the community.

Service expectations for all faculty members include:

• be active in division, school and/or university service related activities
• participate in outside service activities

The following outlines the minimum expectations of service for faculty by rank. It is the responsibility of the applicant to provide clear evidence of the achievement of these service expectations in the portfolio.

The following items should be included in the Service section of the portfolio:

(Section amended by FEC & Approved by Academic Cabinet 12/14; added to handbook 11/3/15)

• Reflective self-assessment of university and community service activities. This should include a description and explanation of personal and professional development for the past four years.
• List and explanation of university service activities during the period under consideration. Activities may include but are not limited to: university committee (elected, appointed or volunteer; chairperson or member); Faculty Senate (chairperson or member); school/program or division committee (chairperson or member); special assignments; adviser for student organization or other group; participation in registration; participation in recruitment; public relations activity.
• Documentation of university service activities. This may include but is not limited to: accepting service assignments when appropriate; contributing to assigned committees; actively supporting division, school and institutional goals and activities; actively working toward positive growth within the institution; and being prompt and accurate with assignments. Evidence should be documented by evaluative summaries using appropriate evaluation instruments or letters of support from colleagues or other administrators.
• List and explanation of community service activities including service to the profession.
• Documentation of community service activities. This may include appropriate evaluation instruments or letters of support.
• Other supporting documentation.

4.10.5 Appeals Procedure

4.10.5.1 Qualifications

In the case when a faculty member is not promoted, an appeal of the decision may be made only in the case of charges of procedural violations, or claims of illegal, unethical, or discriminatory practice, which must be supported by verifiable evidence. However, the faculty member has the right to meet and discuss the deficiencies in the portfolio with anyone involved in the procedure up to the president (e.g. dean, school evaluation committee, FEC, provost, and the president). Additionally, the faculty member has the opportunity to reapply for promotion in a subsequent year.

In the case when a faculty member does not receive a career faculty contract, the following appeals procedure may be initiated if more than two of the required recommendations were positive (chairperson, dean, school evaluation committee, FEC, and provost) or in the case of charges of procedural violations, or claims of illegal, unethical, or discriminatory practice, which must be supported by verifiable evidence.

4.10.5.2 Appeals Procedure

Within two weeks from the date of the April Board of Trustees meeting when the final decision was made, the faculty member may request a meeting with his/her dean, chair of the FEC, and the provost to discuss the decision.

After this meeting, if the faculty member would like to continue with an appeal, she/he must submit a formal letter of appeal to the provost. The provost will then make the faculty member’s portfolio available to the Academic Cabinet, but the provost and the applicant’s dean will recuse themselves from the proceeding due to prior involvement in the process. The Academic Cabinet, excluding the provost and the applicant’s dean, will consider the appeal and make a recommendation to the president. The president may seek input from the provost and other individuals as he/she deems necessary.

4.10.5.3 Final Decision

The president will consider the appeal. Denial of the appeal by the president will be considered final. Favorable recommendations will be sent to the Board of Trustees for approval. In the cases of favorable recommendations by the president, the decision of the Board of Trustees will be final.

(Amended by Faculty Senate and approved by President’s Executive Council September 25, 2007; approved by Board of Trustees October 2, 2007)

4.11.1 Resignation

A notice of resignation, or intention to resign, shall be given in writing on a schedule consistent with procedures governing non-reappointment.

4.11.2 Retirement

The university adheres to all appropriate laws governing retirement and strives to assist faculty members in the transition to retirement.

4.11.3 Non-Reappointment

4.11.3.1 Circumstances and Notice

(Amended May 2020)

A notice of non-reappointment, or of the intention not to recommend reappointment for full-time faculty shall be given in writing in accordance with the following procedures:

• Probationary contracts: Non-reappointment shall not necessarily be considered as “being fired.” It is the purpose of the probationary period to determine qualifications for retention of the faculty of the university. Notification shall be made not later than March 1 of the first academic year of service, if the appointment expires at the end of the year; or, if a one-year appointment terminates during an academic year, at least three months in advance of its termination. Notification shall be made not later than December 15 of the second or subsequent academic years of service, if the appointment expires at the end of that year. See also Section 4.7.1, Probationary Contracts.
• Career Faculty Contracts: Under normal circumstances, faculty awarded a career faculty contract will be in the “first year of a three-year contract.” If, during the first year of the career faculty contract, a faculty member receives unsatisfactory evaluations, as judged by reporting official(s), relating to teaching, scholarship and/or service:

1. 1. The reporting official(s) must meet with the faculty member to discuss potential remedies. Expectations regarding resolution of these issues must be presented to the faculty member and a plan consistent with the requirements of promotion must be established in writing.
   2. The faculty member then shall be issued a “second year of a three-year contract.”
   3. If, at the end of the second year of the career faculty contract, the faculty member again receives unsatisfactory performance evaluations, the faculty member will be issued a “third year of a three-year contract”, which is considered terminal.
   4. If, on the other hand, at the end of the “first year (or second year) of a three-year contract period the faculty member has resolved issues relating to teaching, scholarship and/or service, the faculty member is issued a new “first year of three-year contract.”
   5. Notification of non-reappointment shall be made not later than May 15 of the calendar year in which a faculty member is issued a “third year of a three-year contract.” See also Section 4.7.2, Career Faculty Contract.

•  
• Institutional responses to egregious performance and behavior issues may be addressed under Section 4.11.4, Discharge for Cause, and notification may occur at any time.
• Notwithstanding anything to the contrary herein, any faculty member, including career faculty contract faculty, may be subject to non-reappointment under the following circumstances:
  • institution-wide financial exigencies which require the downsizing or elimination of majors, programs of study or departments, or
  • decline in enrollment which results in the downsizing or elimination of specific majors, programs and departments

Under these circumstances, the recommended procedure is to allow faculty to evolve to the end of their contract. When such a course is not possible, the following factors will be considered:

• good faculty standing
• years of full-time service
• rank
• years in rank

4.11.4 Discharge For Cause: Dismissal

A member of the teaching faculty may be dismissed for cause during the probationary period or while under a career faculty contract.

4.11.4.1 Definition

Dismissal is the involuntary termination of a faculty member’s employment during their term of appointment (as stipulated in their contract) or who has received a career faculty contract.

4.11.4.2 Grounds

Grounds for dismissal may include, but are not limited to, unfitness as a teacher, scholar and member of the faculty; and, breach of professional behavior (Section 4.12.3). (This provision does not preclude intermediate remedies.)

4.11.4.3 Procedures

The decision to dismiss for cause comes from the provost, in consultation with the president and the school/division dean. This decision must be based on documentation relating the faculty member’s performance, or to personal or professional conduct.

In the event of dismissal for cause, the institution and the teacher shall be governed by the following procedures:

1. When reason arises to dismiss a faculty member whose contract term has not expired or specific written charges or reasons shall be delivered in person or by certified mail to the faculty member by the provost. The decision to dismiss will be made by the provost in consultation with the dean. A request to dismiss may be initiated by the dean or the provost.
2. If the dismissed faculty member protests the decision, they have available the following course

1. 1. filing a written request to the president within 10 days of dismissal for a hearing before a three-person Review Board. The Review Board shall consist of the department/division chair and the associate dean or comparable academic administrator of the school/division. In addition, a school/division dean from another school/division shall be chosen by mutual agreement (of the dismissed faculty member, the department/division chair and the associate dean or other academic administrator), avoiding substantial prior involvement or conflict of interest.
   2. within 10 calendar days after receipt of the request, a hearing shall be held by the aforesaid Review Board. During the hearing, the faculty member shall be permitted to present witnesses, be heard on their own behalf and have with them an academic advisor of their own choice. The administration may be represented, with the right to present evidence and examine witnesses.
   3. the findings of the Review Board shall be submitted to the president for approval or disapproval. The president shall notify the dismissed faculty member of the decision
2.  
3. The dismissed faculty member may contest the decision of the Review Board by making written request to the president of the university for a hearing by the Final Appeals Board. The Final Appeals Board will review errors of fact or errors of process. The Board consists of the president of Faculty Senate, the chair of the Faculty Affairs Committee and another academic dean, again chosen by mutual agreement (of the dismissed faculty member, the president of the Senate and the chair of the Faculty Affairs Committee) and avoiding substantial prior involvement or conflict of interest.

The meeting of the Final Appeals Board will include the following agenda:

1. reading of the dismissed faculty member’s request for reconsideration along with any supporting data submitted by the faculty member;
2. reading of the reports of the Review Board along with any supporting data submitted by the Review Board;
3. personal interview by the Final Appeals Board of the dismissed faculty member;
4. personal interview by the Final Appeals Board of any individuals who in the opinion of the Board may have information which will assist them in making a decision;
5. final decision and action regarding the appeal;

The decision of the Final Appeals Board is forwarded to the faculty member and submitted to the president of the university. Following review of the report of the Final Appeals Panel, the president will decide the disposition of the case, which decision is final.

4.12.1 General Requirements

Professional Activities: With the approval of the dean, faculty members may miss classes in order to attend professional meetings or accept professional engagements. It is understood that every attempt will be made to find a faculty member who can meet classes during the period of absence.

Excessive Faculty Absence: Faculty members who, for any reason, miss an excessive number of classes may be subject to a financial penalty. More specific requirements may be published for faculty in specific areas such as private music performance, off-campus teaching and other special situations.

4.12.2 Academic Freedom And Relation To The University

(Amended by Faculty Senate 12/4/19)

Shenandoah University does not insist on a narrow sectarian or denominational point of view or dictate the church to which members of the faculty shall belong. However, the university takes the position that members of the faculty and administration should be expected to serve the institution within the framework of the philosophy and purpose of a United Methodist Church-affiliated school.

Teachers are entitled to full freedom in the classroom discussing matters relevant to the subject taught, but they must be careful not to introduce into teaching controversial matters outside the area of professional expertise. In sum, professional expertise is appropriate; personal opinion is not.

Shenandoah insists that academic freedom cannot be dissociated from academic responsibility. The teacher should at all times make a good-faith effort to be accurate, exercise appropriate restraint, show respect for the opinions of others, and make every effort to indicate that the teacher is not an institutional spokesperson when discussing matters of personal opinion. For example, with submission of an opinion piece for publication, include a disclaimer such as: ‘The opinions expressed in this article are the author’s own and do not necessarily reflect the view of Shenandoah University or the Shenandoah University [faculty member’s school].

It shall be understood that members of the faculty will comply with procedures endorsed by the administration and Board of Trustees and those procedures adopted by a majority of the faculty after appropriate study and discussion.

Teachers are entitled to full freedom in research and in the publication of results, subject to the adequate performance of their other academic duties; but research for pecuniary return must be approved by the president and the provost.

4.12.3 Professional Ethics: Code Of Ethics

(Approved by Faculty Senate on Sept. 18, 2009; Academic Cabinet on Jan. 4, 2010)

Faculty at all levels should model professional behavior to our students and reflect positively on the university in the community. Professionalism includes integrity, courtesy, honesty and a commitment to the highest ethical standards. Professionalism fosters respect and trust and, therefore, serves the best interests of the entire university.

While ethical violations can result in dismissal for cause, intermediate remedies are not precluded.

Expectations of faculty professionalism include:

• Conduct themselves in accordance with the university’s Code of Ethics, any codes of conduct of their school or division, and any codes of conduct of the professional association expected of their position at the university
• Demonstrate respect for the faculty, staff, students, patients, clients and other members of the university community
• Demonstrate appropriate behaviors and actions in matters involving privileged relationships, confidentiality and privacy
• Demonstrate commitment to academic freedom, a culture of diversity, open inquiry and discourse
• Demonstrate fairness in the exercise of the authority given their position at the university
• Deal with conflict of interest through disclosure, third-party monitoring or by declining to participate, as appropriate
• Demonstrate commitment to the highest standards of academic integrity in their own scholarship and, given the standards expressed in the university’s Honor Code, in the scholarship of their students
• Consistently and satisfactorily meet the obligations commensurate with their position at the university
• Conduct themselves in an appropriate manner when away from the institution and representing the university

4.12.3.1 Tutoring

Faculty members of Shenandoah University shall not be permitted to tutor, for compensation, one of their own students without the approval of the provost.

When special assistance is desired or needed, it should be provided by other students.

4.12.4 Sexual Misconduct

SU affirms the rights of its students, faculty, and staff to live, work, and study in an environment free from sexual misconduct. As a member of the community, everyone needs to maintain standards of conduct that create an environment of trust, care, and respect. Sexual misconduct includes but is not limited to non-consensual sexual contact, non-consensual sexual intercourse, sexual harassment, relationship violence, sexual exploitation and stalking.

• Sexual Misconduct Policy

4.12.5 Non-Discrimination

Shenandoah University values the unique and diverse perspectives of individuals and communities locally and globally and seeks to foster mutual understanding in an inviting community where individuals are welcome and respected. The university does not discriminate on the basis of race, color, religion, sex, pregnancy, sexual orientation, gender identity, national origin, age, physical or mental disability, genetic information, veteran’s status or on any other basis protected under applicable law.

4.12.6 Policy On Accommodation Of Persons With Disabilities

(Approved by President’s Executive Council March 15, 1995)

Shenandoah University recognizes the mandates of the Rehabilitation Act of 1973 and the Americans with Disabilities Act of 1990 by adopting this policy which directly reflects the requirements of these acts.

Policy On Accommodation Of Persons With Disabilities

4.12.7 Family Educational Rights And Privacy Act Of 1974 (“Buckley Amendment” Or “FERPA”)

According to the Family Educational Rights and Privacy Act of 1974 (commonly called the Buckley Amendment or FERPA), it is a violation of federal law to reveal to those who have no need to know any evaluative information about a student. The Registrar’s office provides detailed information for faculty regarding FERPA regulations and compliance.

4.12.8 Intellectual Property Policy

(Approved by President’s Executive Council, May 17, 2001; approved by Executive Committee of the Board, June 12, 2001; amended and approved by the Board of Trustees, April, 2008)

4.12.8.1 Purpose

Shenandoah University desires to foster the creation of original works created by its faculty, staff and students. The Intellectual property Policy is intended to promote and encourage excellence and innovation in scholarly research, creative activity and teaching by identifying and protecting the rights of the university, its faculty, staff, and students.

4.12.8.2 Applicability

This policy is applicable to all copyrightable or patentable works currently in progress or hereinafter created by, at, or with the resources of any or all of the schools/divisions, departments, institutes and libraries of the university. This policy applies to all faculty members, staff employees, students and all other persons or entities who create copyrightable or patentable works using the university’s resources or pursuant to a contractual arrangement with the university.

4.12.8.3 Ownership and Use

Where possible, a mutually satisfactory written agreement will be made in advance.

4.12.8.4 Externally-Sponsored Works

Whenever a third party sponsors a work created by, at or with the resources of the university, the university shall enter into a written agreement with such third party before the work is created. The agreement will set forth the ownership rights of any copyrightable or patentable works that are developed. To the extent possible, the university will share ownership rights in any resulting copyrightable works with the creator(s) of those works. If no provision for ownership has been made with respect to any externally sponsored copyrightable or patentable works, the university shall retain all rights to such works allowable under law.

The university will grant to the creator(s) of original works the right to publish in scholarly journals the results of their research and the right to perform their creative works if no compensation is received for the publishing and/or performance and this right has not been waived by written agreement.

4.12.8.5 Institutional Works

Institutional works shall include specific assignments that are “works-for-hire” under the United States Copyright Law, works created by staff employees in the performance of their jobs, works supported by a direct allocation of university funds or other resources for a specific university purpose and works commissioned by the university. Institutional works shall also include all copyrightable and patentable works under this policy where it is not possible to determine specific creatorship for the work, such as works developed over a significant period of time by multiple creators. Regarding institutional works, the policy described in paragraph 4.12.8.4 for externally sponsored works shall apply with the university recognized as both “external sponsor” and “university.” In addition, the creators of contributions to works developed over a significant period of time by multiple creators shall retain the right to use their contributions in their subsequent work, when their contributions can be identified.

4.12.8.6 Non-Institutional Works

The university shall not claim ownership of works (e.g., books, journal articles, musical compositions, dissertations, papers and course assignments) created by the university faculty, staff, administrators, or students that are not institutional works and did not result from a significant use of university’s resources. For purposes of this policy, the normal use of the university’s facilities and computers, the incidental use of the university’s supplies and clerical support, normal expenses for travel to professional meetings, for book purchases, interlibrary loans, computer software and data, the granting of sabbatical leave and faculty development grants are not a significant use of the university’s resources.

Furthermore, collaboration among faculty, staff, administrators and students, both within and without Shenandoah University, does not by itself give the university an ownership interest in their work, but when it does (as in works developed over a significant period of time by multiple creators, described in the prior section) the university will identify its ownership interest. The university advises all parties involved to identify their ownership interests in collaborative works and disclaims liability resulting from any failure to do so.

Faculty, staff, administrators and students may use the name of the university for purposes of affiliation only. Any other use of the university’s name requires specific written approval by the university.  Use of the university’s name shall be considered a significant use of university resources.

4.12.8.7 Coursework

Coursework developed for instructional purposes at the university shall belong to the creator; exceptions are coursework developed by multiple creators (see Section 4.12.8.5) or coursework developed under specific agreement. The university may continue to use coursework developed by members of its faculty for up to two years following the departure of the faculty.

4.12.8.8 Assignment of Rights

In the case of externally-sponsored and institutional works when the university retains copyright or patent ownership, the university may assign its rights to the creator(s) of such works or to any third party for the purposes of commercialization. The university will consider the assignment of rights to the creator(s) when, after seven years, the university has not made use of those works. In any assignment of rights, the university shall retain a non-exclusive, perpetual, worldwide, royalty free license to use and reproduce the copyrightable or patentable works for its own non-commercial purposes and to preserve such royalty free license for the creators of such works as provided in this policy.

4.12.8.9 Royalties and Other Income

Any royalties or other income beyond expenses derived from works owned by the university shall be shared between the university and the creator(s) in the following manner: Where the creator(s) can be identified, the creator(s) will receive 75 percent of net income up to $50,000, 50 percent of net income from $50,000 to $250,000, and 25 percent of net income above $250,000, and the university the remainder.

Where the creator(s) cannot be identified, as when works are developed by multiple creators all of whom are members of the faculty, the university will receive 100 percent of the net income and the provost and the appropriate dean will determine an appropriate increase in the budget for faculty development of the faculty encompassing the creators of the work (e.g., the faculty of a particular school) by up to 25 percent of the net income. When non-members of the faculty are among the creators, the university will support the development of the faculty, staff, students or other groups encompassing the creators of the work in an equitable manner, with 25 percent of the net income.

4.12.8.10 Copyright and Patent Administration

This policy and all copyright and patent matters of the university shall be administered by the vice president for administration and finance, in consultation with the provost. In this regard, the vice president for administration and finance shall be authorized to:

1. Recommend to the president agreements that should be executed for externally sponsored works and institutional works; and
2. collect any and all proceeds from such license or assignment, and make the appropriate allocation of such proceeds.

In cases where there is no written agreement specifying the sharing of income with respect to commercialization by the university and the assignment of income is not outlined by this policy, the vice president for administration and finance shall determine if such a sharing arrangement is appropriate and, if so, recommend a sharing distribution to the president of the university for approval.

4.12.8.11 Dispute Resolution

From time to time, disputes may occur concerning ownership of the intellectual property addressed in this section. Resolution of such disputes shall be achieved by the following procedure:

The Intellectual Property Dispute Committee (IPD Committee) shall be an ad hoc committee formed when necessary by joint appointments made by the provost and the president of the Faculty Senate.  The IPD Committee shall be composed of five members of the university community reflective of the parties involved. The president of the Faculty Senate shall appoint three faculty members; the provost shall appoint two additional committee members. The president of the Faculty Senate shall appoint the chair from among the committee members.

The IPD Committee shall consider, investigate and make recommendations toward resolution of disputes concerning ownership of copyrightable or patentable works and allegations or unauthorized use or copyright infringement of copyrightable or patentable works. It shall review all relevant evidence submitted to it before making its recommendation to the vice president for administration and finance. The IPD Committee’s recommendation is to be made no later than 60 days after receiving the matter for consideration. The IPD Committee’s recommendation is determined by a majority of all its members voting by secret ballot at a meeting at which over one-half its appointed members are present.

After receiving the recommendation of the IPD Committee, the vice president for administration and finance will make a decision concerning ownership or infringement. The vice president’s decision shall be made no later than 30 days after receiving the IPD Committee’s recommendation. That decision will be transmitted in writing to the appropriate person or persons and to his or her departmental administrator and dean. The decision may be appealed to the president of the university.

4.12.8.12 Amendments to the Intellectual Property Policy

Amendments of this policy must be approved by the standard university governance procedures as outlined in the Faculty Handbook.

4.12.8.13 Copyright Notice

All copyrightable works owned by the university shall bear the following copyright notice: © [Year of first publication] Shenandoah University.

4.12.9 Copyright Compliance And Peer-To-Peer File Sharing

(February 11, 2010)

It is the intent of Shenandoah University that all members of the university community adhere to the provisions of U.S. copyright law (Title 17, US Code), as well as requirements from the US Department of Education (74 FR 55902) related to peer-to-peer file sharing and illegal downloading. Copyright is a legal protection for the creators of original works that include literary, dramatic, musical, artistic, filmed and other intellectual property.  Copyright owners have a number of rights under federal law that includes the right to control the reproduction, distribution and adaptation of the work, as well as the public performance of the work. Copyright holders include the artists who create the work as well as the companies that record and distribute the materials. Shenandoah University takes seriously our institutional commitment to the enforcement of copyright.

Motion pictures, television shows and music obtained over the Internet is still protected by copyright law. Peer-to-peer software such as BitTorrent, Kazaa, Shareaza, Morpheus, Audiogalaxy and similar programs enables a user to search the Internet for recorded music or video. Downloaded audio and video files may be covered by copyright, in which case the copies may be illegal. Moreover, some peer-to-peer software, such as BitTorrent, can be used to distribute large video files illegally.

If you do not hold the copyright to an audio or video recordingyou  cannot reproduce the work or distribute it. The illegal uploading, downloading, copying and/or distribution of copyrighted works are serious offenses. Using a university computer to download illegal files is a violation of university policy. A student who is found responsible of misusing a Shenandoah owned computer or the Shenandoah owned computer network shall be subject to the maximum sanction of dismissal, or any lesser sanction deemed appropriate. This includes student using privately owned computers or equipment that accesses the university-owned network either on or off campus.

In addition to institutional sanctions, illegal downloading carries the risk of criminal prosecution and the likelihood of substantial monetary damages. If found guilty of copyright infringement, you can be compelled to stop what you are doing (cease and desist), forced to pay damages and to pay legal fees associated with the cost of suing you.

Technology-assisted deterrents

The university uses a network device (Allot NetEnforcer) to monitor and control bandwidth on the Shenandoah network, and this device is configured to interrupt and drop all peer-to-peer connections on campus. Network logs show specific IP addresses and IP ports assigned to computers in use by students, staff and faculty.

Alternatives to illegal downloads

An MPAA website, http://www.respectcopyrights.org, offers legal alternatives for viewing movies and TV shows. Some of these sites include Hulu, ABC, NBC, iTunes and Netflix. Music can be streamed or purchased from Pandora, purchased from the iTunes store and Lala, or free from sites such as EZ-Tracks. Naxos Music Library, licensed by the university, enables streaming of classical music and jazz. Library and Media Center staff can provide guidance on locating legal downloads.

Institutional Response to Claims of Copyright Infringement

Under the requirements of the Digital Millennium Copyright Act (DCMA), the university has designated a copyright compliance officer to monitor and respond to complaints regarding the infringement of copyright.  Complaints about the content on the university website or claimed copyright infringements on the university network are directed to this individual, who investigates the allegation and recommends appropriate action to ensure copyright compliance.

Campus-wide Education Regarding Copyright Compliance

The designated copyright compliance officer will work with campus units to educate students, faculty and staff regarding copyright compliance, digital rights and the illegal use of peer-to-peer software, to prevent future occurrences of infringement. Institutional Computing will discuss copyright compliance and illegal downloading issues during student orientation; Student Affairs will actively disclose information to students living in residence halls. Similarly, the University Library and Academic Affairs will work with faculty to ensure a broad understanding of digital rights and the enforcement of copyright. This policy will be published in Faculty, Staff and Student handbooks.

This policy and procedure will be reviewed and revised annually.

The university believes that every faculty and staff person should pursue a planned program of professional development and should have access to funding to pursue their professional goals. The university, therefore, will offer leaves of absence with or without compensation, reduced loads, sabbaticals, and professional development grants for specialized study, training, research, and related activities.

4.13.1 Faculty Development Policy Introduction

“Faculty development” includes all of the efforts and activities faculty members undertake to maintain and increase their professional expertise and standing. Research, writing, performance, post-graduate study, and active membership in professional societies are among the many particular activities “professional development” includes. At an institution like Shenandoah University, whose mission most prominently includes teaching, “faculty development” should also prominently include study and practice of developments concerning the science and art of teaching.

Professional development can result from faculty members’ private efforts or their participation in group activities such as professional meetings, workshops, or retreats.

Faculty members have the obligation to continue their development and the right to expect the university to assist them in these efforts. The university has the obligation to assist faculty development and the right to expect faculty members to devise and carry out plans for their personal development. Working together, faculty members and the university should share the goal of having every faculty member become as professionally competent and prominent as possible. This will help insure that the greatest possible success can be realized by both faculty members and the university.

4.13.2 University Support Of Faculty Development

4.13.2.1 Faculty Development Grants

One way in which the university supports faculty development is through Faculty Development Grants (FDGs). These grants, available on a competitive basis to all full-time faculty members, are intended to help faculty members pursue worthy professional and self-development projects whose nature does not enable them to be supported by school/division or department funds.

Three times each academic year, the Faculty Development Committee will invite proposals for Faculty Development Grants. The first round of proposals will be considered in September, when up to half of the total amount available to support FDGs will be distributed; the second round will be considered in January, with up to half of the remaining funds available for distribution; all of the remaining funds will be available for distribution in May.

Application forms for Faculty Development Grants will be available from the Office of the Provost, and completed applications should be returned to that office on or before the published deadline.

Once the due date for proposals has passed, the Faculty Development Committee will meet (usually within one week) to evaluate the proposals. The FDC may recommend a proposal for funding, not recommend it for funding, or table it pending receipt of further information. The committee’s recommendations will be made to the provost, who will take final action on the proposals; approval of submitted proposals will be sent from, jointly, the FDC chair and the provost.

If the provost disagrees with the recommendation of the FDC, he/she must discuss the difference in evaluation with the Committee before taking final action on the proposal.

Proposals for FDGs will be judged on their own merits and in competition with one another. The Faculty Development Committee will be guided by the following factors, listed in order of their importance, in judging competing proposals:

4.13.2.1.1 Primary Criteria

Most evaluations will depend on the extent to which an application shows that the proposed project fulfills these criteria:

1. nature of the proposed development activity
2. projects involving or resulting in original and/or creative professional activity will receive the highest priority
3. projects which will demonstrably enhance a faculty member’s pedagogical skills and teaching performance will also receive a high priority
4. projects which will demonstrably enhance a faculty member’s professional standing, or which are possible because of a faculty member’s recognized professional prominence will also be deemed important
5. demonstrable/potential importance of the activity to the university

4.13.2.1.2 Secondary Criteria

If, after consideration of the above, competing proposals are deemed equal, these criteria will be applied:

1. number of previous Faculty Development Grants
2. length of time since the most recent Faculty Development Grant.

All usual and appropriate Business Office procedures apply to purchases and/or expenses for Faculty Development Grants. 

4.13.2.2 Faculty Development Fellowships

A limited number of Faculty Development Fellowships are available each year to allow faculty members to reduce their course load by approximately 25 percent in either the fall or spring semester in order to pursue a professional development project. Up to $2,500 will be made available to each Fellow’s dean for hiring adjunct faculty to ensure continuity in instruction.

All full-time faculty members who are eligible for Faculty Development Grants will be eligible for Faculty Development Fellowships.

In conjunction with the second round of Faculty Development Grants, the Faculty Development Committee will invite proposals for Faculty Development Fellowships. Application forms for Faculty Development Fellowships are available from the Office of the Provost, and completed applications should be returned to that office on or before the published deadline. Once the due date for proposals has passed, the FDC will meet (usually within one to two weeks) to evaluate the proposals. The committee may recommend a proposal for funding, not recommend it for funding, or table it pending receipt of further information. The committee’s recommendations will be made to the provost, who will take final action on the proposals; the Committee’s recommendations will also be made known, in letters, to the faculty members who have submitted proposals.

If the provost disagrees with the recommendation of the Faculty Development Committee, he/she must discuss the difference in evaluation with the committee before taking final action on the proposal.

Proposals for Faculty Development Fellowships will be judged on their own merits and in competition with one another. The Faculty Development Committee will be guided by the factors itemized for Faculty Development Grants, Section 4.13.2.1.

4.13.2.3 Tuition Reimbursement

A full-time faculty member who is pursuing a terminal degree in his/her field of expertise at another institution may be eligible for tuition reimbursement by the university. Questions concerning tuition reimbursement should be directed to the Office of the Provost. See also Section 4.13.5.

4.13.2.4 Sabbaticals

A member of the university’s faculty is eligible to apply for up to a two-semester leave of absence for purposes of professional development after six years of full-time appointment (for leave to be taken after completion of the 7th year). Sabbatical leaves are within the purview of the Office of the Provost. See also Section 4.13.3.

4.13.2.5 Retreats and Workshops

Numerous faculty development opportunities are offered throughout the academic year. In addition, some time during the week after graduation each May is usually reserved for University-wide faculty development activities planned by the Office of the Provost, the Center for Teaching, Learning, and Technology, and/or the Faculty Development Committee.  Faculty members are encouraged to suggest topics for discussion.

4.13.2.6 Budgeted, School, Division, and Departmental Funds

The budgeted funds of the academic divisions of the university are typically able to support faculty development efforts to a limited extent. Faculty members seeking such support are encouraged to speak with deans and/or chairpersons about the possibilities of obtaining funding for proposed development activities.

4.13.3 Sabbatical Policy

(Amended and approved by Academic Cabinet 10/3/11, University Cabinet 10/7/11)

4.13.3.1 Eligibility

Sabbaticals provide periodic extended leaves from regular faculty duties to enable faculty to pursue scholarship, programs of study and/or service-learning opportunities that further their professional development and enhance the reputation of the University. A member of the faculty can apply for a sabbatical after six years of full-time service following initial appointment or the award of the most recent sabbatical. While faculty may apply after the sixth year, the sabbatical period cannot begin until the faculty member has completed seven years of full-time employment. The sabbatical year is considered a working year, and counts toward the subsequent sabbatical timeline.

4.13.3.2 Development of Sabbatical Proposals

The faculty senate will support the development of sabbatical proposals by providing sabbatical applicants the opportunity to work with previously successful applicants in writing the proposal, if so desired. The faculty member’s dean or director must approve the specific purpose of a proposed sabbatical. The proposal should address the particular faculty member’s needs in terms of academic and professional qualifications and peer-reviewed scholarship given his or her position, and how the sabbatical may be used to meet such needs.

4.13.3.3 Approval of Sabbatical Proposals and Compensation

Sabbatical proposals must be approved by the provost, the President and the Board of Trustees. For a one-semester sabbatical, the faculty member is compensated at full salary. For a two-semester sabbatical, the faculty member is compensated at half the usual salary for the sabbatical period. The provost must approve any employment performed during a sabbatical as stipulated in section 4.8.5.1 (“Outside Employment”) of the Faculty Handbook.

4.13.3.4 Post-Sabbatical Obligations

Following the completion of a sabbatical, and prior to the end of the subsequent semester, the faculty member must submit a self-assessment of the sabbatical to his or her dean or director and to the provost. Within one year of the completion of the sabbatical, the faculty member must also make an on campus presentation of the results of the sabbatical. The faculty member receiving the sabbatical obligates him- or herself to return to the institution after completion of the sabbatical, and remain in full-time teaching service for a period of one academic year. In the event the recipient does not return at the completion of the sabbatical, the full amount of the stipend is immediately repayable.

4.13.4 Conferences – Professional Meetings

Attendance at professional meetings is reimbursed when approved by the dean of an individual school or division as a liability against a designated budget within that school/division.

4.13.5 Faculty Tuition Assistance

Although normally it is expected that full-time faculty members will have completed an appropriate terminal degree prior to employment at Shenandoah University, there may be times when this is not the case. In these circumstances, some limited funds may be available to assist full-time faculty members to pay tuition to complete a terminal degree or to engage in other education directly related to their assignment at Shenandoah. Interested faculty members should apply in the fall semester for the following academic year. The Faculty Tuition Assistance Program applies to studies at other institutions; assistance for advanced study at Shenandoah University is administered through the Personnel Department. For further information, contact the Office of the Provost.

4.14.1 Workload

Also see Section 4.6, Categories of Faculty Employment/Faculty Categories, Definitions and Descriptions.

The following categories of instruction and ratios to equated load hours are used:

Lecture classes: one equated load hour per class clock hour. Definition: lecture classes consist primarily of lectures or demonstrations prepared in advance by the faculty member. Relatively frequent grading of tests, quizzes and projects is expected. Students are expected to prepare assignments outside of class. Relatively little time is spent in practice or drill. Lecture classes normally meet one clock hour per week per credit.

Laboratory classes: three-quarter equated load hour per class clock hour. Definition: laboratory courses involve significant amount of time spent in drill or practice. Faculty members deliver some lectures and conduct some out-of-class evaluations and paper grading, but to a lesser extent than for lecture classes. Some evaluation of students will occur within the context of the class. Students are expected to prepare materials outside the class, but to a lesser extent than for lecture classes, and may expect to spend some class time in drill. Laboratory classes normally meet two clock hours per week per credit.

Private instruction in classes (PIC). Private instruction in classes may occur when a student needs, for valid reasons, to take an existing course at a time when it is not scheduled to be offered as a class. Private instruction in classes does not apply to classes not listed in the catalog.

Private instruction in classes is on a tutorial basis. The time spent with the teacher is less than that spent in regular class instruction for the same course. Students are expected to work independently.

The following procedures apply to private instruction in classes:

• students are registered and pay fees by the contact unit
• instructional time is measured and reimbursed by the contact unit
• contact units are determined by the number of hours a class meets per week during a regular semester. Examples: lecture courses are equal in credit and contact hours. Laboratory courses usually meet twice as often as lecture classes. Therefore, the contact units are twice credit value. Some classes are a mixture of laboratory and lecture. Some science courses contain three contact units for the lecture and an additional two contact units for the laboratory; therefore, 3-credit lecture course = 45 contact hours.
• the number of contact units for which a course is taught must be the same as apply for a course taught in a regular semester. It is not possible to “negotiate” the number of contact units for which a course is taught.
• students register under the regular class number. The section is listed as 99_. The final digit represents the number of contact units.
• instruction time is five clock hours per contact hour. Students are entitled to receive the instruction individually. If two or more students are taking the same course, it is possible, upon agreement of all concerned, to teach them together but the cumulative teaching time must be equal to the time due all students up to the total time a course would meet during a regular semester. When a number of students, time involved, and payment to the teacher exceed the time and payment involved in a regular class, the instruction will be offered as a class.
• when private instruction is done during regular semesters, it is included in the faculty member’s teaching load if his/her load is below 24 hours, or that expected for that individual and school/program. The value to be included is .25 equated hours per contact unit. If the faculty member is at or above 24 hours, or that expected for that individual and school/program remuneration will be at the rate of 60 percent of the tuition paid by the student. No extra remuneration will be received if the faculty member’s teaching load is below 24 hours.
• when private instruction is done during the summer, the instructor receives 60 percent of the tuition paid by the student
• permission from the dean and provost is required before a student may register for private instruction in classes

Independent directed study: These are upper-division courses that are research- or project-oriented. These courses are designed to supplement rather than replace other upper-division required or elective courses. Basic skills are not appropriate content for these courses. There are no extra student fees and credit is included in the regular load. Faculty load is computed based on credit hours and enrollment. Students desiring to register for these classes must obtain a “permission to register for independent directed study” from the appropriate dean.

Private music instruction value: Major, two-thirds equated load hour per semester.  Minor, one-third equated load hour per semester definition: major applied music instruction requires one hour per week per student. Minor applied music instruction requires one-half hour per week per student.

Large performing ensembles. Value: one equated load hour per class clock hour. Definition: preparation and execution of concerts and tours, including all preparation, organizational and promotional activity. Attention to sight reading is included. Some individual grading out of class is appropriate. Large ensembles meet four clock hours per week per two academic credits.

Small performing ensembles. Value: three-quarter equated load hour per class clock hour. Definition: organization and preparation for rehearsals, concerts and tours. Each small ensemble is expected to have at least one or two concert opportunities per year. Small ensembles meet one or two clock hours per week.

Intern and teaching supervision. Value: faculty load credit will be .08 equated load hour for each student semester hour’s credit. Definition: responsibilities include all scheduling and liaison work, conducting of a weekly group seminar, and a minimum of six on-site visits per student, each followed by a private conference. Faculty members are expected to invest 15 clock hours per student per semester. Clinical supervision for health programs requires constant presence of faculty member with the students; i.e., If a student does six hours of clinical per week, faculty must be present the full six hours (with a maximum of 10 students). Also entails grading, scheduling, evaluating care plans and responsibilities on patient safety. Therefore, clinical supervision is one contact hour per hour in clinical; therefore, six contact hours.

Practicum supervision. Value: faculty load credit will be .08 equated load hour for each student semester hour’s credit. Definition: responsibilities include all scheduling, liaison work, observation, and counseling as required. A weekly seminar is conducted. Faculty members are expected to invest seven and one-half clock hours per student per semester.

4.14.2 Instructional Activities

4.14.2.1 Classroom Instruction

The teacher shall be entitled to full academic freedom as described previously.

Faculty members may expect from students, both in and out of the classroom, the normal courtesies due their professional status. The teacher shall govern the classroom so as to provide academic freedom of expression for the student, but the teacher need not tolerate physical or verbal disturbances that disrupt teaching sessions. For justifiable cause, the teacher may dismiss a student from class because of detrimental behavior. The dismissal must be promptly reported in writing to the dean, the provost and the vice president for student affairs to determine whether further action is necessary.

The student dismissed from class may appeal to the teacher, the department/division chair, the dean, and the provost (in that order) for review of the incident and possible readmission to class. If the incident is of such a nature to warrant dismissal or suspension from Shenandoah, the matter will be governed by procedures published in the Student Handbook and administered by the vice president for student affairs.

The teacher shall meet all classes as scheduled, and on time.

The teacher shall not dismiss classes without the approval of the dean. This includes class periods before and after announced vacations.

The teacher must report, in advance if possible, justified absences to department/division chairs and their dean. Since Shenandoah does not have a staff of substitute instructors, the department/division chairs shall assist the instructors in arranging adequate coverage or make-up sessions.

The teacher shall keep accurate records of attendance and of student performance on examinations, papers, etc. The teacher need not return examinations and papers to the student for keeping, but the students are entitled to review their work and receive an explanation of their grades. Teachers shall keep any unreturned tests and assignments for at least four months. Teachers should keep grade books for three years. If a teacher leaves the employment of Shenandoah, the grade books should be given to the dean for safe keeping.

Final approval for addition, division, substitution or discontinuation of a course is reserved for the provost.

The teacher shall not require students to attend special class meetings when such meetings conflict with the established schedule of classes, chapels or assemblies.

Final examinations must be administered during scheduled examination times during final exam week. Exceptions must be approved in advance by the provost.

4.14.2.2 Applied Music Lessons

The following policies refer specifically to applied music lessons in the Conservatory:

• Number of Lessons: In the fall and spring semesters, the student is to receive one lesson for each week of classes. The lessons for minor students are one-half hour in length; for major students, one hour in length. When lessons are given in other units of length, the total amount of instructional time should be an actual equivalent in clock hours.
• Keeping Records: Applied music teachers should keep a record of all applied lessons, recording date of lesson, length of lesson, and any other features of the lesson such as make up lesson, unprepared lesson, starting date of new compositions, etc. The keeping of applied lesson records is particularly important for part-time teachers whose activities away from Shenandoah may cause an irregular schedule.
• Guidelines for Applied Studio Assignments: All assignments are the final responsibility of the department/ division chair. Students should be accepted for instruction when sent by these chairs. Student assignments are exchanged or rearranged only with permission of the department/division chair.

All studios will be assigned major and minor students. Major and minor students and new and returning students are divided among faculty members as evenly as possible. The number of returning students, plus the number of requests, may cause some imbalance among studios.

In the Vocal and Keyboard Divisions, faculty members may wish to review the audition sheets of new students so students with varying backgrounds may be evenly shared throughout the department. In the Instrumental Division, most assignments follow instrument lines; however, where there is more than one faculty member for a particular instrument, the division chair, in consultation with the faculty members involved, should divide the students based upon the background of the faculty members concerned. For example, a faculty member teaching in a secondary area may have more minor students than a faculty member teaching in a primary applied area.

Faculty members should not promise a student a place in a specific studio. In those rare instances when there is not room for a student in any of the studios listed on the preference form, the division chair should discuss the situation with the student concerned. It is hoped that all students will be able to study in a preferred studio, even if another student will be studying in a studio of lower preference to achieve this. For example, it is preferable for two students to study in second choice studios than for one student to study in a studio of first choice causing another student to be assigned to a studio of no choice.

When student preferences for a studio exceed the number of students that can be accommodated in that studio, the faculty member involved may select students from the total number desiring to study in that studio, maintaining an overall balance in new and returning students and major and minor students.

Part-time teachers possessing appropriate academic credentials (master’s degree or the equivalent in professional experience) and teaching experience participate fully in the instruction of all students, major and minor. In some instances, part-time faculty members with less than a master’s degree or the professional equivalent may be assigned a larger proportion of minor students. The significant role of full-time teachers in the recruitment and retention of students in their major applied area is also acknowledged, and those part-time teachers whose presence on campus is limited by other factors may also be assigned a larger number of minor students.

Development in applied music is best supported by stability of instruction and students are to be encouraged to remain with an applied teacher for at least two semesters before requesting a change. When a student desires to change studios, an appropriate form, available in the Conservatory office, is completed. The student initiates the change by securing the signature of the division chair. In class piano, the signature of the class piano coordinator chair will also be required. Following this procedure entitles the student to indicate new teacher preferences at the next registration.

There may be a time when a faculty member wishes to initiate a change. In these instances, the faculty member should discuss the situation with the student, confirming the discussion in a letter to the student, a copy of which is placed in the student’s file in the Conservatory office. It is recommended that a student spend at least three semesters in a studio before such a change is made. When the above procedure has been followed, the student may make a new teacher selection or be placed in a new studio.

Every curricular student accepted by the school must be accommodated in a studio.

Extra students may be assigned to a studio after all other studios in the area are filled.

Changes of students from one studio to another, for whatever reason, are made at ends of semesters only.

4.14.2.3 Field Trips and Tours

Field trips and tours shall be scheduled so as to cause the least conflict in the general instructional program.

Notification of Absence forms should be approved by the dean and the provost. Teachers duplicate in whatever quantities are needed and the student distributes the form to the faculty involved.

Laboratory fees shall be established where field trips are mandatory. Financial arrangements not covered by a laboratory fee shall be made through the Business Office and the provost. Trips involving travel and other expenses not in connection with actual classroom teaching shall be approved insofar as the educational budget will allow.

Privately owned and operated automobiles are not covered by insurance carried by Shenandoah. Therefore, the instructor shall be responsible to arrange travel in automobiles adequately covered by insurance.

4.14.2.4 Examinations

Please refer to the Academic Catalog for policies regarding administration of examinations.

4.14.2.5 Grading

Please refer to the Grading policy section of the Academic Catalog for policies regarding grading scale, posting of grades, mid-semester grades, distribution of grades, grade changes, and calculation of grade point average.

4.14.2.6 Canceling classes: Faculty Illness

In case of faculty illness, every effort should be made to find a faculty member who can meet the classes during the period of illness. Faculty members are accustomed to arranging these matters on an informal basis for no compensation. In the case of an extended illness, the provost and the dean should be notified in order that appropriate arrangements can be planned (see also Section 4.16.1, Extended Illness).

4.14.2.7 Attendance Policy

Please refer to the Academic Catalog. 

4.14.2.8 Academic Advising

Please refer to the Academic Catalog.

4.14.2.9 Office Hours

Each faculty member is expected to schedule and post office hours which are sufficient to meet the needs of the individual instructor. The office hours should permit students with varying schedules to meet privately with the faculty member without undue inconvenience. Since the nature of instruction does differ, the scheduling of office hours is supervised directly by the department/division chair and the dean.

4.15.1 Office/Support

4.15.1.1 Office

Within the limitations of available facilities, office space for the teaching faculty will be provided. Each full-time teacher will be supplied with a desk, chair and filing cabinet. Requests for additional office furniture will be made through the dean to the director of the Physical Plant.

4.15.1.2 Bookstore

The university bookstore shall process all orders for textbooks used at Shenandoah. Orders for textbooks and other instructional materials must be prepared by the department/division chair or individual teacher on appropriate forms available in the book store. The bookstore does not order examination copies of textbooks, but will assist the teacher in determining the most effective procedure.

When space and funds permit, the bookstore will stock and display paperbacks recommended by the faculty.

Members of the faculty are entitled to a 10 percent discount on individual items costing $1 or more purchased in the book store. (Discount does not apply to textbooks, academic priced software or items on sale).

Certain instructional materials may be obtained from the book store and charged to the appropriate departmental budget. A budget officer must approve all materials purchased for his/her division. There is a 20 percent discount on all department purchases.

Examination books (blue books) for student use are not distributed free to departments or instructors. Departments may require their use but students must bear the expense. The bookstore must have ample notice from department/division chairs or instructors to assure an adequate supply at examination time.

4.15.1.3 Duplicating Services

Faculty and staff members may make multiple copies of tests and instructional materials in the Bulk Mail Center. The cost of printing is counted as a liability against the division’s budget.

Duplicating machines are available for faculty use at selected locations on campus. Costs will be a liability against the appropriate budget.

4.15.2 Copyright Policy And Photocopying

Shenandoah University requires all faculty members to strictly avoid any activity that would violate the 1976 Copyright Act. Guidelines for legal photocopying are available at all campus duplication facilities.

Copyrights which are granted to faculty members while employed at the university remain the individual member’s property.

4.15.3 Human Subjects Policy

Shenandoah University’s policy requires review and approval of all activities which involve using human subjects in research. The Institutional Review Board (IRB) serves as the university’s Institutional Review Board (IRB) which is responsible to the provost. Approval of the IRB must be obtained prior to involvement of human subjects. Failure to have human subjects research reviewed by the IRB, including those protocols believed to be exempt, is a violation of university policy and will be reported to the provost for disciplinary action.

All forms and instructions needed to submit a proposal for review are available from the IRB Compliance Coordinator. Questions should be directed to the Office of the Provost.

4.15.4 Drug And Alcohol Abuse Policy

The regulations and practices governing the use of alcoholic beverages apply to all members and guests of the university community, and are published in The Facts about Illicit Drug Use and Alcohol Abuse for Students, Staff and Faculty. All new employees are given a copy of the university’s policy at the time they are hired. Copies may be obtained from the Human Resources Office; it is also available in the Staff Handbook and on Canvas under the Office of Human Resource’s organization.

4.15.5 Criminal Background Check

All new faculty must go through appropriate credentialing and a criminal background check. Acceptable outcomes of criminal background checks are the same for students and faculty members.

4.15.6 Campus Closure Policy

Campus Closure Policy

4.15.7 Smoking Policy

Tobacco and Nicotine Products Policy – Updated September 20, 2019

4.15.8 Vacation For 12-Month Faculty

(Revision developed by Academic Cabinet; reviewed by Faculty Senate; approved by the Vice Presidents for Academic Affairs and Finance and Administration and by the president. Presented to President’s Executive Council as information May 18, 2000; approved by PEC October 18, 2000.)

Full-time faculty members and academic administrators on 12-month faculty contracts may take vacation leave of up to 24 working days within the 12-month contract year.

The following definitions and conditions apply:

• “working days” is defined as days when the university is open or the faculty member has instructional or other assigned responsibilities. Days when classes are not in session, but the university, school, or division is open, are considered working days. Personal time off on these days will be counted as vacation or personal days.
• Vacation accrual year for faculty appointments is September 1 – August 31
• vacation days must be at times not in conflict with the faculty member’s assignment and must be approved in advance by the dean
• vacation days are available, as the days are accrued, within limits specified in this policy, from the date of initial employment. Faculty on 12-month contracts will earn two days of vacation for each month of continuous employment starting the first of the month following hire. (For the purpose of vacation accruals, a day is equal to 8 hours of leave time earned).
• a maximum of five vacation days (40 hours) may be accumulated and carried over from one contract year to the next. Vacation leave accumulations in excess of five days (40 hours) will be forfeited. Thus, a maximum of 29 vacation days (232 hours) may be used in a contract year.
• terminating employees are entitled to receive payment for any unused vacation leave. If the contract is not fulfilled, vacation will be earned and paid only through the last day of employment.
• records on vacation leave time are maintained through SU Timekeeper

4.15.9 Personal Days

Full-time faculty members on 12-month contracts will have two personal days per year, in addition to vacation days.  Personal days are not cumulative and may not be carried forward from year to year.

4.15.10 Add/Drop Period

Please refer to the Academic Catalog.

4.15.11 Registration Changes

Please refer to the Academic Catalog.

4.16.1 Extended Illness

In the case of an extended illness, the faculty member should notify the provost and the dean so that appropriate arrangements can be made. Usually, full salary is paid for the first 30 days; after 30 days, the faculty member is compensated under the group disability insurance program (see Section 4.17.2.3).

4.16.1.1 Leave of Absence

In the case of an extended illness, the faculty member should notify the provost and the dean so that appropriate arrangements can be made. Usually, full salary is paid for the first 30 days; after 30 days, the faculty member is compensated under the group disability insurance program (see Section 4.17.2.3). 

4.16.1.2 Paid Parental Leave

(Approved by Faculty Senate, November 2005; Administrative Council, December 2005; President’s Executive Council December 2005)

In recognition of Shenandoah University’s commitment to family, the university has adopted the following Paid Parental Leave (PPL) Policy to coincide with the existing Family Medical Leave Act (FMLA).

This policy applies to all benefited faculty and staff members who have completed at least one year of service and who assume parentage, through birth or adoption process, of a child five years or younger.

Paid parental leave may be used at one time prior to or during the first 15 weeks following the birth or adoption/placement event.

Faculty and staff members who are considered a legal parent are eligible for all or part of the following benefit to be taken continuously beginning with the day of the birth or adoption/placement and not to exceed twelve weeks:

• six weeks of leave at full pay
• an additional six weeks of leave without pay (faculty and staff may use vacation or sick leave or disability if eligible)

If both parents are benefited SU faculty or staff members, the second parent will be eligible for two weeks of leave at full pay following the birth/adoption.

4.16.1.3 Use

• Paid parental leave should generally commence following the birth or during the adoption process of a child but, in some instances, may occur prior to the event when deemed medically necessary or at placement when requisite to fulfill the legal requirements for an adoption.
• Paid parental leave will run concurrently with the Family Medical Leave Act, to the extent that an individual has an available amount of family medical leave equivalent to the length of the paid parental leave to be taken. If the amount of family medical leave available is less than the amount of paid parental leave to be taken, paid parental leave will still be granted as specified in this policy, without regard to the existence of the individual’s available family medical leave.
• Paid parental leave shall be exhausted prior to the use of vacation leave or sick leave time when such leave is requested for the purpose of a birth or an adoption event.
• One paid parental leave benefit is available per employee, per birth or adoption event. The number of children involved does not increase the length of paid parental leave granted for that event.
• Faculty and staff members will consult with their supervisor in order to determine the best way to cover their responsibilities during their leave. Faculty and staff members should endeavor to notify their supervisor at the earliest possible time during either pregnancy or the entering of the adoption process to begin planning for workload adjustment or the hiring of adjunct/temporary employees. Confidentiality will be maintained.
• Faculty members using the Parental Leave benefit for birth or adoption may elect to postpone applying for promotion or career contract by a maximum of one year. This election is available one time and within one year of the birth or adoption.
• Employees accepting paid parental leave benefits are required to return to work, after paid parental leave and Family Medical Leave Act benefits are exhausted, for a minimum of six weeks for staff or until the contract conclusion for faculty. Those employees deciding not to return to work are required to reimburse the university for the amount received under the Paid Parental Leave Policy.
• Individuals adopting or giving birth who choose not to take advantage of this benefit may not request payment in lieu of a leave.
• Changes or divergence from this policy may only be made within the spirit of the policy and for an equal or lesser benefit and must be approved by a committee including the director of Human Resources, the provost and the vice president for administration and finance.

4.16.1.4 Definitions

Paid Parental Leave: a period of paid leave for the purpose of recovery from childbirth and/or bonding with a newborn or newly-adopted child.  Election to take this leave does not reduce an employee’s balance of accrued time under any other university paid leave program.

Adoptive parent: a parent who has taken a child into one’s family, through legal means, to raise as one’s own child.

Adoptive child: a child up to 5 years of age who is adopted through public, private, domestic, international or independent means and who is not the step-child of the adoptive parent.

4.17.1 Mandatory Fringe Benefits

Fringe benefits outlined below are administered through the Human Resources Office.

4.17.1.1 Workers Compensation

All employees of Shenandoah University are fully covered by the provisions of the Workers Compensation Act, as required by state law.

4.17.1.2 Social Security

Shenandoah University cooperates with the federal Social Security Administration to the maximum set by law. Deductions are made from salary checks of those eligible.

4.17.1.3 Unemployment Compensation

Shenandoah University participates in government programs which provide benefits for employees who become unemployed through no fault of their own. The university, rather than its employees, pays taxes to support this program. The university does not determine an individual’s eligibility.

4.17.2 Institutional Fringe Benefits

4.17.2.1 Health Benefits

Shenandoah University offers the following for benefited faculty and staff members:

• group medical, vision and dental insurance
• group disability insurance
• group term life insurance
• individual Spending Account Plan

Complete information on these benefits can be found in the Staff Handbook or through the Office of Human Resources.

4.17.2.2 Insurance Convergence Privilege

It is the responsibility of terminating employees to contact the Human Resource Office to obtain information regarding the conversion privileges of the various group insurance coverages offered by the university. (This conversion privilege is only available for 30 days after the termination date.)

Terminating employees must complete the proper forms in order to convert to an individual insurance plan.

4.17.2.3 Individual Spending Account Plan

The “Flex” program is in effect for all benefited employees and strict deadlines for participation are kept by the Human Resource Office. This program provides significant tax savings for participants.

4.17.2.4 Emeriti Retirement Health Solutions

The university provides a comprehensive plan of retiree health benefits through Emeriti Retirement Health Solutions.

Under the program, the university will make contributions for faculty members who have reached 35 years of age with one year of service. The university will cease making its contributions the date it has made 25 years of contributions to an individual’s account, the date a faculty member ceases employment or at a faculty member’s death. The amount of the contribution will be determined by the university. Individuals may also make voluntary contributions to their account. Faculty members, their spouse/domestic partner, dependent children and dependent relatives, as defined by I.R.S. guidelines, may also be eligible to receive benefits.

Complete information on Emeriti Retirement Health Solutions is available through the Office of Human Resources.

4.17.2.5 Retirement

Benefited employees of the university become eligible to participate in a salary reduction annuity retirement program with Teachers Insurance and Annuity Association (TIAA-CREF) after one year of full-time service. The program is mandatory for employees hired after July 1, 1988, who are 30 years of age or older and have completed one year of full-time service.

Employees exempt from participation because they were employed prior to July 1, 1988, or because they are under the age of 30 must sign annually a declaration declining participation.

Employees contribute 5 percent of their base salary to the plan. The university contributes an additional 8 percent. State and federal taxes are deferred on both the employee’s and employer’s contribution. All contributions are fully vested at the time of the contribution.

4.17.2.6 Tuition Remission/Grants/Reduction

(Revised August 2010)

Shenandoah University is pleased to provide employees with selected educational benefits. Full-time employees who have completed one year of employment may request a grant for themselves, their spouse, and/or their dependent children under the age of 24. A maximum of six (6) credit hours per Term 1, 2, and/or 3 are awarded for the employee and/or spouse either at the undergraduate or graduate level. Grants for dependent children range up to undergraduate full tuition for four (4) years (full or part-time). There is no graduate tuition benefit for dependent children unless they are enrolled in a seamless undergraduate to graduate program such as OT, PT, or Pharmacy. If the dependent child is enrolled in a seamless undergraduate to graduate program such as OT, PT, pharmacy they are eligible for a total of four (4) years of tuition benefit.

The award is the difference between the cost of tuition (excluding fees) and any other grants and/or scholarships. Children must apply for all available aid such as VTAG, if applicable.

The benefit applies to full tuition classes (for employees, spouses, and dependent children) and, if specific conditions are met, discounted or reduced tuition classes (for employees and spouses only). Participation in full tuition classes and discounted or reduced tuition classes is permitted when: a) minimum enrollment is met by tuition paying participants; b) space is available after tuition-paying participants are registered (determined at the first class); c) other admission criteria for the courses or program have been met. Private instruction, music lessons and overload tuition are excluded. Non-credit classes offered by the University, through the Institutional Computing Center, that are designed to enhance employee computer and/or communication skills may also be taken by employees (with supervisor’s approval) at no tuition cost to the employee.

The employee must have a signed supervisor approval before they can take courses and receive the tuition benefit. Recipients of the tuition benefit must maintain a 2.0 CGPA. There are no repeats on the benefit if the course is failed or dropped after the add/drop period.

The benefit is not an entitlement. The program is designed to assist as many employees as the annual budget allows. If the budget is limited in any year, awards will be made on a first come, first served basis with priority to undergraduate tuition

If the employee ceases to work full-time or leaves the University, the benefit ends with the current term. If the employee dies, the benefit ends for the spouse at the end of the current term, but continues four years after the date of the employee’s death for the dependent children. Request forms are available in the Office of Human Resources.

4.17.2.7 Tuition Exchange Programs

Shenandoah is a member of two tuition exchange programs.  Under these programs, dependent children of full-time employees may be eligible for tuition-free education at other participating colleges and universities. Details of the program and a list of participating institutions are available from the Financial Aid Office.

4.17.2.8 Child Care

The Shenandoah University Child Care Center provides care for children whose parents (or legal guardians) are employed by or enrolled as students at the university. A tuition discount is available for employees and students. Specific information may be obtained by contacting the director of the Child Care Center.

4.17.2.9 Campus Book Store

The Book Store offers a 10 percent discount to faculty for purchases over $1.

4.17.2.10 Bookstore Check Cashing Policy

The Bookstore will cash personal checks as a service to students, faculty, and staff. Check cashing is limited to $25 a day per individual. Two party checks between students are not accepted. A fee of $15 will be charged for each returned check. Any exception to this policy must be approved by the vice president for administration and finance.

4.17.2.11 Wilkins Wellness Center

The Mary B. Wilkins Wellness Center located on main campus provides basic service to employees and students. Charges for treatment and medication are due at the time services are rendered. Any work related accident or injury that is not life threatening should be treated at the Wellness Center. All work related injuries are to be reported to the Office of Human Resources within 24 hours.

4.17.2.12 Complimentary Tickets

All full- and part-time faculty and staff are entitled to two complimentary tickets per Conservatory production where admission is charged. Tickets for dependent children of faculty and staff will be available on a complimentary basis. These tickets are not transferable. To guarantee a seat, it is urged that all complimentary tickets be obtained well in advance. There will be an announced date for obtaining tickets, after which the Box Office will no longer be obligated to extend this courtesy.

Exceptions are the Children’s Theatre productions and the Shenandoah Summer Music Theatre, where lack of space prohibits the issuance of complimentary tickets. However, invitational dress rehearsals for all productions are open to faculty, staff, and their dependents without charge.

Complimentary tickets for special guests and adjunct faculty of a division, or for those persons who work for the university on a contractual arrangement such as student teaching supervisors, medical staff, etc., may be charged against the respective departmental budgets

Tickets that cannot be used after they are picked up should be returned to the Box Office or canceled by phone. An unused ticket could mean that a member of the paying public is denied an opportunity to see a performance.

Tickets go on sale to the general public three to four weeks in advance.

4.17.3 Part-Time Faculty Benefits

Part-time faculty members are eligible to receive benefits as negotiated in their contracts. In addition, part-time faculty members may receive an identification card with which they may reserve tickets to athletic events and artist and lecture series. (Additional benefits are listed in Section 4.6, Categories of Faculty Employment)

4.17.4 Retired Faculty Benefits

A benefited employee who retires from Shenandoah University is eligible to purchase Medicare Supplement insurance coverage if the employee is age 65 or older. Retirees are included in the events and activities of the university community and may continue to use the library and other facilities when available.

An employee may elect early retirement and be eligible for the group health insurance coverage. To be eligible, retirees must be under 65 years of age with 10 or more years of service. The retiree pays for the health insurance premium based on the elected coverage.

Employees should contact the Office of Human Resources as they prepare for retirement. Information and resources can be provided to help employees take advantage of the many benefits and services available in retirement.

4.17.6 Compensation Policies

In order for the Human Resource Office to make prompt and regular salary payments, it is necessary for faculty members to fill out appropriate institutional and federal forms. The Human Resource Office reserves the right to withhold checks until the necessary forms are completed and returned.

W-2 forms or other appropriate tax reporting information will be sent to faculty after the end of the calendar year. If W-2 forms or other tax forms are lost, the Human Resource Office reserves the right to charge a fee of $5 for replacement.

4.17.7 Salary Rationale/Schedule

Recommendations for salary shall be determined by the provost and the president, based upon guidelines approved by the Board of Trustees.

4.17.8 Payroll Period

Faculty employees are paid bi-weekly. When the normal pay date falls on a weekend or a university holiday, pay day will be the preceding business day. Faculty employees on nine-month contracts are paid over 12 months. The first payment of full time faculty contracts is the August 31st pay day each year.

4.17.9 Summer Session

Payment of faculty for work during the summer sessions is made after receipt of the grades and class roster. Faculty can expect paychecks to be issued at the next regularly scheduled payroll period. Deans/directors, administrative staff, and faculty/staff on 12-month contracts will not normally be eligible for summer session compensation.

4.17.10 Overload

Overload payments are to be avoided if possible. Any overload payments are to be approved in advance by the provost based on the recommendation of the dean. Normally, payment will be made only in the spring for overload for the year. The rate of overload payment is the same as for a part-time faculty member of the same discipline.

Deans/directors, administrative staff, and faculty/staff on 12-month contracts will not normally be eligible for overload compensation.

4.18.1 Introduction- Purpose

The purpose of this Grievance Procedure for faculty is to provide an equitable and orderly process by which to resolve any grievances by part-time or full-time faculty members at Shenandoah University. This procedure does not cover or pertain to matters involving career contract, promotion, termination, dismissal, resignation or non-reappointment of full- or part-time faculty members, as these are already covered elsewhere in the Faculty Handbook. This policy is not intended to replace, and should not be used as a substitute for, responsible, informal efforts to resolve problems or differences of opinion. The Grievance Procedure should be involved only when other avenues to resolving conflicts have been thoroughly exhausted.

4.18.2 Definitions

An “individual grievance” is defined as a difference or dispute between a faculty member and officers, agents or representatives of the university’s administration (including department and division chairs, deans/directors and associate deans/directors, as well as support staff members) concerning interpretation or application of the rules, policies, procedures and regulations of the university as they affect the terms and conditions of the grievant’s employment. The filing of the grievance is ordinarily intended to resolve a work-related problem or condition that the faculty member believes to be unfair, inequitable, discriminatory, or a hindrance to that individual’s job performance.

A “multiple grievance” is a common grievance signed by a group of faculty members in which the factual context is the same or substantially similar, and the complaints raised and requested remedies are likewise essentially identical so that several grievances may be effectively considered together.

Some examples of “grievable issues” are: the application of policy, salary, teaching load/work load, reprisals, discriminatory actions, Equal Employment Opportunity complaints, academic freedom, infringement of established faculty benefits or privileges, retaliation or harassment against faculty representatives, or other arbitrary and capricious activity by department chairs or university administrators that manifestly interferes with the performance of faculty teaching responsibilities.

4.18.3 Procedure/Steps

4.18.3.1 Step One – Informal Oral Notification

Within 30 days of the events or actions giving rise to a grievance, the faculty member shall inform his/her immediate supervisor (usually the department/division chair) of the intention to process a grievance and orally set forth the problem and explain the specific remedy desired. Alternatively, the faculty member may choose to share his/her intentions with the next higher level administrator.

4.18.3.2 Step Two – Written Notification

If Step One does not produce a resolution satisfactory to all parties, the faculty member has one week to submit to the same supervisor and human resources director, on the faculty grievance form, a concise written statement of the grievance and the specific solution or action requested. The supervisor, in turn, shall give the faculty member a written response on the same faculty grievance form within one week.

4.18.3.3 Step Three – dean

If the Step Two written response does not produce a resolution acceptable to all parties, the faculty member may advance the grievance to Step Three by indicating this desire on the Faculty Grievance Form (see end of this section). The Grievance Form must be submitted to the school/division dean within one week following the receipt of the Step Two reply. Following receipt of the grievance form, the dean shall meet with the faculty member within five business days. The dean may request the immediate supervisor be present; the faculty member may similarly request the presence of his/her chosen representative of the university community. The dean shall give the faculty member a third step written response on the grievance form within one week after the meeting.

4.18.3.4 Step Four – provost

If the response under Step Three does not produce a resolution acceptable to all parties, the faculty member may advance the grievance to Step Four by indicating this desire on the Faculty Grievance Form. The Grievance Form must be submitted to the provost (provost) within one week following the receipt of the step three reply. Following receipt of the Grievance Form, the provost or his/her designee shall meet with the faculty member within one week. The provost may request that the immediate supervisor be present; the faculty member may similarly request that a representative of his/her choice be present from the university. The provost shall give the faculty member a step four written response on the grievance form within one week after the meeting.

4.18.3.5 Step Five – Formal Hearing Panel

If the faculty member is still not satisfied with the resolution of the grievance as determined by the first four steps, the faculty member may, within one week, petition the university president to designate a review by a formal hearing panel. 

A three-person panel will be constituted. The chair of the Faculty Affairs committee will chair the committee, the second faculty member will be selected by the grievant, and the university president will select the third faculty member. None of the panel members shall have had substantial prior involvement in the grievance. In the event that the chair of the Faculty Affairs Committee has a conflict of interest, or cannot serve for another compelling reason, the president of the Faculty Senate shall appoint a substitute, typically another Senate officer, in that role.

A hearing shall be convened on university property by the panel chair within three weeks following the constitution of the panel, unless emergency conditions prevent it; in such case the hearing shall be convened as soon as possible.

The hearing shall be conducted under the direction of the chair of the hearing panel. The panel shall establish and pursue its own procedures for conducting its inquiry, as long as those procedures afford due process for all parties. Such procedures may not be changed during the course of any hearing so as to prejudice the rights or position of any of the contending parties. A recording or transcript of the hearing will be kept and made available to all participants in the event of appeal.

After it reaches a decision, the hearing panel will issue a specific written recommendation concerning each issue submitted to it. The panel will also submit a report, less than 500 words long, outlining the reason(s) supporting the recommendation.

4.18.3.6 Step Six – President’s Review

The faculty member may accept the recommendation of the hearing panel or request an appeal to the president within 10 working days. The president will review the evidence and testimony of the case, as well as findings by the provost and the hearing panel. Within one week, the president’s written decision will be presented to all interested parties, outlining the reasons for the decision. The president’s decision will be final.

4.18.4 Confidentiality

All participants in the grievance review must agree to maintain confidentiality regarding the proceedings.

4.18.5 Retaliation

Retaliation is prohibited.

4.18.6 Records

All records pertaining to the formal stage of this grievance procedure will be kept in the Office of the provost for a period of five years.

4.18.7 Time Limits

The objective of this faculty Grievance Procedure is to effectuate the prompt resolution of significant unresolved faculty complaints. Accordingly, any grievance must be filed within 30 calendar days after the affected faculty member(s) learned of the events or administrative actions complained of, and in no event later than 60 days after the actual events or administrative actions giving rise to the grievance.

Failure by a faculty member to file a grievance or notice of appeal to any step on a timely basis results in that grievance becoming null and void. If a supervisor or administrator fails to answer a grievance in the time specified for answering, the grievant(s) may appeal directly and immediately to the next higher administrator.

In computing time limits specified in this grievance procedure, the words “calendar days” mean exactly that — there is no subtraction of days for intervening weekends or holidays. The words “one week” or “a week” similarly mean seven consecutive calendar days, with no subtraction for intervening weekends or holidays.

In the event the university should be closed because of declared holidays, weather or other emergencies, or other official reasons, for more than three calendar days within any calendar week, time for any required action or filing under the terms of this grievance procedure shall be extended by the full and complete number of such shutdown or holiday days.

4.18.7.1 Non-grievable Issues

The following issues are not grievable under this procedure:

• determination of policy (which is the domain of the president, trustees, and governance system)
• those items falling within the jurisdiction of other university appeal procedures, including student or support staff grievance procedures, and faculty hiring, contract, career contract, promotion, or termination matters
• the contents of personnel policies, procedures, rules, regulations, ordinances and statutes (the question of whether these policies are accurately and fairly being administered, however, is grievable)

Administrative And Instructional Faculty Grievance Form