1. education
2. graduate school
3. college

Texas Southern University
Faculty Manual
February 2014 October 2002
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SECTION
PAGE
Section One- The Function of the Faculty Manual
1.0
Purpose and Function of the Faculty Manual
1.1
History of the Faculty Manual
1.2
Procedures for Amending the Faculty Manual
1.3
Violations of the Faculty Manual By Academic Administrators
Section Two- The University – History, Mission, Administration
2.0
Texas Southern University Mission Statement
2.1
The University History
2.2
The Board of Regents
2.3
The President of the University
2.4
The Provost
2.5
The Associate Provosts and Directors
2.6
The Dean of the Graduate School
2.7
The Deans of the Schools
2.8
The Department Chairs
2.9
Selection/Election of Department Chairpersons
2.10 Filling a Vacant and/or Unexpired Term – Department Chair
2.11 Removal of a Department Chair
2.12 Evaluation of the Department chair
2.13 Selection of the President and other Academic Administrators
2.14 The Non-Academic Administration: University Vice
Presidents and Executive Officers
Section Three – The Nature of the Faculty
3.0
Principle of Academic Freedom
3.1
Academic Responsibility of a Faculty Member
3.2
Minimum Qualifications for Appointment to the Faculty
3.3
Faculty Ranks
3A.Regular Instructional Faculty
4B. Other Faculty Ranks
5C. Distinguished and Endowed Faculty
3.4. Graduate Faculty status
3.5
Faculty Awards
o3.6 Privileges of Retired Faculty
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Section Four- University Personnel Practices
4.0
Procedures on Faculty Appointment
4.1
Terms of Appointment
4.2
Waiver to permit appointment To Full Professor with Tenure
4.3
Credit for Prior Service at Another Academic Institution
4.4
Procedures Utilized for Reappointment, Promotion, and Tenure
4.5
Annual Faculty Performance Review
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4.6
4.7
4.8
4.9
4.10
4.11
4.12
4.13
4.14
Notification of Renewal and Non-renewal of Appointment
Length of Tenure Track Service
Notification of Termination of Tenure Track Service
Tenure Award
Post Tenure Review
Promotion Policies
Salary Determination Procedures
Faculty Transfers From One Discipline to Another.
Resignation, Termination and Dismissal
Section Five – Professional Practices
5.1
Purpose
5.2
Faculty workload
5.3
Policies for Pursuing Academic Coursework
5.4
Work Schedule
5.5
Office Hours
5.6
Academic Counseling
5.7
Syllabus
5.8
Teaching Practices
(a) Faculty Class Meeting Responsibility
(b) Class Attendance Regulation
(c) Examinations and Grading
(d) Grade Reports
(e) Grade Changes
(f) Reporting Small Classes
(g) Twentieth Day and Fourth Day Reports
(h) Room Assignments
(i) Class Enrollment
(j) Dropping and Adding Classes
(k) Students rights and Responsibilities
(l) The Family Rights and Privacy Act (FEPA)
(m) Academic Integrity
(n) Students With Disabilities
(o) Evaluation of Teachers By Students
5.9
Policy on Textbooks Purchased Through University Bookstore
5.10 Report to Coordinating Board on Faculty Workload
5.11 Rental of Academic Regalia
5.12 Sub-division Handbooks
5.13 Faculty Leaves
(a) Sabbatical Leaves
(b) Faculty Developmental Leaves
(c) Annual Leaves
(d) Sick Leaves
(e) Family and Medical Leave
5.14 Leave of Absence Without Pay
5.15 Faculty Absence From Regular Duties
5.16 Salaries and Compensation
5.17 Outside Private Employment
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5.18
5.19
Compensation Above Contracted Salaries
Payday
Section Six – Faculty Discipline and Dismissal
6.1
General Disciplinary Process
6.2
Dismissal Process
6.3
Dismissal Procedure
6.4
Termination from Employment
Section Seven – Policy and Procedure for Faculty Discipline, Dismissal
7.0
7.1
7.2
7.3
7.4
7.5
7.6
7.7
7.8
7.9
7.10
7.11
7.12
Termination
Good Causes
Presidential Authority
Immediate Dismissal
Request for Hearing
Faculty Hearing Committee
Hearing Procedure
Representation
Committee Findings and Recommendations
Reviews and Decision by the President
Request for Board Review of the President’s Decision
Board Review
Alternative Dispute Resolution
Section Eight- Grievance Procedure.
8.0
Appeal of Denial of Rank, Tenure, Promotion and Merit Raises
a) Denial of Promotion
b) Tenure Denial
c) Merit Increase Appeals
Section Nine – Participation In University Governance
9.0
Principle of Shared Governance
9.1
Academic Committees
9.2
University Administrative Committees
9.3
Faculty Participation in the Selection of University Personnel
9.4
Faculty Organization
Section Ten – Appendices
Faculty Constitution
Faculty By-laws
List of members of the Board of Regents
Summary of Selected University Policies
Equal Opportunity Policies
Drug and Alcohol Policies
Nepotism Policy
Sexual Harassment Policy
Ethics Laws for State Officers and Employees
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Expert Witness Reporting
Faculty Consulting Policy
Intellectual Property Policy
Copyright Policy
Patent Policy
Annual Faculty Review Forms
Appointment of Academic Administrators Form
Form for Survey of Academic Administrators
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SECTION ONE
THE FUNCTION OF THE FACULTY MANUAL
1.0
Purpose and Function of the Faculty Manual
The Texas Southern University Faculty Manual is intended to be and is a compilation of
information concerning a faculty member’s participation in the governance of the university. This manual does not contain all the policies, regulations, and procedures of the University.
Indeed, such a manual will be too large. Rather, the items set forth in this manual, are written
with the understanding that other university documents and sources will provide more detailed
information. To the extent that any provision of this manual conflicts with state or federal law,
or with the policies and procedures enacted pursuant to state or federal law, the manual is
superseded by the state or federal law and by any policies or procedures enacted pursuant to such
law.
1.1
History of the Faculty Manual
The 1978 Faculty Manual contains the following account of the history of the initial faculty
manual. “The initial Manual on ‘Policies, Regulations, and Procedures was developed and published in 1968. President Sawyer announced in September, 1968, in his “Remarks to Faculty” that the document had been produced in six weeks, that it was placed in the hands of
department chairs for study with their faculties and that recommendations for changes, additions,
modifications, and deletions, etc. should be incorporated in reports from department chairs to the
Faculty Manual Committee.” The following Committee members were elected in 1968 by the
Faculty Assembly: Dr. John T. Biggers, Dr. Timothy D. Cotton, Chairman 1972-73, Dr. James
O. Perry, Dr. Duvvury A.A.S. Narayana Rao, Dr. Alberta J. Seaton, Chairman, 1968-1970, Dr.
Robert Terry, Mrs. Louise G. West, and Chavus Womack. Replacement members were Dr.
Hortense Dixon, Dr. Lewis Morris, Chairman 1971-72, and Mr. Ollington E. Smith.” This initial Manual has undergone several revisions, including those in 1974, 1978, and 1987,
1993 and 1998. The 2002 Faculty Manual was revised by the Advisory Committee on the
Faculty Manual- McKen Carrington, Chair, Dr. Thorpe Butler, Dr. Betty Cox, Dr. Marie Horton,
Dr. Carol Lewis, Dr. Henry North, Dr. Thurman Robbins, and Attorney Carlton Perkins.
Current Faculty Manual Committee (2013): Dr. Daniel Adams, Chair, Dr. Lila Ghemri, College
of Science and Technology; Dr. Ladelle Hyman, Jesse Jones School of Business; Dr. Carol
Lewis, College of Science and Technology; Dr. Hector Miranda, College of Science and
Technology; Dr. Emmanuel Nwagwu, College of Education; Dr. Jane Perkyns, College of
Liberal Arts and Behavioral Science; Dr. Reza Poudeh, School of Communication; Dr. Nichole
Willis, College of Liberal Arts and Behavioral Science. Ex Officio Members: Dr. Elizabeth
Brown-Guillory, Associate Provost, Dr. Rasoul Saneifard, Chair, Faculty Senate/Assembly.
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1.2
Procedures for Amending the Faculty Manual
A.
Amendment Procedure
The rules and regulations contained in this manual maymanual may be modified or
amended by a vote of the Board of Regents, in accordance with subsection B below
and Section 1.2 of the Board of Regents Bylaws.Rules and Regulations, at any
regular or special meeting provided that the proposed addition or amendment shall
have been filed with the Chairperson and the Academic Affairs Committee of the
Board of Regents in writing and a copy thereof delivered to every member of the
Board not fewer than ten days in advance of the meeting at which the addition or
amendment is to be considered.
B.
Suggestions for Changes to the Manual
Any faculty member may make recommendations for changes to this mManual at
any time. These recommendations should be submitted to the Chairperson of the
Faculty Senate, and/or the Provost, and/or the Chairperson of the Advisory
Committee to the Faculty Manual.
C.
Advisory Committee to the Faculty Manual
The Advisory Committee is a permanent committee reconstituted every four (4)
years. It is composed of five (5) faculty members selected by the Faculty Assembly
and five members appointed by the President. This committee shall meet at least
annually and is responsible for reviewing all recommendations and feedback
relative to proposed changes in this Manual at each meeting. At that meeting the
Committee shall also review all changes, that have accumulated, and any other
employee, administrative, or Board recommendations or legislative changes, which
may affect the Manual. Within thirty (30) days of such meeting, the Committee
shall complete a comprehensive review and recommend Manual changes. Such
recommendations shall be forwarded to the Provost and the Faculty Assembly for
immediate action. Recommendations by this committee for changes in the Faculty
Manual must be approved by the Faculty Assembly, the Administration, and the
Board of Regents before inclusion in the Faculty Manual.
D.
Promulgation of Changes to the Manual
It shall be the responsibility of the Provost to promulgate and distribute all changes
to this mManual to all appropriate persons. The Provost may ensure continuing
distribution of the mManual through the office of the ProvostHuman Resources
during New Faculty orientation, through the Faculty Assembly as well as through
the Deans.
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1.3
Violations of the Manual by Academic Administrators
If any policy or procedure outlined in this manual has not been followed, a faculty member
should make a written report to the Chairperson of the Faculty Senate. The report should include
the section of the manual that was violated; the person(s), department(s) involved, and a brief
description of the problem. The Chairperson may handle the matter or refer it to the relevant
committee or person for resolution. The Chairperson of the Faculty Senate shall keep the
name(s) of the person(s) filing the report confidential to the extent allowed by law.
The Faculty Chairperson or the designated agent shall report the alleged violation to the
President, the Provost/President t or any other appropriate university official; such official shall
take connective action where a violation has been found. for resolution of the problem.
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SECTION TWO
THE UNIVERSITY – HISTORY, MISSION, ADMINISTRATION
2.0
Texas Southern University Mission and Vision Statements
In addition to its designation as a statewide general-purpose institution of higher education,
Texas Southern University is designated as a special purpose institution for urban programming
and shall provide instruction, research, programs and services as are appropriate to this
designation. Therefore, ascribing to the global implications of its urban mission, the University
focuses on high quality teaching, research and public service as a means of preparing students for
leadership roles in the urban communities of our state, nation, and world. Texas Southern
University offers a variety of academic programs to students of diverse backgrounds and various
levels of scholastic achievement. These students matriculate in undergraduate and graduate
programs leading to degrees in the Arts and Sciences, Public Affairs, Education, Business,
Health Sciences, Law, Pharmacy and Technology.
A special challenge of the institutional mission is the open access philosophy which affords
admission to broad categories of students—from the academically under prepared to the
intellectually gifted. In support of this concept, faculty develops special programs and creates an
appropriate intellectual climate for individuals who are not included in traditional university
missions. The expected educational outcomes of all academic programs are that students will
possess an appreciation for humanistic values, acquire effective use of communicative skills, and
develop an appreciation and competency in the use of technology in daily living. These
educational outcomes are periodically assessed to ensure the quality of the educational
experience. As the result of matriculating at Texas Southern University, students gain the
personal confidence and capability to succeed in the global workplace.
In fulfilling its purpose, Texas Southern University is committed to the following: maintaining
an innovative, productive, and receptive learning environment; implementing initiatives to
ensure a suitable environment for research and other scholarly activities; and infusing new
technological advances into its infrastructure and academic programs.
Texas Southern University (TSU) is a comprehensive metropolitan university. Building on
its legacy as a Historically Black University, the University provides academic and research
programs that address critical urban issues and prepares an ethnically diverse student
population to be a force for positive change in a global society.
In order to achieve this mission, Texas Southern University provides:
a. quality instruction in a culture of innovative teaching and learning;
b. basic and applied research and scholarship that is responsive to community
issues;
c. opportunities for public service that benefit the community and the world.
Vision
Texas Southern University will become one of the nation’s preeminent comprehensive, metropolitan universities. We will be recognized by the excellence of our programs, the
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quality of our instruction, our innovative research, and our desire to be a contributing partner
to our community, state, nation, and world.
2.1
The University History
Texas Southern University is a state-supported institution of higher education established by the
Fiftieth Texas Legislature on March 3, 1947 under the provisions of Senate Bill 140. This
legislation authorized the University to offer programs in a number of areas “including pharmacy, dentistry, arts and sciences, journalism, education, literature, law, medicine, and other
professional courses.” A subsequent enabling act and other legislation stipulated that “these courses shall be equivalent to those offered at other institutions of this type supported by the State
of Texas” and that “upon demand by qualified applicants and upon meeting the stipulations of the Act, the University shall, at all times, offer educational opportunities equal to and comparable
with those offered by other institutions of its type supported by the State of Texas.” To house the new University, the State sought to acquire the physical plant of the Houston College for Negroes,
a four-year institution operated by the Houston Independent School District. Prior to 1947 the
Houston College had held its classes in the old Jack Yates High School building (now James D.
Ryan Junior High). In 1947 it moved to a fifty-three acre tract in the southeastern part of the city,
which is the present location of Texas Southern University. To construct the new campus for the
Houston College for Negroes, a citizens’ committee headed by Dr. John W. Davis raised $100,000, a substantial portion of which was contributed by Thornton M. Fairchild and by Mr.
and Mrs. C. A. Dupree. Hugh Roy Cullen and friends (including the Anderson Foundation)
donated an additional $100,000, and in April 1947, the Thornton M. Fairchild Memorial Building
was dedicated as the first building on the new campus.
In the summer of 1947, the State purchased this campus as the site for the institution that the
Legislature had established the previous spring. In September 1947, the Texas State University
for Negroes opened with an enrollment of 2,303 students.
In 1951 the name of the institution was officially changed to Texas Southern University.
Initially, the University consisted of the College of Arts and Sciences, the Graduate School, the
School of Law, and the School of Vocational and Industrial Education. The School of Pharmacy
was added in 1949. Also in 1971, the School of Vocational and Industrial Education became the
School of Technology.
During its first year of operation the University was under temporary administration. Allen E.
Norton, on leave from the Houston Independent School District, served as Acting President for
the first semester, while William H. Bell, Registrar-Director of Admissions and Acting Dean,
chaired an administrative committee which was responsible for University operations during the
semester. During this period construction began on Hannah Hall, the $2,000,000 administration
classroom building.
On July 2, 1948, R. O’Hara Lanier, former United States Minister to Liberia, became the first President of the University and served in this capacity until the summer of 1955. Following Dr.
Lanier’s resignation, the Texas Southern University Board of Directors selected Samuel M. Nabrit, Dean of the Graduate School at Atlanta University, as the second President of the
University. Dr. Nabrit took office in September 1955, and was chief executive until he resigned
to become a member of the Atomic Energy Commission in July 1966. Joseph A. Pierce, Dean of
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the Graduate School and Director of the Summer Session, served as Acting President until his
retirement in the summer of 1967. During the 1967-68 year, the administrative affairs of the
University were handled by an interim executive committee consisting of H. Hadley Hartshorn,
Dean of the College of Arts and Sciences; A. L. Palmer, Vice President for Fiscal Affairs; and
Everett O. Bell, Assistant to the President and Director of Instructional Personnel.
Granville M. Sawyer, Assistant to the President of Tennessee State University, served from July,
1968 to September, 1979, as the fourth President of Texas Southern University. Following Dr.
Sawyer’s resignation, Everett O. Bell, Vice President for Personnel Services, assumed the position of Interim President and served in that capacity until August 1980. In recognition of his
service, the Texas Southern Board of Regents retroactively named him the fifth President of the
University. On August 1, 1980, Leonard H. O. Spearman, Associate Deputy Assistant Secretary
for Higher and Continuing Education in Washington, D.C. became the sixth President of the
University. On June 18, 1986, Dr. Robert J. Terry, distinguished Professor of Biology and
formerly the Vice President for Academic Affairs, was appointed Interim President following the
resignation of Dr. Spearman.
After the sudden death of Dr. Terry, Dr. William H. Harris, President of Paine College from
1982-1988, was selected the seventh President of the University. In 1993, Dr Joann Horton,
Administrator of Community Colleges for the State of Iowa became the eight president and the
first woman to head the university.
In 1995, James M. Douglas, Esquire, the former dean of the Thurgood Marshall School of Law
and Provost and interim President became the ninth president of the University. In 1999, Dr.
Priscilla Slade, the former Dean of the Jesse Jones School of Business and Acting President of
the University was named the tenth President of the University.
Since 1968, Texas Southern University has doubled its enrollment and expanded its physical
plant, now valued in excess of $124,736,912. There are currently almost 365 full time faculty
members. The Texas Education Agency, the Texas Association of Colleges, the Southern
Association of Colleges and Schools, and the National Council for the Accreditation of Teacher
Education accredit the various academic programs. The Department of Music is a member of the
Texas Association of Music Schools. The American Bar Association, the American Association
of Law Libraries and the Supreme Court of Texas approve the School of Law. The American
Council on Pharmaceutical Education accredits the College of Pharmacy and Health Sciences.
The Southern Association of Colleges and Schools accredit the Texas Southern University
Library. The Graduate School is a member of the Council of Graduate Schools.
In 1973, the Sixty-third Texas Legislature designated Texas Southern University “a special purpose institution of higher education in urban programming.” The following year (1974) the Coordinating Board of the Texas College and University System granted the University the
authority to offer the Doctor of Education degree. Texas Southern University at that time became
the third traditionally Black University in the United States authorized to award the doctorate
degree. Also in 1974, the Coordinating Board approved the establishment of a School of Public
Affairs (with five undergraduate and two graduate degree programs in four areas), and the Center
of Banking and Finance in the School of Business became operational. Each of these new
programs helped the University fulfill its role as a “special purpose institution.”
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In July of 1982, Texas Southern University completed a comprehensive study of the University’s Mission. This study was undertaken as part of the Texas Equal Educational Opportunity Plan for
Higher Education, and has become a long-range planning document for implementing needed
improvements in faculty quality and pay, facilities and programs. Out of this study came the
approval of the Doctor of Pharmacy (Pharm.D) degree and the Accounting degree programs,
which became operational in 1984.
As the 2001 year begins, Texas Southern University is organized into seven (7) Colleges and
Schools; the College of Liberal Arts and Behavioral Sciences, the College of Pharmacy and
Health Sciences, the Jesse Jones School [College] of Business, College of Education, School of
Science and Technology, the Thurgood Marshall School of Law and the Graduate School. In
2003, the University will re-establish the School of Public Affairs.
The University has received numerous grants and awards from local, state and federal agencies as
well as from private philanthropic organizations, individuals, and businesses.
Members of the faculty have achieved national and international recognition in research and other
creative pursuits; the University itself is widely acclaimed in the educational community as a
growing and thriving enterprise in higher education.
Houston Colored Junior College (1927-1934)
On September 14, 1927, the Houston Public School Board agreed to fund the development of
two junior colleges: one for whites and one for African-Americans. And so, with a loan from the
Houston Public School Board of $2,800, the Colored Junior College was born in the summer of
1927 under the supervision of the Houston School District. The main provision of the
authorization was that the college meet all instructional expenses from tuition fees collected from
the students enrolling in the college. The initial enrollment for the first summer was 300. For
the fall semester, the enrollment dropped to 88 students because many of the 300 enrolled during
the summer semester were teachers who had to return to their jobs once the school year began.
The Colored Junior College was established to provide an opportunity for African-Americans to
receive college training. The academic programs at the Junior College developed rapidly such
that by 1931, it became a member of the Association of Colleges and Secondary Schools and
was approved by the Southern Association of Colleges.
Houston College for Negroes (1934-1947)
In the summer of 1934, the Houston School Board changed the junior college to a four-year
college and the name to Houston College for Negroes. In 1936, sixty-three individuals became
members of the first graduating class. The college operated this way until the summer of 1943,
when it formally added a graduate program. In the spring of 1945, the Houston Independent
School District severed its relationship with Houston College for Negroes, and thereafter all
management of the college was vested in a Separate Board of Regents.
The College continued to operate in Yates High School, but by 1946 it had grown to an
enrollment of approximately 1,400 students and needed room to grow. A few years earlier, with
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the help of Hugh Roy Cullen, a local philanthropist, the college obtained a 53-acre piece of
property in the Third Ward area of Houston. With support from two large donors, Mrs. T.M.
Fairchild, in memory of her late husband, Mr. and Mrs. C.A. Dupree, and the African American
community, the college raised enough money to construct its first building on the new campus.
And so, in the fall of 1946, the college moved from Jack Yates High School to its first building,
the new T.M. Fairchild Building, which still operates as an active building in the university's
facilities inventory.
Texas State University for Negroes (1947-1951)
In February of 1946, Herman Marion Sweatt, an African American Houston mail carrier, applied
to enroll in the law school at the University of Texas. Because Texas was one of the segregated
states, Sweatt was denied admission and later filed a suit against the University of Texas and the
State of Texas with the support of the NAACP. In response, believing the separate but equal
doctrine would carry the day, the Texas Legislature passed Senate Bill 140 on March 3, 1947,
providing for the establishment of a Negro law school in Houston and the creation of a university
to surround it. This bill was complemented by House Bill 788, which approved $2,000,000 to
purchase a site near Houston to house this new college and support its operation. Texas law
makers initially considered Prairie View A&M College as the location of this new Law School.
However, on June 14, 1947, the decision was made to use the site of Houston College for
Negroes, with its new campus at the center of a large and fast growinig black population. Thus,
a new law school for Negroes of Texas and Texas State University for Negroes was born.
Under the separate but equal concept, the intention of Senate Bill 140 and House Bill 788 was to
create a new university for Negroes in Houston that would become the equivalent of the
University of Texas in Austin.
Texas Southern University (1951-Present)
On June 1, 1951, the name of this new university for Negroes was changed from Texas State
University for Negroes to Texas Southern University after students petitioned the state
legislature to remove the phrase "for Negroes."
When the university opened its doors in September 1947, it had 2,300 students, two schools, one
division and one college - the Law School, the Pharmacy School, the Vocational Division, and
the College of Arts and Sciences. Responding to the changing times, in 1973, the 63rd
Legislature designated Texas Southern University as a "special purpose" institution for urban
programming. As a result, four more academic units were added - the College of Education, the
School of Public Affairs, the School of Communications and the Weekend College. This
designation described what Texas Southern University was doing from its inception - embracing
diversity.
Today, Texas Southern University offers bachelor's, master's and doctoral degree programs in
the following academic colleges and schools: the Barbara Jordan-Mickey Leland School of
Public Affairs; the College of Education; the College of Liberal Arts and Behavioral Sciences;
the College of Pharmacy and Health Sciences; the College of Science and Technology; the Jesse
H. Jones School of Business; the School of Communication, and the Thurgood Marshall School
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of Law. The Graduate School and the Thomas F. Freeman Honors College are academic units
that support the efforts of the other colleges and schools. Other programmatic emphases are
found in the Office of Continuing Education, the TSU Northwest Campus, the Center for
Excellence in Urban Education, the Center for Transportation Training and Research, the Center
on the Family, and a variety of special programs and projects. Currently, Texas Southern
University is staffed by approximately 1,000 faculty members and support personnel. More than
9,500 students, representing ethnically and culturally diverse backgrounds, are currently enrolled
at the university.
2.2
The Board of Regents
The basic governance of Texas Southern University is set forth in the laws of Texas: namely,
The Texas Education Code, Chapter 106. The Board is expressly directed by state law to enact
bylaws, rules and regulations for the successful management and government of the institution.
Texas case law has held that Boards of Regents of Texas colleges and universities have wide
discretion in exercising the power and authority granted by the legislature, including discretion
in what action it takes directly and in what authority it delegates to other bodies within the
University
Duties and Responsibilities: The duties of the Board of Regents are set forth in Article 1.2 of
the Regents’ Bylaws which is patterned after the Texas Education Code Section 51.352. Such
duties and responsibilities include, inter alia, the following: policy direction, appoint the
president or other chief executive officer, set campus admission standards, adopt policies, rules
and regulations for the control and management of the University,
Approval of Governing Documents: The Board of Regents shall approve all constitutions,
bylaws, rules, regulations and other governing documents (including proposed amendments) of
all groups and organizations within the University operating under such documents. This
authority may be delegated. Notwithstanding approval of such documents directly or through
delegation, the Board of Regents retains the unilateral right to temporarily or permanently repeal,
rescind, suspend or waive any or all of the provisions of any such documents, at its sole
discretion, whenever it deems such action necessary or advisable in view of the particular
circumstances at hand.
Membership of the Board
Membership of the Board: Pursuant to the Education Code sections 106.11 and 106.12, the
Board of Regents (hereafter sometimes referred to as "Board") is composed of nine (9) members
appointed by the Governor of the State of Texas, with the advice and consent of the Texas
Senate, for staggered terms of six (6) years each, the terms of three (3) members expiring on
February 1 of odd numbered years.
Non-voting Student Regent: Pursuant to the Education Code section 51.356, there shall be a
non-voting Student Regent, whose qualifications, appointment, authority, powers and duties shall
be as set forth therein. The non-voting Student Regent, in compliance with section 51.356, shall
not be a member of the Board of Regents, shall have no right to vote on any matter before the
Board and shall not make or second any motion before the Board. However, the Student Regent
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shall have the right to attend and participate in all meetings of the Board of Regents and shall
have the same right as any member of the Board to speak and provide input. The Student
Regent is not counted in determining whether a quorum exists for a Board meeting or in
determining the outcome of any vote before the Board.
Officers. In each odd numbered year, at its first regular meeting after September 1 of that year,
the Board shall elect from its membership a Chair and a Vice Chair, a second Vice Chair, and a
Secretary.
The Board may also appoint one or more Assistant Secretaries as needed, who
shall not be required to be Regents. Assistant Secretaries shall not sign or attest documents or
instruments related to bonds or debt of the University. Each of these officers shall hold office
for two (2) years or until his successor is duly elected. In case of death, resignation, or
disqualification of an officer, the Board shall, as soon as practicable thereafter, elect or appoint
a successor for the unexpired term
Notice of Meetings.The Chairman shall cause written notification of the date, time, and place of
regular meetings of the Board to be sent to each Regent at least seven (7) days before the date of
the meeting, together with a copy of the meeting agenda. In case the date of a regular meeting
has been changed by the consensus of a majority of the Board, evidenced by email or faxed
communications from the Regents consenting to the change, written notification of the new date,
time and place for the meeting shall be sent not less than seventy-two (72) hours before the new
time.
Board Members’ Right to Information. Board members have the right and duty to be fully
informed on all matters that influence their obligations as Regents. They shall have the right to
request and receive information regarding any aspect of the University and its operation.
Open Presentation Time. At the beginning of each regular Board meeting convened pursuant
to section 6.1 of its bylaws, the Board shall provide “open presentation” time for public comment…Each person called to speak shall be limited to 3 minutes of presentation time, and “open presentation” time at each Board meeting shall be limited to a total of 30 minutes
The Chairperson of the Faculty Senate participates with the Board of Regents in the governance
of the university. This participation includes the following activities: receipt of agendas,
minutes, and all appendices to these items, as well as an opportunity to be included on the
agenda upon request.
This law vests the governance of the University “in a board of nine regents appointed by the governor with the advice and consent of the Senate.” Each Regent holds office for six (6) years, with three regents’ terms expiring on February of odd number years. Both the chair and vice
chair are elected by the members, while the secretary is appointed. (The names and addresses of
the current members of the Board of Regents are listed in Appendix A)
Furthermore, Sec. 106.31 of the Education Code, grants the Board broad administrative powers
regarding the operation of the University. The enumerated powers include (1) the establishment
of departments, offices, professorships, and other positions; (2) appointment of a president,
professors, other officers, and employees and fix their salaries; (3) enact by-laws, rules, and
regulations for the successful management of the institution. In addition to the express powers
conferred by statute, the Board has implied or incidental power to do whatever is reasonably
necessary to accomplish the purpose for which the University was established. Texas case law
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holds that Boards of Regents of Texas Colleges and Universities have wide discretion in
exercising the power and authority granted by the legislature.
The Board has the following standing committees: The Executive Committee, Finance
Committee, Academic Affairs and Student Services Committee; Development and Legislative
Affairs (Ad Hoc) Committee; Personnel and Litigation Committee, and; Buildings and Grounds
Committee.
The Chairperson of the Faculty Senate participates with the Board of Regents in the governance
of the university. This participation includes the following activities: receipt of agendas,
minutes, and all appendices to these items, as well as an opportunity to be included on the
agenda upon request.
The Board of Regents delegates authority to the University administration in several areas,
including, but not limited to: developing plans for achieving the goals and objectives of the
university in cooperation with the Board of Regents; developing short term as well as long term
strategic plans;; promulgating administrative and other policies within the Board’s guidelines;; directing personnel administration including employment and termination, wage determination,
assigning and reassigning administrative duties, and conditions of employment for faculty and
other employees, within the rules and regulations of the Board and the University; exercising
administrative control; general management of the operations of the University including
academics, academic support, campus facilities financial management, fundraising; alumni
activities, intercollegiate athletics, auxiliary enterprises, signing contracts officially awarded by
the Board of Regents; investing funds within prescribed guidelines.
2.3
The President of the University
a)
The Board of Regents shall appoint by resolution in compliance with state law a
President, who shall be the Chief Executive of the University, and shall hold office for
such term as the Board may decide.
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b)
The role of the President of the University is one of creative leadership and, therefore,
not to be described by a detailed list of specific duties. As Chief Executive Officer of the
institution, the President is responsible to the Board of Regents for the functioning of the
administration and for the management and control of the entire University, except where
such authority and responsibility is withheld by the Board.
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c)
All decisions and actions of the President must be in accordance with general policies
approved by the Board of Regents and are subject to the right of the Board to intervene,
provided, however, that the Board will rarely exercise this right for both philosophical
and practical reasons.
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d)
The President, on behalf of the Board of Regents, is expressly delegated the authority
to sign contracts that the Board has officially awarded by Board resolution.
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The President is the Chief Executive Officer (CEO) of the University. The Board of
Regents delegates to the President authority in several areas; including, but not limited to:
creative leadership in all areas of university management; definition and attainment of
goals; accomplishment of the mission of the university; initiating innovative planning;
envision new horizons for the institution; ensuring quality academic programs and
support services; ensuring the delivery of student support services; creating a hospitable
academic environment; ensuring proper and suitable physical facilities; coordination and
execution of the institution’s participation in intercollegiate athletics;; conducting an annual evaluation of all vice presidents; ensuring a sound fiscal operation regarding the
accounts of the university; coordinate the various functions of the several units of the
university; conduct public relations; representing the university to its many publics;
appointment of personnel reporting to the president in accordance with policies outlined
in this document and the Personnel Manual. The President or a designee shall review and
comment on all policy items before the Board.
The President serves as a liaison officer between the Board of Regents and the university
faculty and staff. Consistent with such duties, the President is an Ex-Officio member of
all University committees, etc.
The President shall preside at all university
commencements and graduations. The President recommends to the Board of Regents
appointments to Distinguished Professorships, other professorships, and
recommendations for tenure, and promotion. The Board has delegated to the president
authority on dismissal, and termination, consistent with the guidelines of the university
adopted by the Board. The President may hear appeals by faculty and students
concerning grievances after regular procedures have been followed. The President
recommends to the Board appointments to positions from Deans to the Provost. The
President appoints other executive officers and reviews the appointee’s performance in office.
2.4
The Provost
The Provost is the chief academic officer of the University. Reporting directly to the President,
the Provost has administrative responsibility for all academic and research matters as well as all
academicand student services. The Provost is responsible to the President for development of
plans for the academic progress of the Uuniversity and establishes policies to implement such
plans. The Provost gives direction and guidance to the deans in the development and operation
of academic programs; and, the Robert J. Terry Library, sStudent academic support sServices,
and Placement; coordinates the activities of the deans and those directors reporting directly to
them him/her; counsels college deans concerning faculty evaluation and election/selection of
department chairs and appointment of academic personnel.
The Provost receives
recommendations from the Faculty Senate, University academic councils, and committees, and
the deans for further action by the President.
The Provost approves or recommends to the President actions pertaining to, appointments, reappointments, tenure, promotion, termination, and dismissal of faculty. The Provost receives
recommendations regarding faculty grievances and student academic grievances. In addition, the
Provost reviews questions concerning conflict of interest.
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The Provost also receives recommendations on curricular matters from the University
Curriculum Committee and forwards recommendations to the President; presides at meetings of
the University faculty; evaluates the performance in office of the academic deans; recommends
the appointment of academic administrators to the President, who makes recommendations to the
Board of Regents when required; counsels college deans concerning faculty evaluation and
appointment of personnel; chairs the Dean’s’ Council; Academic Council and delegates authority
to the Associate and assistant Provosts and other administrators who report to the Provost.
Further, the Provost supervises the preparation of the budgets of the Library and the colleges;
establishes guidelines in consultation with the Faculty Senate for the implementation of faculty
salary increases, and recommends such increases to the President; receives recommendations
from the collegiate deans concerning the colleges and schools and transmits his/her
recommendation to the President, and the Board of Regents as appropriate.
2.5
The Deans of the Colleges/Schools
The Ddeans are the chief administrative officers of the University’s eight colleges/schools. The
Ddeans provide leadership in formulating educational policy and serve as the facultyies’ members’ agents in the execution of such policy. In addition, all deans foster the special mission
and vision of the University in the implementation and support of urban programs.
Among other duties, the Ddeans represent the college in relations with other colleges of the
University; ensure that faculty members enjoy academic freedom and exercise academic
responsibility; ensure that faculty evaluation, where appropriate, is part of the policies and
procedures of all academic departments; review departmental recommendations for appointment,
reappointmentnewal, promotion, tenure, termination, and dismissal, and forward
recommendations to the Provost and send annual letters of reappointment or non-reappointment
of employment to tenure-track faculty.
The Ddeans also assess annually all personnel under immediate supervision (i.e. department
chairpersons), develop proposals, programs, brochures, etc., within the college; assist
departments in faculty recruitment; serve as liaison between the Provost, departments, faculty,
and students; send letters of renewal or non-renewal of contract to probationary faculty.
The Ddeans also review the annual evaluation of each faculty member of the college. The
Ddeans also allocate budgets for instruction, supplies, and equipment, etc., and monitor the
expenditure of all college funds and hear faculty grievances pursued beyond the departmental
level and cooperate in formal grievance procedures.,
The Ddeans also monitor faculty workloads and schedules and recommend approval of requests
for sabbatical leaves and leaves of absence. The Ddeans also establish ad hoc committees of the
collegiate faculty; recommend appointment of Ddepartment Cchairs within the procedures
outlined in this manual, and other academic administrators from within departments in
accordance with policies and procedures specified; and serve on various councils, commissions,
and committees as set forth in University policy.
The Provost reviews the performance in office of each college Ddean annually with a
comprehensive review every five years.periodically. College Ddeans hold faculty rank and
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18
engage in teaching, research, and public service functions to the extent feasible. In some
colleges of the University associate and/or assistant deans and/or directors assist the deans who
are assigned responsibilities by their deans and who report directly to them.
2.67 The Selection of Deans of the Schools
When a vacancy arises and there is a need to select a Dean for a school or college, a search
committee shall be appointed by the Provost, the majority of whose members shall be selected
from a slate of the tenured faculty elected from within the affected school or college. The
remainder of the committee shall be determined by the Provost and shall represent students,
alumni, and community practitioners from the affected discipline, and at least one tenured
faculty member from outside the affected school or college. A Dean must qualify to be
appointed with tenure and at the rank of professor in one of the academic departments in the
school to which he/she is to be appointed. Reappointment of the Dean will be contingent upon a
comprehensive five year review process which includes faculty input.
The deans are the chief administrative officers of University’s eight schools. The deans provide leadership in formulating educational policy and serve as the faculties’ agents in the execution of such policy. In addition, all deans foster the special mission of the University in the
implementation and support of urban programs.
Among other duties, the deans represent the college in relations with other colleges of the
University; ensure that faculty enjoy academic freedom and exercise academic responsibility;
ensure that faculty evaluation, where appropriate, is part of the policies and procedures of all
academic departments; review departmental recommendations for appointment, renewal,
promotion, tenure, termination, and dismissal, and forward recommendations to the Provost.
The deans also assess annually all personnel under immediate supervision (i.e. department
chairpersons), develop proposals, programs, brochures, etc., within the college; assist
departments in faculty recruitment; serve as liaison between the Provost, departments, faculty,
and students; send letters of renewal or non-renewal of contract to probationary faculty.
The deans also review the annual evaluation of each faculty member of the college. The deans
also allocate budgets for instruction, supplies, and equipment, etc., and monitor the expenditure
of all college funds and hear faculty grievances pursued beyond the departmental level and
cooperate in formal grievance procedures,
The deans also monitor faculty workloads and schedules and recommend approval of requests
for sabbatical leaves and leaves of absence. The deans also establish ad hoc committees of the
collegiate faculty; recommend appointment of department chairs within the procedures outlined
in this manual, and other academic administrators from within departments in accordance with
policies and procedures specified; and serve on various councils, commissions, and committees
as set forth in University policy.
The Provost reviews the performance in office of each college dean periodically. College deans
hold faculty rank and engage in teaching, research, and public service functions to the extent
feasible. In some colleges of the University associate and/or assistant deans and/or directors
assist the deans who are assigned responsibilities by their deans and who report directly to them.
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2.75. The Associate Provosts and Directors
The Associate Provosts function as directors or staff members of the Office of the Provost. They
assist in administering the Office of the Provost and perform duties as delegated by the Provost
with the following general distribution of duties:
The Associate Provost for Academic Affairs coordinates academic programs within the various
colleges of the university. The Associate Provost for Research and Dean of the Graduate School
is responsible for the areas of: the Graduate School; Research Promotion and Compliance
(including, animal research, & bio-safety); Intellectual Property and Special Projects; Sponsored
Programs (pre-award); Technology Transfer; and other select centers and institutes.
The Associate Vice Provost for Student Services coordinates activities of the Director of the
Sterling Student Life Center, the Director of Substance Abuse Counseling, the Director of
Residential Life and Housing, and the Director of Placement.
The head librarian is the chief administrative officer of the Robert J. Terry Library and all its
sub-collections and branches, including: The Hartman Collection of Negro Life and Culture, the
Shaw Fine Arts Collection, the Business-Economics Library, and the Pharmacy Library.
The Director of the Frederick Douglass Honors Program is the chief administrative officer of the
University’s Honors program.
Associate Provost/Associate Vice President for Academic and Faculty Affairs:
AP/AVP for AA and FA is responsible for assisting the provost in the management of academic
programs and faculty affairs on campus. The AP/AVP for AA and FA also serves as the
institution’s liaison to the Texas Higher Education Coordinating Board.
Associate Provost/Associate Vice President for Research:
The AP/AVP for Research is responsible for assisting the provost in the management of research
programs on campus. The AP/AVP for Research manages the operations of the Office of
Research.
2.86. The Deans of the Graduate School and Honors College
The Dean of the Graduate School works closely with the deans of the academic degree granting
colleges and schools at the University to facilitate the growth and development coordinates all
programs in the school and advises the Provost on policies and regulations pertaining to graduate
study, graduate admission policies, graduate student programs., and the granting of graduate
degrees. The Graduate School coordinates the admission, enrollment, and graduation of students
in the various graduate programs of the Uuniversity.
The Dean of the Thomas F. Freeman Honors College oversees the recruitment, retention, and
graduation of a select group of high-achieving undergraduate students from across all disciplines
and works closely with the deans of the academic degree-granting colleges and schools to
facilitate the holistic growth and development of the students. One important responsibility of the
Honors College dean is to ensure that this elite group of university intellectuals benefits from a
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dynamic learning environment that includes study abroad and involvement in undergraduate
research/creative activities, internships, service learning, etc.
2.98. The Department Chairpersons
Department Chairpersons bear responsibility for the activities of their departments, and are
accountable to the dean of the college. Their primary responsibility is to ensure the quality of the
teaching, research, and public service program and their delivery within their departments while
continuing to engage in teaching, scholarship, and public service activities. Department chairs
represent their departments in relations with other departments and schools and with the deans
and other administrative officers of the University. The chairperson is expected to take
initiatives to report that unit’s needs and advocate its goals and plans.
A department chair’s specific functions include: preparing the departmental budget in consultation with the departmental faculty and in accordance with the department’s goals and needs;; planning the department’s summer school offerings and teaching assignments in cooperation with the departmental faculty and in accordance with the summer school policy of
the school or college; recruiting, with the assistance of the departmental faculty, new faculty
members and students to carry out the goals of the department and the University; evaluating
annually the departmental faculty in terms of teaching effectiveness, counseling of students,
participation in departmental and university meetings, research and publications, and other
aspects of their University and professional responsibilities; providing an effective system for
counseling and advising students; making recommendations for change in rank, tenure and
salary, in accordance with University guidelines and procedures; monitoring the collections of
the University Library, ordering appropriate new books, periodicals, and other materials for the
library collection, and constantly evaluating library holdings on the basis of their relation to the
department’s needs and the University’s goals;; hearing informal faculty grievances and cooperating in formal grievance procedures;; supervising the department’s program of instruction, including curriculum, scheduling, faculty workload, and departmental research and
public service;; ensuring that students’ rights are preserved;; supervising the advising of departmental majors and graduate students; monitoring student evaluation of instruction, courses,
and programs; providing leadership in student recruitment, student advising, and student
placement; coordinating and supervising summer school programs; making recommendations
concerning applications for professional travel and sabbatical leave; arranging meetings of the
departmental faculty; meeting with the departmental Advisory Committee and appropriate
constituent and advisory groups for the discipline; establishing accreditation, and ad hoc
departmental committees; and carrying out other such duties as shall be assigned by the dean of
the college or as established in University policy, or in collegiate bylaws, school or departmental
bylaws. All chairpersons of academic departments hold faculty rank.
2.109 Selection/Election of Department Chairpersons
A.
Selection Process
The Chair for all departments within the University is a full-time twelve (12) month
position; which will become a regular 9-month faculty position when the term(s) as
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Head expire(s). The appointment as Department Head is initially for a three year
term, and there is a mandatory review by the faculty prior to a potential renewal for
consecutive terms. At the conclusion of a second, three-year term the department
faculty may vote to recommend re-appointment of the department chair.
The University shall conduct a nationwide search which is inclusive of internal
candidates;
Departments should form a Search Committee. While committee size may vary
depending on department and area, a group of approximately five faculty is
desirable. The search committee shall be comprised of a maximum of seven
persons; the supermajority is comprised of faculty members from the appointing
department. Other “at-large” committee members should be selected from faculty members of other departments within the college or school or from professionals
practicing in the field;
A prerequisite for a candidate for a Department Chair is that he or she is qualified
to be appointed with tenure at the rank of associate professor or above in the
appointing department. He or she must have at least a terminal degree in one of the
disciplines in the department. In addition, the Chair must meet the criteria for
appointment to the faculty. Interim chairs must hold at least the rank of tenured
associate professor and if possible, the rank of tenured full professor. The interim
chair cannot serve more than two years.
After receiving recommendations from the search committee, the Dean of the
school or college shall make the final selection of the Department Chair; in
consultation with the Provost.
The Dean of the school or college may reject the candidate(s) recommended by the
search committee and repeat the selection process, and
The Department Chair reports to and is directly accountable to the Dean of the
school or college in which he or she serves.
The department chairperson shall be determined by the following process: First, the
members of the department shall nominate, through an electoral process, at least
three (3) persons for the position of division/departmental chairperson. If there are
fewer than three (3) faculty members in the division/department, then, upon mutual
consent by the members of the division/department, only one (1) person shall be
nominated for the position of chairperson. The Dean of the involved college or
school shall select from the submitted nominees the person to serve as
division/department chairperson, subject to the approval by the Provost.
In the event that the Dean or the Provost rejects all of the nominees, the rejecting
parties shall provide a written explanation for the rejection (veto) to the affected
department; and the entire process shall be repeated until a nominee is appointed. A
department chair must be eligible for tenure in the academic departments in the
school to which he/she is to be appointed.
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If a majority of department’s faculty and the Dean agree that no internal candidate is suitable or available for the position, an external search may be undertaken. The
resulting candidate shall be subject to the same rules as candidates selected from
within.
The term of office shall be three years, if the chairperson remains a member of the
department faculty. Individuals may succeed themselves. Unless vacancies occur
at other times, appointments shall be made during the last four weeks preceding
spring graduation. The terms of office shall begin on the first day of September
after appointment. Unless a department chairperson vacancy occurs at a time other
than at the end of an academic year, the Dean of the School or College shall notify
the faculty of that department of the pending vacancy no later than March first of
the final semester of the incumbent’s term. B.
Department Membership
All regular instructional faculty full-time members of the department, including
those on authorized leave, and senior faculty with a reduced load shall be eligible to
participate in the selection of the department chair.
2.110 Filling [a Vacant] and/or Unexpired Term - Department Chair
In the case of a vacancy in the position of Department Chairperson during the regular academic
year, the Dean shall notify the Department of the vacancy and the selection process set forth
above shall be followed within two weeks of notification. If a vacancy occurs during the
summer session, the Dean may appoint an interim Department Chairperson to serve until the
selection process can be followed during the first two weeks of the Fall Semester.
2.121 Removal of a Department Chairperson
Upon recommendation of the Dean of the unit, a Department Chairperson may be removed
before the end of his/her term of office by the Provost, upon recommendation of the dean on the
basis of substantial non-performance of duties as well as violations of state or federal law and/or
university policies or procedures. Faculty may initiate a recall of the chair upon a vote of twothirds of the members of the department. The dean shall conduct a review of the faculty’s recommendation. The dean’s findings shall be communicated to the faculty in writing.
2.132 Evaluation of the Department Chair
The Dean formally evaluates the performance of the Department chair annually. before the first
semester of the chair’s second year in office. As part of the evaluation, Ddeans shall transmit the
evaluation of the faculty to the Provost. In addition to the Dean’s evaluation, a comprehensive three-year review shall be conducted. A faculty survey shall be conducted and made part of this
review. In addition, students shall be similarly surveyed.
2.143 Selection of the President and Other Academic Administrators
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Selection of the University President. When the office of the President of the University
becomes vacant, the Board of Regents of the University shall appoint a search committee for a
new president made up of community, faculty, alumni, students, and administration
representatives. Faculty representatives on the committee shall be selected by the Board of
Regents from a slate of tenured faculty members provided by the Faculty Senate.
Selection of the Provost. When the Office of the Provost of the University becomes vacant, the
President of the University shall appoint a search committee that shall include community,
faculty, student, alumni, and administration representatives. The faculty representatives on the
committee shall be selected by the University President from a slate of tenured faculty members
provided to the President by the Faculty Senate.
Selection of Deans. When a vacancy arises and there is a need to select a Dean for a School or
College, a search committee shall be appointed by the Provost the majority of whose members
shall be selected from a slate of the tenured faculty elected from within the affected School or
College. The remainder of the committee shall be determined by the Provost and shall represent
students, alumni, and community practitioners from the affected discipline, and at least one
tenured faculty member from outside the affected School or College. A dean must be eligible for
tenure in one of the academic departments in the school to which he/she is to be appointed.
Selection of Executive Director of LibrariesHead Librarian. The Committee to search and screen
applicants for Head Librarian shall consist of five (5) library faculty/staff personnel, two (2)
faculty representatives from the faculty/staff at large, one (1) student, and one (1) librarian from
an outside (non-TSU) library facility. The Library faculty shall elect the faculty personnel to
serve on the search committee. The Office of the Provost shall appoint the student
representative, the two (2) at-large faculty/staff members, and the outside library representatives.
Selection of Instructional Personnel. In the replacement or hiring of instructional personnel,
each department, division, school, or college shall elect faculty members who will serve to
recruit, review and screen applicants, select a candidate or candidates, and forward the name(s)
of their nominee(s) to the department, division, school, or college involved for approval by the
faculties thereof.
Likewise, the President of the University shall review the performance of the Provost before the
end of the Provost’s second year in office and every three years thereafter, consulting especially with the academic deans and with representative department chairs and faculty. The President’s conclusion will be communicated to the University community.
2.14 The Non-Academic Administration: University Vice-Presidents and Executive
Officers
Non-academic University operations are organized under six major areas of administration, each
headed by a chief administrative officer, responsible to the President of the University. These
administrative officers and the units of the University that report to them are listed below:
Senior Vice President for Finance
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The Fiscal Office (Business Office) has the responsibility for maintaining the University’s financial records and for the preparation of a variety of financial statements. Information is
periodically transmitted to department chairs and other supervisors regarding the status of
departmental budgets and separately budgeted contracts and grants. A more detailed narration of
the functions and services of the Fiscal Office may be found in the Manual of Fiscal Regulations.
The Senior Vice President for Finance is the Chief Fiscal Officer of the University and is
directly responsible to the President. Some of the major duties and responsibilities of the Senior
Vice President for Finance are the following: The Senior Vice President coordinates the
activities of the Assistant vice president for Business/financial Services, the Assistant Vice
president for Budgets, the Director of Purchasing, and the Systems Administrator.
The Senior Vice President for Administration
Reporting directly to the President, the Senior Vice President for Administration is responsible
for the development and execution of policies and practices governing the utilization of the
facilities of the University. The duties include the coordination of the activities of the Assistant
Vice President for Maintenance and Operations, the Assistant Vice President for Procurement
Services, senior Director of OIT, the Director of Purchasing, the Director of Environment Health
and Safety, and the Director of Public Safety.
Senior Vice President for Enrollment Management
The Senior Vice President for Enrollment Management directs the Office of Institutional
Research, coordinates the activities of the General University Academic Center, Title III, Testing
and Evaluation, Enrollment Management, including recruiting, admitting, recruitment; including
enrolling new students; retaining students; and overseeing financial aid, and registration services.
Vice President for Architectural, Engineering, and Construction Services
Reporting directly to the President, the Vice President for Architectural, Engineering, and
Construction Services is responsible for the management of construction projects at the
university.
Senior Director for Information Technology
Reporting directly to the President, the Senior Vice President for Information Technology is
responsible for university-wide planning for information resources, administration of the
computer centers, information system development, and voice communications.
Executive Vice President
Reporting directly to the President, the Executive Vice President is responsible for a variety of
administrative tasks. The duties include responsibility for Community Relations and Public
Relations.
General Counsel
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The General Counsel heads the university’s legal department. Reporting to both the President
and the Board of Regents, he/she offers legal advice regarding legal matters and assists the
attorney general in representing the university.
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SECTION THREE
THE NATURE OF THE FACULTY
3.0
Principle of Academic Freedom
Texas Southern University adheres to the 1940 Statement of Principles on Academic Freedom
and Tenure of the Association of American Colleges and Universities and the American
Association of University Professors. The Statement recognizes that “Institutions of higher learning are conducted for the common good and not to further the interest of an individual
professor or the institution as a whole. The common good depends upon the free search for truth
and its free expression.”
Academic freedom derives from the nature of the quest for knowledge. It is essential to the full
search for truth. Its free exposition applies to both teaching and research, and shall not be
abridged or abused. Academic freedom does not relieve the employee of those duties and
obligations, which are inherent in the employer-employee relationship.
Freedom in research is fundamental to the advancement of truth. Academic freedom in its
teaching aspect is fundamental for the protection of the rights of the teacher in teaching and of
the student to freedom in learning. It carries with it responsibilities correlative with rights.
Each faculty member is entitled to freedom in the classroom in discussing his or her academic
field, but should be careful not to introduce into their teaching controversial matter, which has no
relation to their subject.
Each faculty member is entitled to full freedom in research and in the publication of results, but
research for pecuniary gain should be based upon a written agreement with the authorities of the
institution.
Faculty members are citizens, members of a learned profession, and officers of an educational
institution. When they speak or write as citizens, they should be free from institutional
censorship or discipline, but their special position in the community imposes special obligations.
As scholars and educational officers, they should remember that the public might judge their
profession and their institution by their utterances. Hence, they should at all times be accurate,
should exercise appropriate restraint, should show respect for the opinion of others, and should
make every effort to indicate that they are not speaking for the institution.
3.1 Academic Responsibility of a Faculty Member
The right of academic freedom for faculty must be accompanied by an equally demanding
requirement for academic responsibility of faculty. A faculty member has responsibilities to the
institution, the profession, the student and society at large. The rights and privileges of a faculty
member extended by society and protected by governing boards and administrators through
written policies and procedures on academic freedom and tenure and as further protected by the
courts, require reciprocally the assumption of certain responsibilities by the faculty members.
Some of these are listed below.
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Each Ffaculty members should maintain competence in theirhis fields of specialization and
exhibit this professional competence in the classroom, studio, or laboratory and in the public area
by such activities as discussions, lectures, and consulting and publication.
Each faculty member should present the subject matter of a course as announced to students and
as approved by the faculty in its collective responsibility for the curriculum.
Each faculty members should be judicious in the use of controversial material in the classroom
and should introduce such material only as it has clear relationship to his subject field. Each
faculty member should strive at all times to be accurate, to exercise appropriate restraint, to show
respect for the opinions of others, and to avoid creating the impression that he/she speaks or acts
for the University when he/she speaks or acts as a private person.
Each faculty member has the responsibility to provide notice of his intention to interrupt or
terminate his service at the University.
Research/consultation and other work related to the faculty member’s specialty for pecuniary gain should be based upon a written agreement between the individual faculty member and the
institution.
Faculty members are also bound by ethics rules governing public employees of the State of
Texas. Faculty are members of a community including students, staff, and faculty colleagues.
Members of the Texas Southern University faculty should deal with each other and other
members of the Community with respect and collegiality.
Collegiality represents an expectation of a professional relationship among colleagues with a
commitment to sustaining a positive and productive environment as critical for the progress and
success of the university community. It consists of collaboration and a shared decision-making
process that incorporates mutual respect for similarities and for differences- in background,
expertise, judgments, and points of views, in addition to mutual trust. Central to collegiality is
the expectation that members of the university community will be individually accountable to
conduct themselves in a manner that contributes to the university’s academic mission and high reputation. Collegiality among associates involves a similar professional expectation concerning
constructive cooperation, civility in discourse, and engagement in academic and administrative
tasks within the respective units and in relation to the institutional life of the university as a
whole. Collegiality is not congeniality nor is it conformity nor is it conformity or excessive
deference to the judgments of colleagues, supervisors and administrators; these are flatly
appositional to the free and open development of ideas. Evidence of collegiality is demonstrated
by the protection of academic freedom, the capacity of colleagues to carry out their professional
functions without obstruction, and the ability of a community of scholars to thrive in a vigorous
and collaborative intellectual climate.
3.2
Minimum Qualifications for Appointment to the Faculty
February 7, 2014
28
Texas Southern University appoints to its faculty persons with superior abilities in teaching,
research, public service, and administration. In addition, the University considers several other
factors such as knowledge of a specific subject matter, professional stature, membership and
contributions to professional societies, committee work, public service activities, administrative
duties and effectiveness of performance. Each department establishes specific qualifications for
appointment and the department’s faculty is the primary judge of the qualifications.
Prior to hiring a faculty member, the DeanProvost shall verify that the faculty member has a
degree that is appropriate for the subject area he/she is hired to teach.
3.3
Faculty Ranks
A.
Regular Instructional Faculty
1.
Regular Instructor
Academic Preparation: The Master’s degree from an accredited institution with a major in the field of the faculty member’s appointment or the equivalent in terms of specialized abilities and experience. Preference is
normally given to persons pursuing a terminal degree. Instructor is not a
tenurable rank., but a limited number of years of instructorship may be
credited toward the tenure probationary period.
2.
Assistant Professor
a) Academic Preparation: An earned doctorate or other appropriate
terminal degree (from an accredited institution of higher education) with
a major in one of the disciplines of the academic department making the
appointment is required. However, completion of all the requirements
for a doctorate (except the dissertation) with a major in one of the
department’s disciplines from an accredited institution of higher
education may be accepted for the initial appointment. Faculty members
hired on this basis must have earned their doctorate or other appropriate
terminal degree to be eligible for promotion in rank and tenure. A
terminal degree is usually required, but substantial progress towards may
be accepted. This normally means an earned doctorate or other
appropriate terminal degree form an accredited institution with a major in
the discipline making the appointment or completion of all requirements
for the doctorate (except the dissertation) at an accredited institution.
Exception to these academic qualifications may be made by the
professional and technical schools/colleges in accordance with the
standards set by their respective accrediting agencies., provided that such
procedures were previously approved by the Board of Regents.
b) Other. All individuals appointed in this rank should have the potential of
meeting the requirements for promotion.
February 7, 2014
29
3.
4.
Associate Professor
a) Academic Preparation: An earned doctorate or other appropriate terminal
degree (from an accredited institution of higher education) with a major in one
of the disciplines of the academic department making the appointment is
required. The terminal degree is required. The doctorate degree in the
teaching field or the equivalent in terms of specialized abilities and
experience. This normally means an earned doctorate or other appropriate
terminal degree from an accredited institution with a major in the discipline
making the appointment or completion of all requirements for the doctorate or
other appropriate terminal degree at an accredited institution. Exception to
these academic qualifications may be made by the professional and technical
schools/colleges in accordance with the standards set by their respective
accrediting agencies., provided that such procedures were previously
approved by the Board of Regents
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b) Teaching Experience: Relevant teaching experience as defined by the
department, is required. At a minimum this means not less than five (5) years
of teaching experience, at least three of which must have been at the college
or Uuniversity level, or the equivalent in terms of specialized abilities and
experience.
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c, … + Start at: 1 + Alignment: Left + Aligned
at: 0.25" + Tab after: 0.5" + Indent at: 0.5",
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c) Scholarly/Creative Activities: & Service Potential: Evidence or potential
of scholarly or creative publications or potential for scholarship or creative
works deemed appropriate by the department or academic unit.
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d) Professional Activity:
Membership and participation in relevant
international, national, regional, and local professional organizations, in
University service, and in public/community service, as outlined in criteria set
forth by the department or academic unit.
learned societies and/or professional organizations, marked success in
teaching, research, and/or public service, or in a professional endeavor.
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Professor
1.d)
Academic Preparation: An earned doctorate or other appropriate
terminal degree (from an accredited institution of higher education) with a
major in one of the disciplines of the academic department making the
appointment is required. Exception to these academic qualifications may
be made by the schools/colleges in accordance with the standards set by
their respective accrediting agencies The terminal degree is required. The
doctorate degree in the teaching field or the equivalent in terms of
specialized abilities and experience.
February 7, 2014
30
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after: 1.5" + Indent at: 1.5"
5.
2.e)
Experience: Eight years of teaching experience, six of which must
have been at the college or university level or the equivalent in terms of
specialized abilities and experience.
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after: 1.5" + Indent at: 1.5"
3.f) Professional Activity:
Membership and participation in relevant
international, national, regional, and local learned societies or professional
organizations University service.
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after: 1.5" + Indent at: 1.5"
4.g)
Scholarly/Creative Activitiesship:
Evidence of mature
scholarlyship and research ability as shown by publications in scholarly
journals of national circulation or creative works deemed appropriate by
the department or academic unit.by outstanding achievement in the
creative arts of cinema, theater, music, visual arts, performance etc.
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after: 1.5" + Indent at: 1.5"
Emeritus Title
Faculty members who have served at least 25 years at the university are
entitled to receive the title of Emeritus added to their professorial rank upon
official retirement. The Provost and the Deans Council shall develop the
criteria for selection and a list of faculty members eligible to receive the
designation.
B.
Research Faculty
Depending upon professional qualifications, the University may grant the
academic rank of research professor, research associate professor, and research
assistant professor to persons employed at the University whose duties are
primarily research. Such faculty may be appointed on a full-time or a part-time
basis. The percentage of time must be established and documented at the time of
appointment. Appointments are non tenure-track and are subject to annual
reviews. The number of times such faculty can be re-appointed is unlimited.
Such appointment are to be initiated by the host department or college in
accordance with departmental or college rules and approved by the Dean and the.
Provost. (Such departmental or college rules must be kept on file in the
Department Chair’s and Dean’s offices with a copy submitted to the Provost.)
These positions are contingent upon the availability of external funds and
termination is automatic upon expiration of external funding. Persons holding
these positions will be subject to annual review utilizing the Annual Evaluations
System.
Research faculty will be expected to make contributions to their department’s undergraduate, graduate, and public service programs that relate to their research
or public service activities. Thus, they are expected to participate in departmental
seminars, research exposure with undergraduate and graduate students, and
service on graduate advisory committees.
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31
Distribution of indirect costs or overhead generated shall follow University
policy. Like regular faculty members, research faculty members are eligible to
become principal and co-principal investigators.
C.
Non-Tenure Track/ Non-Tenured Clinical Faculty
Depending upon professional qualifications, the University may grant the
academic rank of clinical instructor, clinical assistant professor, clinical associate
professor and clinical professor to persons employed at the university who share
his or her knowledge and experience in the profession through teaching, practical
instruction and application of practical knowledge. Clinical positions are
intended for a continuing relationship over an extended period of time and may be
appointed on a full-time or part-time basis. Except for law school faculty,
appointments are non-tenure track and subject to annual review. The number of
times faculty can be re-appointed is unlimited.
Such appointments are to be initiated by the host department or college in
accordance with departmental or college rules and approved by the Dean and the
Provost (Such department or college rules must be kept on file in the Department
Chair’s and Dean’s offices with a copy submitted to the Provost). Clinical professors are expected to make academic and service contributions to
their departments, as defined by their department or school handbook. Thus, they
are expected to participate in University and College meetings, activities and
committees as appointed, with the same rights and privileges as regular faculty,
including the right to vote.
D. Distinguished and Endowed FacultyProfessorships and Named Chairs.
DistinguishedEndowed professorships, Universitynamed chairs, and namedtitled
professorships are appointments made in recognition of exceptional achievement by
the faculty member so appointed. The priorities emphasized – teaching, research,
service for conferring a chair /professorship can vary depending upon the purposes
of the professorship or chair.
Ordinarily, a NamedUniversity Cchair is funded by an endowment, which
constitutes the only or primary source of the holder’s remuneration. For holders of tTitled pProfessorships, the remuneration comes from state funds, supplemented by
endowments or other grants to the University. In all cases, nominations of
candidates for titled professorships and chairs must be open and publicly solicited.
The selection process shall involve members of the academic community and a
search process shall be undertaken.
For information on the search process please see Academic Affair website.
February 7, 2014
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E.
Distinguished Professor
The nomination for Distinguished Professor is reserved for active tenured faculty
members who hold the rank of professor and have served the equivalent of ten or
more years at Texas Southern University. They are expected to demonstrate an
exceptional level of research or scholarship and professional service. They should
also have demonstrated quality teaching and mentoring of students and junior
faculty. Their accomplishments in these areas should be of national significance.
In special circumstances, distinguished Professors can be named or appointment
to faculty ranks based upon recommendation of academic units and with approval
by the President. Candidates for Distinguished Professor should present their
qualifications along with documentation of their accomplishments and letters of
recommendation from other scholars in their discipline to the Provost’s office. Ordinarily, this should be accompanied by a letter of support from the candidate’s department chair or dean. However, self-nominations are acceptable. The Provost
will refer all application packets to a committee comprised of other distinguished
professors. This committee should include, if possible, members from the
applicants’ academic disciplines. The committee will review the application
package and make recommendations in writing to the Provost. The Provost will
then send recommendations to the President for action.
FB.
Other Faculty Ranks
Other appointments to the faculty are: visiting faculty, adjunct faculty, and part time
faculty. These appointments are renewable, but carry no expectation of renewal.
The appointment is not tenurable and service in these ranks does not count towards
the tenure probationary period. These ranks do not carry voting privileges except as
provided in particular college/school/department faculty bylaws.
a) Visiting Faculty
A visiting faculty member carries a temporary appointment for a term of one
year or less subject to renewal. The rank is intended to entitle the visiting
faculty member to a temporary and brief appointment. The qualification for
appointment to the visiting faculty rank must be the same as for appointment
to corresponding faculty rank.
b) Adjunct Faculty
An adjunct faculty member is one whose principal employment is with an
employer that is not Texas Southern University and who brings expertise to
the teaching, research, or public service of Texas Southern University. The
appointment carries remuneration, is renewable and adjunct faculty members
shall be subject to review by the college/school/department faculty review
process.
February 7, 2014
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c) Other Part-time Faculty
Part-time teachers other than adjunct teachers are persons who teach less than
a full load and whose remuneration is on a per course basis. This does not
include senior or other faculty with reduced loads. This rank can include: (1)
retired faculty, (2) teachers who would prefer full-time employment but
cannot be given a full-time position, and (3) teachers who choose part-time
employment but have no full-time employment outside the home. These
appointments are appropriate provided that such teachers have office space in
which to meet with students, library access, laboratory access, where
applicable, and secretarial support.
d) Senior Appointments with Reduced Loads
A tenured faculty member with at least twenty- five (25) years of service is
eligible for up to a 33 reduction in his/her overall duties to the university. The
faculty member would have proportionate loss of salary but no loss of
protections of due process or any other entitlements of tenure.
Where the action to reduce a full-time tenured faculty member to part-time
status is mandated by a declared financial exigency or discontinuance of a
program, the benefits of tenure shall be preserved and salary shall be continued
on a pro rata basis.
The related standards adopted by each academic unit shall include the
minimum criteria stated above and must be approved by the University and the
Board of Regents. The academic unit standards are incorporated by reference
in this manual.
3.45
Faculty Awards
Presidential Achievement Medal- Overall outstanding teaching, scholarly/creative
activities, and service.
The McCleary Teachinger Excellence of the Year Award. Named for a distinguished
teacher, Jane Marie Mc Cleary, this award goes to a faculty member who evidences the
highest standards in teaching. There are four criteria for selection. They are: 1) Evidence
of improving course and instructional practices, 2) Demonstration of effectiveness as a
classroom teacher, 3) development of new courses or innovative teaching methods in
existing courses, 4) participation in university-sponsored community programs, including
workshops, in-service training, field site development, etc.
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ScholarlyThe Research/Creative Activities Award Scholar of the Year. This award
recognizes outstanding accomplishment in research by faculty. It is awarded to tenured
and tenure-track faculty who have not had this award in the five prior years. The
following criteria apply: 1) Significant research accomplishment, honors and awards, 2)
letters of recommendation/commendation regarding specific projects, 3) a statement of
250-500 words specifically describing the type of research and significant outcomes, 4)
copies of publication/presentations, and 5) presentation to the Graduate Council.
Distinguished University Service Award. This award recognizes a person who has
rendered distinguished and sustained service to the university in some area other than
teaching and scholarship. This award carries a cash amount and a plaque.
School/College Scholar of the Year. Each college will recognize a faculty member based
upon criteria established by the college.
Provost’s Core Curriculum Teaching Excellence Award- Distinguished performance in
teaching one or a set of core curriculum courses during the academic year of the award.
Faculty Award for Outstanding Undergraduate Academic Advising- Advising and
mentoring undergraduate students.
Faculty Award for Mentoring Undergraduate Research/Creative Activities- Outstanding
efforts to mentor undergraduate research/creative activities leading to publication and/or
to formal academic presentation locally, regionally, nationally, and internationally.
International Achievement Award. This award is presented to a faculty member who has
achieved distinction, which has been recognized at the international level in the prior five
years. The achievement must have been in the area of teaching, scholarship, or university
service. Examples include recognition of the faculty member from a global perspective,
i.e. ambassadorships, judgeships, textbook publications, lectureships, research,
government service, etc. The award carries a cash stipend and a plaque.
3.56
Privileges of Retired Faculty
Retired faculty members are entitled to free lifetime parking, use of the library, and recreational
facilities.
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SECTION FOUR
University Personnel Practices
4.0
Procedures for Faculty Appointment
Texas Southern University is committed to adhering to the concept of equal opportunity in
employment. Consistent with this commitment, the University has developed a procedure for
staffing positions requiring an appointed search committee.
Search committees are
appointed/selected to assist in the search and screening of the Provost, assistant and associate
provosts senior vice presidents (including the Provost), directors, deans, assistant and associate
deans, department chairs and Executive Director of the University Library. In the hiring of
instructional personnel, each department, division, school or college shall select, according to
appropriate departmental procedures, faculty members who will serve to search, and screen
applicants and; identifyselect a candidate or candidates.
All potential appointees to the University’s regular faculty must be recruited and evaluated by a
search-and-screening committee consisting of members of the regular faculty or as required in
the applicable school/department’s bylaws. The qualifications of each candidate shall be made available to all regular departmental faculty, who shall participate in the selection process.
Candidates who seek appointment to a rank higher than Assistant Professor and those seeking
appointment with immediate tenure must be reviewed under the standards of the department’s promotionrank and tenure process.
The search/screening committee shall make nominations in accordance with the bylaws of the
school/college or department. The department chair shall make recommendations from the list
of nominees to the dean. In cases where no appointments can be made from the list, additional
nominations shall be requested from the committee. In making a recommendation to the dean,
the department chair shall provide documentation information regarding the degree of faculty
input and support for the recommended candidate, the recommended rank, and tenure status. In
cases of emergencies, where short notice exists and temporary needs require that department
chairs exercise discretion, faculty responses should be solicited and the committee procedures
should be utilized when possible.
The University does not discriminate on the basis of race, color, national origin, religion, age
sex, veteran military status, sexual orientation or physical handicap disability in the recruitment
and employment of faculty and staff. The University complies with the equal opportunity
provisions of federal laws and regulations.
An individual becomes an official candidate for a faculty position once a formal application has
been filed with the University. The appropriate committees, as provided in the Faculty
Constitution and the University affirmative action plan, shall screen applicants.
Under the Search Procedures and Employment Process at Texas Southern University, the
Committee chairperson or department chair should complete the Affirmative Action Report
(Form 1) and the Search Activity Report (Form 2) after the candidate has been hired.)
February 7, 2014
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4.1
Terms of Appointment
The dean of the college shall make the offer of employment to a prospective faculty member in
writing. This writing shall include the terms and conditions of the appointment, explicitly
encompassing the full understanding of all parties. The letter of appointment, upon acceptance
by the appointee, becomes the understanding of employment. The terms and conditions of
employment issued and signed by the Provost, when signed by the appointee, along with the
applicable portions of the Faculty Manual and applicable university policies, becomes the
employment contract.
Instructional Faculty appointments are made to the ranks of Instructor or higher. Such
appointments are made for a period of one year with renewals for one year at a time. Visiting
faculty appointments, adjunct faculty and part-time faculty connotes a temporary association
with the university and with limited faculty privileges. Except for tenured faculty, individuals
with appointments in teaching and research shall be informed annually in writing of their
appointment status and their eligibility to receive tenure.
4.2.
Waiver Of Provisions For Tenure and Appointment To Full Professor With Tenure
Under extraordinary circumstances, the Board of Regents may waive the provisions for the
awarding of tenure and appointment to the rank of full professor with tenure. In those instances
where waiver is sought, the following process shall be followed: the credentials and other
evidence of the candidate’s qualifications shall be presented to the faculty wherein the appointment is to be made for review of compliance with applicable standards of rank and tenure
for a full professor at the university. Upon approval, the faculty shall recommend the
appointment at the specified rank to the Dean of the school or college in which the candidate will
hold the appointment. The Dean shall forward the faculty’s recommendation to the Provost, who will then present the recommendation to the President. The President shall request a waiver by
the Board of Regents. If the faculty disapproves the appointment with tenure, or the appointment
to full professor with tenure, its negative recommendation must be accompanied with a detailed
articulation of the reasons for its decision.
4.3
Credit for Prior Service at Another Academic Institution
Pursuant to the hiring procedures, when the school/college PromotionRank and Tenure
Committee (or other appropriate search committees) makes its hiring recommendation, this
recommendation shall include a proposed number of years or prior equivalent experience which
should be credited toward tenure, if any, and said number shall made be made a part of the
school/college appointment lettercontract, or the committee shall consult with the appropriate
Dean and the Provost on these tenure recommendations.
Ordinarily the decision should be made prior to the initial appointment and included in the initial
contract. When it is impossible to include prior years of service in the initial appointment
lettercontract, it should be done within ninety days after the appointment.
February 7, 2014
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o4.4
4.4
Procedures Utilized for Reappointment, Promotion and Tenure
a) Completion date: The Provost shall promulgate a schedule for the consideration of
reappointment, promotion and tenure requests that shall provide for sufficient time for
completion from the unit level through presentation to the Board of Regents, including
appeals, before May 31st. Guidelines for organizing the promotion and tenure dossiers
can be found at the academic affairs website,or obtained from the Office of the Provost.
b) Tenure timetable: No later than December 1st of the faculty member’s fifth academic year of probationary service, the Dean of each college/school and the Chair of each
department shall notify all such faculty members that they are to prepare a dossier to be
submitted at the beginning of their sixth year of probationary service of their status and of
the criteria and procedures for granting tenure. A tenure process is usually completed by
July of the faculty member’s sixth year. If the tenure application is unsuccessful, the faculty member will have one additional year of employment.
Each school or college shall conduct an annual personnel review for each faculty member
eligible for consideration for retention, promotion, tenure, or merit compensation. This review
shall include, but not be limited to, the status, progress, and evaluation of a faculty member’s performance in the areas of teaching, research, and university and community service. The
results of that review shall be communicated in writing to the faculty member in a timely manner
and kept on file by the appropriate official.
No later than December 1st of the next-to-last year of probationary service, the Dean of
eachschool shall notify all faculty members who are entering their final year of probationary
service of their status and of the criteria and procedures for granting tenure.
Extension of Probationary Period for Childbirth or Adoption
An untenured tenure-track faculty member who becomes a parent due to the birth or adoption of
a child and who is responsible for the primary care of that child will be given upon request a one
year extension of the probationary period, with or without a leave of absence. The faculty
member is responsible for notifying his/her Department Chair in writing of a request for
extension within six months of the birth or adoption of the child. The Department Chair will
acknowledge the extension of the probationary period and will inform the faculty member of the
revised year of tenure review, with a copy to the Dean who will then notify the Provost’s office. Unless the faculty member expressly declines the extension in writing at the time the notice is
given, the probationary period will be extended by one year. The extension of the probationary
period may occur at most twice (for a total of two years extension), with each extension
occasioned by the birth or adoption of a child, and by timely notice as defined above. Requests
for extensions of the probationary period normally will not be considered after March 1 of the
academic year prior to the tenure review period.
For purpose of this policy, a child is newborn or, in the case of adoption, under the age of six.
Also, a tenure-track faculty member who is responsible for the primary care of the child is one
who is responsible for significant and continuous care of his or her newborn or adopted child. If
both parents are tenure-track faculty members, only one may qualify as the primary caregiver.
February 7, 2014
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at: 0.5"
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at: 0.5"
If a faculty member takes a leave of absence, this policy shall be applied in conjunction with
relevant leave statutes and
polices.
Policy on Extension of the Probationary Period for Emergencies
An untenured tenure-track faculty member has the right request an extension of the probationary
period because of serious illness, family emergencies or other serious personal circumstances.
Circumstances that may justify an extension include, but are not limited to, serious illness and
injury, or other serious disruptions or unexpected reasons beyond the faculty member’s control. Request must be made in writing and submitted within six months after the emergency
circumstances or personal circumstances occur. The request must be forwarded through the
Department Chair and Dean to the Provost. The Provost will inform the dean of his or her
decision and the year of tenure review. These decisions should be made as soon as practicable.
Requests for extensions of the probationary period normally will not be considered after March 1
of the academic year prior to the tenure review period.
This policy does not address faculty leave, nor does it affect any existing policy or policies
relating to faculty leave.
c) Unit Promotion, Tenure and Promotion Committee: All academic units of the
University shall elect rank, tenure, and promotion committees. Each academic unit shall
determine the size of its committee and whether it will establish departmental level
committees. Each committee shall establish the specific criteria as appropriate to its unit
by which it will judge requests for tenure submitted to it by eligible faculty and by which
it will determine compliance with the minimum University criteria. Only tenured
members of the faculty may serve on the Committee for purposes of considering a
request for tenure. In considering a request for promotion, no one of a rank lower than
that to which promotion is being sought shall serve to consider the application. Faculty of
rank as to promotion means those faculty members in the unit who are at or above the
rank to which promotion is being sought. The individual faculty member, a departmental
committee, the department chairperson, or any combination of the foregoing may initiate
faculty promotions. All requests for retention, promotion and tenure shall be initially
submitted to the faculty elected departmental or unit Rank, Tenure, and Promotion
Committee. Only tenured members of the faculty may serve on the Committee for
purposes of considering a request for tenure. If the department committee consists of less
than three members, the Committee shall consist of tenured faculty members of the
college.
No member of a Departmental Rank, Tenure, and Promotion Committee may serve on the
College/School Rank, Tenure, and Promotion Committee, or the University Rank, Tenure, and
Promotion Committee during the same academic year. Furthermore, no member of the
College/School Rank, Tenure, and Promotion Committee may serve on the University Rank,
Tenure, and Promotion Committee during the same academic year.
February 7, 2014
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d) Recommendation of the Committee: The unit or departmental committee shall, in
writing, make a recommendation to the department chair or dean as appropriate with a
copy to the faculty member setting forth in detail the basis of its determination.
e)
Right to appeal in the academic units: At the level of the Department’s Rank and Tenure Committee; Department Chair, College Rank and Tenure Committee and
Dean, a denied faculty member shall be allowed a onetime reconsideration of the decision
before the recommendation moves up to the next level of review. All decisions at all
levels of consideration or review shall be based solely upon the record as a whole. A
faculty member has the right to review the record to ensure that it is complete for review
by the Provost. All decisions at all levels shall be communicated to the faculty member in
writing in a timely fashion. All decisions that are adverse to the faculty member
concerned shall set forth fully the basis of the decision.
f)
Annual review: Each school or college shall conduct an annual performance
review for each faculty member eligible for consideration for retention, promotion,
tenure, or merit compensation. This review shall include, but not be limited to, the status,
progress, and evaluation of a faculty member’s performance in the areas of teaching, research/creative activities, and university and community service. The results of that
review shall be communicated in writing to the faculty member in a timely manner and
kept on file by the appropriate official.
The individual faculty member, a departmental committee, the department chairperson, or any
combination of the foregoing may initiate faculty promotions.
All academic units of the University shall establish rank, tenure, and promotion committees.
Each academic unit shall determine the size of its committee and whether it will establish
departmental level committees. Each committee shall establish the specific criteria as
appropriate to its unit by which it will judge requests for tenure submitted to it by eligible faculty
and by which it will determine compliance with the minimum University review.
All decisions at all levels of consideration or review shall be based solely upon the record as a
whole. A faculty member has the right to review the record to ensure that it is complete for
review by the Provost. All decisions at all levels shall be communicated to the faculty member
in writing in a timely fashion. All decisions that are adverse to the faculty member concerned
shall set forth fully the basis of the decision.
The faculty of each department shall be the primary judge of the qualifications of its members,
through a peer review process. Each school and department where applicable, shall establish
written procedures and committees to perform peer reviews. This review shall form the basis of
the initial peer recommendation by the unit’s elected Rank, Tenure and Promotion Committee
regarding reappointment, promotion, and tenure. The department’s faculty, the chair, the
school’s Rank, Tenure and Promotion Committee, the dean, the Provost, and the University Rank Tenure, and Promotion Committee and Salary Committee shall approve each department’s peer review process.
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A department committee, or school committee where there is no department committee, shall
review all matters regarding reappointment, promotion and tenure. This committee shall be
composed of full-time faculty members elected by the department’s faculty, but excluding administrative faculty who have input into personnel decisions such as reappointment, tenure,
and promotion. A chair or other academic administrator may be present as a resource person but
should not be present during committee deliberation and voting.
All requests for retention, promotion and tenure shall be initially submitted to the faculty elected
departmental or unit Rank, Tenure, and Promotion Committee. Only tenured members of the
faculty may serve on the Committee for purposes of considering a request for tenure. If the
department committee consists of less than three members, the Committee shall consist of
tenured faculty members of the college.
The unit or departmental committee shall, in writing, make a recommendation to the department
chair or dean as appropriate with a copy to the faculty member setting forth in detail the basis of
its determination.
Only tenured members of the faculty may serve on the Committee for purposes of considering a
request for tenure. In considering a request for promotion, no one of a rank lower than that to
which promotion is being sought shall serve to consider the application. Faculty of rank as to
promotion means those faculty members in the unit who are at or above the rank to which
promotion is being sought.
Recommendations regarding retention, promotion, tenure, or other personnel action taken by an
academic unit committee, dean, or the University administration are formal and shall be reduced
to writing and promptly communicated to the affected the faculty member setting forth in detail
the basis of the determination.
The chair shall make a separate, independent recommendation in each case. A copy of this
recommendation will be provided to the unit’s Rank Tenure and Promotion Committee. This recommendation, along with a detailed explanation, shall also be promptly communicated to the
affected faculty member.
The chair shall forward to the faculty of rank of the department in retention and promotion cases
or the department’s tenured faculty in tenure cases, the following items: (1) the evaluation and
recommendation of academic unit’s committee, (2) the evaluation and recommendation of the chair, and (3) the candidate’s dossier. If a department has less than three faculty members of rank, the department’s Rank, Tenure and Promotion Committee shall be substituted for by one of
the following at the election of the candidate: (a) the college’s Rank, Tenure and Promotion
Committee, if one exists, or (b), faculty members holding such rank in the applicant’s field from other colleges and universities in the community or nation. The faculty applicant should be
consulted in the selection of an external committee.
The decision of this faculty body shall be forwarded to the Dean. In some academic units, the
School’s Rank, Tenure and Promotion Committee will also receive the recommendation and
deliberate according to the written rules of the School. This Committee and/or the dean should
have the following items: (1). The recommendation of the unit’s faculty of rank in promotion and retention cases or tenured faculty in tenure cases, (2) the evaluation and recommendation of
February 7, 2014
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academic unit’s committee, (3) the evaluation and recommendation of the chair, (4) and the candidate’s dossier.
Both recommendations are made to the Provost. The Provost will receive the following record:
(1) the recommendation of the unit’s faculty of rank in retention and promotion cases or the recommendation of the tenured faculty in tenure cases, (2) the evaluation and recommendation of
academic department’s Rank, Tenure and Promotion Committee, (3) the evaluation and
recommendation of the chair, (4) and the candidate’s dossier, (5) the School's faculty rank and tenure decision-making authority decision, and (6) the Dean's recommendation.
The Provost shall accept or reject the recommendation of the dean. The Provost’s recommendation, including the basis for the decision, shall be submitted in writing to the faculty
applicant.
If the decision of the departmental or unit tenured faculty and that of the dean of the academic
unit are not the same, the Provost may, if he/she chooses, submit the matter to the URTP&S
Committee for review and recommendation. In this event, the faculty person shall have the right
to review all the documentation pertinent to the decision regarding his/her status, including proof
of uniformity in the application of the standards for tenure. If the Provost follows this procedure,
he/she will upon receipt of the recommendation of the URTP&S Committee, forward the
URTP&S Committee’s recommendation to the President. If the URTP&S Committee upholds
the denial of a request for tenure, it shall provide the faculty member with a detailed written
articulation for the basis of the denial.
If the decision of the Provost is unfavorable to the faculty member, whether it supports or rejects
the unit recommendation, said faculty member shall have the right to appeal such decision to the
URTP&S Committee. The findings and recommendations of the URTP&S Committee shall be
submitted to the President along with the recommendation of the Provost.
The faculty person shall have the right to review all documentation pertinent to the decision
regarding his/her status, including proof of uniformity and accuracy in the application of the
standards for tenure.
Upon receipt of the recommendation from the Provost, and where appropriate, the URTP&S
Committee, the President shall make a final administrative decision which shall be reported to
the Board.
4.5
Annual Faculty Performance Review
Scope
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Annual reviews of performance shall be conducted for all faculties on a calendar year basis.
Performance evaluation of tenured faculty shall be consistent with the basis of procedures set out
in this section and adopted pursuant to Texas Education Code, Section 51.942.
Guidelines
The department faculty of each academic unit shall prepare in each department written criteria
for categories of performance to be assessed in annual reviews. Besides faculty approval, the
respective Ddepartment Cchair and Ddean shall approve such rules. The Ddepartment Cchair
shall distribute these rules to faculty by October 1 of each academic year. The different units
may weigh the criteria listed differently and evaluate faculty differently depending upon the
faculty member’s role and responsibilities in the academic unit. A copy of the completed faculty
performance reviews shall be submitted to the Provost by the Dean by March 30. Prior to
undertaking the annual merit evaluation, the Dean shall articulate the scale upon which merit
raises shall be awarded.
Faculty who have administrative responsibilities will be evaluated annually as faculty in
proportion to their teaching load.
In addition to the annual reviews, an extensive review shall be conducted during the sixth
semester of a faculty member’s third academic year of probationary service. It is an opportunity to provide feedback and guidance to complement the mentoring program. This review shall be
kept in the faculty member’s personnel file. The 3rd year review shall follow the same procedures
as for the tenure process. Units of the University may elect to conduct such reviews on a more
frequent basis.
Outcome
The departmental rating of a faculty member may range from most meritorious to unsatisfactory.
A rating of unsatisfactory performance must be supported by an articulation of the finding based
upon the department’s approved criteria or the criteria listed in this manual. A report to the dean of unsatisfactory annual performance must be accompanied by a written plan for near-term
improvement.
A faculty member’s contribution as measured by his/her academic unit shall be considered in the areas of teaching, research/creative activities/scholarship, and service.
Criteria
The following is a non-exhaustive list of factors that apply to several academic units.
Teaching
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Course content, complexity, and level; performance of students in subsequent courses; student
evaluations; teaching innovations; peer evaluations; direction of dissertations and theses; awards,
honors, and other teaching recognitions.
Research, Creative Activities and Scholarship
Published works—books, journal articles, reviews, research and technical reports, electronic and
digital materials; shows, exhibits, displays, and performances of artistic works and talents;
professional evaluations of scholarly activities appropriate to discipline; research grants,
contracts, and other evidence of competitive support for the research; invited papers and other
presentations; editorial contributions; awards, honors and other recognition in research,
scholarship or creative works.
Service
1. Student advising and counseling: Responsibilities for student advising; contributions to
student development as indicated in student evaluations, advising and participating in student
organizations; accessibility to students.
2. University Committee and administrative service: Nature and importance of committee
involvement; ideas and original contributions to university community; offices held and other
evidence of leadership.
3. Service to profession, community, or state: Involvement in professional societies including
leadership positions; governmental committee or commission appointments; academic and
professional consulting activities; speech and other presentations utilizing expertise; awards,
honors and recognitions in service.
Procedure
Using Annual Faculty Review Form 1, Planning Document-Professional Goals and Duties, the
department chair in consultation with the faculty member shall establish the faculty member’s assigned duties/goals and objectives for the upcoming calendar year. At the end of the calendar
year, the faculty member shall complete Annual Faculty Review Form 2 - Report of
Accomplishments and submits it to the chair. Based on the information in the two forms, a
second conference with the faculty member, and personal observations, the chair completes
Annual Faculty Evaluation Form 3 Evaluation of Academic Personnel and forwards it to the
dean.
Each annual performance review shall be completed no later than April 1 of the subsequent year
for the period of the prior calendar year.
4.6
Notification of Renewal and Non –Renewal of Appointments
The Dean or other appropriate University officials shall give notice of the decision not to retain a
tenure-track probationary faculty member in accordance with the following standards:
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a) Written notice shall be given in a manner reasonably calculated to provide actual notice
to the faculty member. This may include, but is not limited to, mailing to the member’s known address (as shown on the University records), delivering through the usual
intradepartmental or interdepartmental university mail system, or delivering in person,
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b) Notice shall be governed by the following time frame:
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1) No later than three months before the end of the first academic year of
probationary service,
2) Not later than six months before the end of the second year of probationary
service,
3) At least twelve months before the expiration of the probationary appointment
after two or more years at the University.
Each contract given to a non-tenured teacher shall include notice of tenure-track or non-tenuretrack status and current number of years, if any, credited toward tenure.
4.7
Length of Tenure-Track Service
For tenure-eligible faculty, the length of probationary service will be governed by the following
regulations:
Unless otherwise provided for, a probationary period shall be six years of full-term service in a
tenure-track position in the academic ranks of professor, associate professor, assistant professor,
or any combination thereof. At the discretion of the dean and provost prior service or experience
University administration, time spent as an instructor may be considered toward the six-year
probationary period and must be stated in the tenure tracks appointment letter. once the faculty
member has attained the rank of Associate Professor.
For the purpose of calculating the period of probationary service, an academic year shall consist
of two long semesters (i.e., the fall semester and the spring semester). Summer terms shall not
be counted toward fulfilling the period of probationary service.
A faculty member shall be considered to be on full-time academic service when in full
compliance with the University’s standards pertaining to a normal faculty workload.
Tenure track status is not a guarantee of continued employment so long as notice of non-renewal
is provided in accordance with Section 4.6(b).
4.8
Notice of termination of Tenure Track Status
No later than December 1 of the fifthnext-to-last year of probationary service, the Dean of each
school shall notify all faculty members who are entering their finalsixth year of probationary
service of their status and of the criteria and procedures for granting tenure.
4.9
Tenure Award
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Tenure denotes a status of continuing appointment as a member of the faculty, with service
terminated only for good cause, as defined in Section 6 of this manual, and subject to due
process in the determination of such cases. Tenure is not automatic and can be conferred only by
the Board of Regents. Only faculty members with the academic rank of professor, associate
professor or assistant professor shall be eligible for tenure.
In virtually every case, the award of tenure is granted in sixththe next-to-the-last year of
probationary service and becomes effective at the beginning of the next year. In cases of persons
with exceptional qualifications and achievements, tenure may be granted earlier.
A
recommendation for tenure of an assistant professor must be accompanied by a recommendation
for promotion to associate professor.
Faculty members who have been awarded tenure will not be given contracts (except for summer
employment), but shall be given notice of salary in lieu of contracts.
4.10
Post Tenure Review
Post tenure review of all tenured faculty members is required by state law, specifically,
Article III-238, Section 31 of the Appropriations Act for the current biennium. The law
states as follows:
Sec. 31. Post Tenure Review. None of the funds appropriated by this Act may be
expended by an instruction of higher education until its governing board has filed
with the Texas Higher Education Coordinating Board policies and procedures
regarding post tenure review which have been adopted by the board of regents.
Post tenure policies shall include review procedures to determine that a tenured
faculty member is performing consistently at an acceptable, professional level and a
mechanism whereby a faculty member is informed of any deficiencies and provided
opportunities to effectively improve his or her performance.
The policies in this section of the Faculty Manual regarding post- tenure review are written
in accordance with this law.
Purpose: "The purposes of post-tenure review are to: identify and officially acknowledge
substantial or chronic deficits iIn performance; determine what, if any, additional elements are
necessary to develop a specific professional development plan by which to remedy deficiencies
over and above those which have already been identified by the department chair and the faculty
member in the written plan for near-term improvement; and monitor progress towards
achievement of the professional development plan."
Scope: Post-tenure review is initiated when a tenured faculty member receives two consecutive
unsatisfactory annual reviews. Thus, post-tenure review is linked to the annual review. All
faculty members are required to participate in the annual review process.There are two possible
phases to Post Tenure Review (PTR), one mandatory and the other conditional on the outcome of
the first phase.
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Phase 1: All tenured faculty members will undergo a post-tenure review every five years. Posttenure review is linked to the annual review. All faculty members are required to participate in
the annual review process.
Composition of Post-Tenure Review Committee: Each academic unit shall impanel a post-tenure
committee comprised of tenured, elected faculty in an open forum from the college or school.
The size of the committee may vary from one academic unit to another; however, the committee
must have a minimum of three members. In cases in which the department does not have enough
tenured regular faculty members to constitute a Post-Tenure Review committee, the department
Rank, Tenure, and Promotion committee will elect regular faculty members from other
departments who are qualified to serve on the Post-Tenure Review committee. The Post-Tenure
Review committee will elect its own chair.
Exemptions and waivers:
4) A faculty member may be exempted from post-tenure review upon recommendation of
the department chair and approval of the dean when substantial mitigating circumstances
exist.
5)
Exemptions and waivers: A faculty member planning to retire at the end of the same
academic year in which the post-tenure review would occur is exempt, provided that a binding
letter of intent to retire is signed by the faculty member.
Formatted: No bullets or numbering
1)
Guidelines: Each academic unit shall prepare written guidelines approved by the
faculty, the Dean, the Provost, and the University Rank, Tenure, Promotion, Salary Committee.
“Academic unit” means department or college/school. Although each academic unit will
emphasize those criteria it deems most important, the guidelines must be consistent with the
following requisites to ensure rigor: The basis for post-tenure review is the faculty member's
performance in the areas of teaching, service, research/scholarship/creative activities, and
service, including advising and other assignments. work.
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2) The faculty member must have input in the selection of the three-member review
committee
Phase II: Post tenure review consists of additional review by the Post-Tenure Review Committee
and the department chair of those identified as subject to further review. All tenured faculty
members receiving two or more annual performance ratings of unsatisfaction during the five year
period will be reviewed under the second phase of post tenure review.
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Procedure: To ensure the necessary institutional rigor, the following procedures must be used for
Phase II:
1) The department chair will inform the faculty member in writing no later than May 1 of
the second consecutive year that he or she is subject to review.
1) Within one month of notification, the faculty member to be reviewed will prepare a
review dossier.
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2) The dossier will contain, at minimum, the following items: current vitae, a teaching
portfolio, and statement on current research, scholarship/creative work.
3) The department chair will add to the dossier any further materials he or she deems
necessary or relevant. The addition shall be sent directly to the faculty member to be
reviewed.
4) The faculty member has the right to respond in writing to the information added by the
department chair. In addition, the faculty member may add relevant materials at any time
during the review process.
5) The review will be conducted by a three-member ad-hoc committee appointed by the
respective dean, in consultation with the respective department chair and the faculty
member to be reviewed.
Outcome
Within three months of the submission of the dossier, the review shall be completed. The
Committee may make one of three possible findings:
2)1)
No deficiencies Identified;
3)2)
Some deficiencies identifies, but are found to be unsubstantial; or
1)3)
Ssubstantial deficiencies.
Upon a finding of substantial deficiency, the faculty member, review committee and department
chair shall work together to develop a professional development plan.
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Written report
All post-tenure reviews are formal and must be reduced to writing. A finding of deficiency must
be substantiated and communicated in writing to the faculty member, the Ddepartment Cchair,
and the dean.
Upon a finding of substantial deficiencies, the faculty member, review committee and
Department Chair shall work together to develop a professional development plan.
Professional developmental plan.
1) Nature of the plan. The professional developmental plan shall indicate the specific
deficiencies of the faculty member and how such deficiencies are to be remedied. If the
faculty member, the review committee and the department chair fail to agree on the
developmental plan, the dean will determine the plan. Each plan shall contain the
following:
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(a) specific deficiencies to be addressed,
(b) specific goals or outcomes necessary to remedy the deficiencies,
(c) outline the activities necessary to be undertaken to achieve the necessary
outcomes,
(d) set time lines for accomplishing the activities and achieving intermediate and
ultimate outcomes,
(e) indicate the criteria for assessment of annual reviews of progress in the plan, and
(f) identify institutional resources to be committed in support of the plan.
2) Assessment:
The faculty member and department chair will meet annually to review the faculty
member's progress towards remedying deficiencies. A progress report will be forwarded
to the review committee and the dean. Annually reviews of this faculty member shall
incorporate this developmental plan.
3) Completion of the plan.
When the objectives of the plan have been met, or no later than two years after the start
of the developmental plan, the department chair shall make a final report to the faculty
member and the dean. If documented progress has been made even though all objectives
of the plan have not been met, the department chair makes request a one-year extension
before being required to submit a final report.
4) Dismissal for unsatisfactory professional performance
If, after consulting with the review committee, the department chair and dean agree that
the faculty member has failed to meet the goals of the professional development plan and
the deficiencies. In the completion of the plan separately constitute good cause for
dismissal under applicable tenure policies. As such, dismissal proceedings may be
initiated under this manual.
5) A faculty member subject to termination on the basis of a performance evaluation
conducted pursuant to Texas Education Code, Section 51.942, shall have the
opportunity for referral of the matter to a nonbinding alternative dispute resolution
process as described in Chapter 154 of the Civil Practice and Remedies Code.
4.11
Promotion Policies
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POLICY FOR ACADEMIC RANK
A.
Policy
Faculty promotion is not necessarily related to length of service to the University.
It is awarded to those faculty members who make continuing contributions in three
general areas: teaching, scholarships, and professional service. Recommendations
for Promotion are based on evaluations made by faculty peers and administrators.
At the request of the units’ rank, tenure and promotion committee, such evaluations
may include review by faculty external to the University. The faculty candidate
shall have imput into the selection of external reviewers. The evaluations are based
upon the written criteria established by the academic unit. The academic
preparation and other general standards associated with each faculty rank are listed
in Part 3.32 above.
Promotion recognizes academic achievement not only in the University, but also in
the profession at large. For the regularly appointed full time faculty there are four
levels of academic rank: (1) Instructor, (2) Assistant Professor, (3) Associate
Professor and (4) Professor. The rank of instructor, being non-tenure track does not
allow for promotion. An appointment must be made directly to a tenure track rank.
The faculty of each department, college, school or academic unit shall establish and
promulgate criteria and procedures for appointment, retention, rank, promotions and
tenure. These criteria and procedures shall be submitted to the Provost University
administration and the University Rank Tenure and Promotion Committee for
review and approval and shall be consistent with the guidelines for hiring and
retention as stated in this manual.
B.
General Criteria for Promotion
In addition to any criteria and procedures established and promulgated by each
department, college, school or academic unit, the following factors are considered
in evaluation of a faculty member’s eligibility and qualification for promotion and retention:
Effectiveness of teaching as evidenced by reports from peers, students,
Ddepartment Cchairs and Ddeans.
Scholarship or academic creativity as evidenced by the publication of books or
articles in professional journals and periodicals, the acquisition of patents or other
forms of official recognition for inventions, creations or research; prizes, awards
and other forms of official recognition for creative exhibitions, paintings,
performances and other art forms, as appropriate to his or her academic discipline..
External letters of evaluation may be included along with other measurement tools
to evaluate the candidate’s scholarship and creative activities.
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Academic advising and career counseling services to students as evidenced by
official reports submitted to the department chair.providing academic and career
counseling to students.
Activities in learned societies and professional organizations as evidenced by
membership, official positions held, papers read at official meetings, and citations
for service.
Outstanding services to the University as evidenced by citations and other forms of
official recognition for extraordinary productivity, contributions and work on
committees and special projects; successful development of proposals for programs
that facilitate the achievement of University goals; exhibition of leadership in the
initiation and development of projects that complement the University’s programming efforts.
Significant community service as evidenced by citation, awards, positions of
leadership, etc.
The weight to be assigned to each criterion will be established by each academic
unit and approved by the University Rank, Tenure Promotion and Salary
Committee and the administration.
C.
Time in Rank Requirements
An Assistant Professor must ordinarily spend sixthree years in rank in order to be
eligible for promotion to rank of Associate Professor. This requirement may be
reduced to three-five yearswaived in the case where a faculty member demonstrates
extraordinary merit.
An Associate Professor must spend five years in rank in order to be eligible for
promotion to rank of full Professor. This requirement may be waived in the case
where a faculty member demonstrates extraordinary merit.
Only faculty members with the academic rank of professor, associate professor or
assistant professor shall be eligible for tenure.
4.12
Salary Determination Procedures
Although the baseis for salary increases vary among the colleges, the following process outlines
the typical considerations across all academic units.
Each state-allocated biennial university budget includes an allocation for salaries. If the state
allocates funds for a salary increase, there are three possible types: cost of living, merit, and
promotion.
Increases for cost-of-living and merit are not uniform in terms of percentage due to faculty
differences in productivity, prior inequities, and for other reasons.
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The dean or his/her appropriate designee shall perform an annual salary review with each faculty
person in the unit over which he/she has administrative responsibility. This shall consist of a
review of the academic contributions of each faculty person for the past academic year, or from
the date of the last annual faculty review. The performance review shall cover the areas of
teaching, research and scholarship, public and University services, and any other areas related to
academic performance. The Salary Determination Forms are attached as an appendix to this
manual.
The dean shall request in a timely fashion an annual activity report from each faculty person
listing or outlining that person’s activities in these or other specific areas for the past academic year, or from the date of the last annual review. The activity report shall be the primary basis of
the performance review. Where other material, information, and data are to be considered in the
performance review, said material, information, and data shall be provided to the faculty person
in a timely manner prior to the date of the annual review. The faculty person shall be given an
adequate opportunity to rebut, mitigate, or challenge any negative information or data that might
adversely affect his or her status, including the right to know the source of said information and
data, and where appropriate, the right to confront and cross-examine such source or sources.
The dean shall provide the faculty person with a detailed written articulation after each annual
performance review, and if said review is the basis for merit compensation, he or she shall
articulate how said compensation was determined in light of the review.
Each academic unit and or college or school shall establish and promulgate procedures, standards
and criteria for awarding and distributing merit compensation. These processes, procedures,
standards and criteria shall be submitted to the Provost and the University Rank, Tenure,
Promotion, and Salary Committee for compliance review and approval, and shall be kept on file
along with promotion and tenure criteria. Copies of the process, procedures, standards and
criteria shall be given to each faculty person by the dean and/or through the department
chairperson.
The faculty person shall have the right to appeal the dean’s merit increase recommendation to the Provost. The Provost shall provide the faculty person an opportunity to present his or her appeal
directly to him/her, or in the alternative, the Provost may delegate this review process to the
University Rank, Tenure, Promotion and Salary Committee to hear the appeal, make a finding of
facts, and render a binding decision to uphold, or overturn the decision of the dean. If the
decision is overturned, the Provost and the faculty person shall work together to determine an
appropriate level of merit compensation, using as a guide, where applicable, compensation
awarded other faculty in similar circumstances. To that extent, comparative information relating
to other faculty in like circumstances shall be made available to the faculty person during the
appeal process.
Documentation in the form of student evaluations (if available) and peer evaluations of teaching,
research, and scholarship must accompany the merit compensation recommendations. Other
evidence of research, scholarship, public, and university service such as letters of appreciation,
news articles, reports, publications, video publications, awards, commendations, etc., shall also
be forwarded with the recommendations and made a part of the record.
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If the Provost upholds an appeal from a merit compensation award, and does not submit it to the
University Rank, Tenure, Promotion and Salary Committee, then the faculty person shall have
the right to appeal the decision of the Provost to the University Rank, Tenure, Promotion and
Salary Committee. In that event, the recommendations of both the Provost and the Committee
shall be forwarded to the President for decision. If the President makes a decision in favor of the
faculty member, then an appropriate adjustment shall be made in concert with the faculty
member.
All decisions related to merit compensation shall be based solely upon the record as a whole.
The record in merit compensation reviews shall be the written documentation evidenced by the
annual review, activity reports and other substantiated and corroborated information and data as
described in 6 above, and made a part of the record by the process and procedures contained
herein and followed in the actual review. All hearings shall be conducted in accordance with
formal due process procedures set out in Section 7 8 of the manual, and a record thereof shall be
maintained and retained in the faculty person’s file.
4.13. Faculty Transfers From One Discipline to Another.
A faculty member may transfer from one discipline to another provided that the transferring
faculty member meets the minimum standards established for entry into the faculty of the
discipline to which he/she seeks to be transferred.
4.14
Resignation, Termination and Dismissal
A faculty member may resign his/her faculty appointment at the end of an academic year. Notice
should be given at the earliest possible timeconvenience.
Termination means the discharge or removal of a faculty member with tenure, or of an untenured
faculty member before the end of the specified term of appointment because of the physical or
mental inability of the faculty member to perform normal duties or due to financial exigency of
Texas Southern University.
Dismissal is the removal or discharge of a faculty member from a tenured position, or from an
untenured position before the end of the specified term for "cause." Specific causes for dismissal
are set forth under grievance procedure
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SECTION FIVE
PROFESSIONAL PRACTICES
5.1
Purpose
In recognizing the fact that conscientious faculty fosters conscientious students, the policies
outlined below provide guidelines for professional practice by teaching faculty. In general,
workload responsibilities of a faculty member can neither be defined simply nor summarized
easily. Faculty members have fundamental obligations above and beyond organized teaching and
research, including academic advising and counseling, the supervision of undergraduate and
graduate students, direction of individual study, special projects, theses and dissertations, and
curriculum development. Additionally, they accept many institutional and public service
obligations.
The variety of faculty responsibilities that must be undertaken for the university to function in an
effective and efficient manner makes it impossible to equate faculty workload with the sum total
of semester credit hours taught, or with any other single criterion. Indeed, it is inappropriate to
adopt any measure of faculty workload that is fundamentally numerical in nature without
consideration of qualitative issues. While recognizing these facts, however, the university must
develop a minimum teaching load requirement and report its fulfillment to the state. This is
necessary to comply with the Texas Education Code and to quantify for all university
constituencies the basic commitment that faculty must make to students.
General workload expectations vary greatly by academic department, discipline, and college.
Therefore, specific common workload expectation criteria are not delineated for the university.
The regulation of general workload requirements is the responsibility of the appropriate
department chair and college/school dean.
It shall be the responsibility of each dean to review and otherwise monitor the Faculty Workload
Policy for the total faculty of his or her college/school and certify to the Provost/Vice President
for Academic Affairs and Vice President for Research that the policy has been implemented as
required.
Each dean shall submit individual workloads for each faculty member on forms developed by the
Office of the Provost that include data on academic duties and other services performed. All
exceptions to full or part-time workload requirements should be noted and fully explained and
justified
This section deals with the responsibility of teaching faculty to the students they teach as well as
the students of the university. Recognizing that conscientious faculty foster conscientious
students, the policies outlined below provide guidelines for conscientious professional practice
by teaching faculty.
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54
5.2
FACULTY WORKLOAD
Mandate: The University has adopted this policy to fulfill the mandate of the legislature of the
State of Texas as set forth in the Texas Education Code § 51:402.
Scope: As required by the law on faculty workload this policy recognizes “that classroom
teaching, basic and applied research, and professional development are important elements of
faculty academic workloads by giving appropriate weight to each activity when determining the
standards for faculty academic workload.” In addition, this policy “gives the same or different weight to each activity and to other activities recognized by the institution as important elements
of faculty academic workloads depending on the academic units involved.
Reporting: The established rules and regulations shall be reported to the coordinating board and
included in the operating budgets of each institution. Within 30 days of the end of each academic
year, the institution shall file with its governing board a report, by department, of the academic
duties and services performed by each member of the faculty during the nine-month academic
year, showing evidence of compliance with requirements established by the governing board.
Teaching responsibilities in each workload standard shall be in proportion to the portion of salary
paid from funds appropriated for instructional purposes.
Workload monitoring: The institutional head of each higher education institution shall designate
the officer of his staff who will monitor workloads, prepare and review appropriate workload
reports, and submit the reports to the institutional head for his certification or approval and
comments as may be appropriate. The Provost of the institution shall be responsible for
implementing the institution’s workload policy, and for reviewing college and department
assignment patterns and monitoring compliance with institutional regulations.
Workload assignment: Workload assignment must be primarily the responsibility of an academic
unit and its department or college head. These administrators must be held accountable for
individual compliance with institutional rules and for distributing the duties in their academic
unit so that each faculty member contributes maximally to the department program according to
his or her capabilities and experience. Chairs are responsible for assuring that individual faculty
members' workloads comply with the University workload policy. Chairs are also responsible for
assuring that faculty obligations are fairly distributed among faculty members within the
academic unit. In meeting this responsibility, chairs should attempt to match the needs of the
academic unit and the University as outlined in the academic unit's goals for teaching,
scholarly/creative activity, and service with the individual professional goals of each faculty
member. These goals are likely to change over the course of a faculty member's career.
Workload priority: Regular faculty shall have priority for teaching and service assignments. No
temporary or part-time person, or adjunct faculty member shall be employed in any capacity if
there is a qualified regular faculty member available to teach the scheduled course or perform the
required service function. Where factors of capabilities are reasonably equal, faculty persons of
greater experience or seniority shall be given preference in the making of all workload
assignments, including summer appointments. Under special circumstances and conditions
established and adopted by the faculty of the unit for the purpose of assuring that workload
assignments are equitably distributed, or to accomplish legitimate educational objectives,
assignments may be made without consideration of experience and seniority.
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Teaching assignment qualification: All teaching assignments must adhere to the accreditation
guidelines of the applicable accreditation organization.
Definitions: One workload credit is defined as one semester credit hour of organized
undergraduate instruction or the equivalent. A weighting factor for faculty teaching graduate
courses will be 1.5 times the credit hour value of undergraduate courses.
The normal faculty workload encompasses teaching, scholarly activity, service to the
department, school, university, and other professional activities. A full-time faculty member’s workload will consist of 24-semester credit hour equivalency in teaching,
research/scholarship/creative activities, and service contributions. In general, the assignment of
the semester credit hour equivalency is flexible and will depend upon the nature of the faculty
member's contribution to the academy. The following is a general formula for assignment of
faculty workload:
24 semester credit hours per academic year or equivalency is considered a normal
workload and can be assigned to teaching, research/scholarship/ creative activities,
and service, respectively. It may be distributed as follows:
o
18 semester credit hours per academic year for teaching
o
3
semester
credit
hours
per
academic
research/scholarship/creative activities
o
3 semester credit hours per academic year for service
year
for
•A faculty member with teaching and research/scholarship/creative activities emphasis can be
assigned the following workload or equivalency:
o
18 semester credit hours per academic year for teaching
o
6
semester
credit
hours
per
academic
research/scholarship/creative activities
year
for
•A faculty member with teaching and service emphasis can be assigned the following workload
or equivalency:
o
o
21 semester credit hours per academic year for teaching
3 credit hours per academic year for service
•A faculty member with a teaching only emphasis can be assigned the following workload or
equivalency:
o
24 semester credit hours per academic year for teaching
Determination of workload: For assignment of workloads, Department Chairs shall meet with
their faculty on an annual basis preferably at the regularly scheduled performance evaluation
sessions. This meeting shall involve collaborative goal setting, including choosing the course of
actions and making decisions on the elements of the faculty member’s workload. Upon completion of this dialogue with the faculty member, the Department chairs must articulate the
February 7, 2014
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specifics of the faculty workload in a letter to the faculty. Department Chairs and Deans shall
ensure that the process of assignment of workload involve faculty input and are transparent and
fair to all members of faculty in their units. Furthermore, faculty should be given an opportunity
to seek redress using the university grievance procedures if they are unable to resolve issues of
concern at the department chair or dean level with their assigned workload.
APPENDIX
A template that can be adopted by the academic unit for the development of
department/college/school guidelines for unit workload policies is attached. A normal teaching
load at Texas Southern University for a teacher assigned to undergraduate classes only is
generally considered to be no more than twenty-four credit hours of classroom and/or laboratory
service during the nine-month academic year. On the average, a teacher may expect to be
assigned a classroom and/or service load of no more than twelve of the twenty-four hours in any
single long term, and no more than six semester hours (seven and a half clock hours per course)
in a summer term. The normal teaching load for a faculty member teaching graduate classes is
nine credit hours. The nine hours may consist of graduate classes only or a combination of two
graduate classes and one undergraduate class up to a total of nine credit hours. The teaching
load must be in accordance with accreditation requirements for undergraduate and graduate
academic units as set by the accreditation board(s), which approve such units at Texas Southern
University, and by the Coordinating Board.
Workload assignments must be primarily the responsibility of an academic unit and its
department chairperson or college dean. These administrators must be held accountable for
individual compliance with institutional rules for distributing the duties in their academic unit so
that each faculty member contributes maximally to the department program according to his or
her capabilities and experience. The Provost of the institution shall be responsible for
implementing the institution’s workload policy, and for reviewing college and department
assignment patterns and monitoring compliance with institutional regulations.
Regular faculty shall have priority for teaching and service assignments. No temporary or parttime person, or adjunct faculty member shall be employed in any capacity if there is a qualified
regular faculty member available to teach the scheduled course or perform the required service
function.
Where factors of capabilities are reasonably equal, faculty persons of greater experience or
seniority shall be given preference in the making of all workload assignments, including summer
appointments. Under special circumstances and conditions established and adopted by the
faculty of the unit for the purpose of assuring that workload assignments are equitably
distributed, or to accomplish legitimate educational objectives, assignments may be made
without consideration of experience and seniority.
5.3
Policies for Pursuing Academic Coursework
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57
Texas Southern University encourages the professional development of its faculty and staff.
There are, however, institutional, professional, and academic dangers involved when faculty
members teach other members of the University faculty or staff. These dangers include
inbreeding, conflict of interest, and restrictions of freedom of academic and administrative
decisions. In view of these possible hazards, the following policies have been developed:
Faculty and staff members wishing to take a course, when such a course is not part of a specific
degree program, are encouraged to secure the prior permission of the instructor.
Members of the University faculty may pursue course work toward the attainment of a degree
with the prior approval fromof the Provost.
Individuals seeking exception to these policies shall secure supervisory concurrence through
normal channels for approval of personnel recommendations.
Exceptions and interpretations shall be made by the Provost
5.4
Work Schedule
In practice, faculty and administrators of Texas Southern University devote a substantial portion
of their waking hours to the furthering the purposes of the institution and their own professional
pursuits. In general, the employment contract for nine-month faculty covers the period from
August 15th to May 16th.
Of necessity, the work schedules of full-time teaching faculty is flexible, except for formally
scheduled classes and other scheduled activities. This may be accomplished through various
academic tasks, including but not limited to teaching, research, service, office hours, required
meetings, supervision of theses and dissertations, and other approved academic-related duties.
Indeed, beyond the requirement that faculty members meet their scheduled classes and fulfill
their other faculty commitments, faculty are evaluated primarily on the quality of their
performance as teachers and scholars rather than on such quantitative measures as the regularity
of their work schedules or the number of their preparations.
5.5
Office Hours
Each faculty member is expected to set aside appropriate periods during which he/she will be
available in his/her office for conferences with students without an appointment. In order to
meet this requirement, faculty members shall set aside a minimum of 2 office hours for every
three credit hours or equivalent and scheduled at a time convenient to the students. Faculty
teaching on-line courses should schedule on-line office hours in proportion to their on-line
workload. On-line office hours may be scheduled on weekdays or weekends, as appropriate to
the needs of the students.total of 8 hours per week at a time most convenient to students. It is
preferable that faculty shall set aside two (2) hours per day four days per week Graduate faculty
shall set aside six hours per week.
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The designated office hours should be filed with the Ddepartment Cchairperson and information
about them should be given directly to students. The hours should also be posted in a location
easily accessible to students so that they may present themselves for conference at the proper
times. Faculty members who have Saturday classes or late evening classes should remember that
their students probably cannot arrange for conference times during the regular weekdays, and
they should give consideration to this fact in deciding upon conference hours. Each department
chairperson shall insure that office hours are kept and appropriate for meeting the needs of
students.
5.6
Academic Advising Counseling
Each academic unit shall establish a system of student advisement. Faculty members are
expected to discuss academic problems with students, but such discussions should be predicated
on the teacher’s thorough knowledge of University regulations and policies, as set forth in official catalogs and other authoritative sources. Faculty with strong dedication to students
should be chosen as academic advisors. Thus, student advising is one element in assessing
faculty professional performance.
All faculty members must also be committed to the wellbeing of students, both inside and
outside the classroom. Effective advising helps create an environment which fosters student
learning and student retention. The formal and informal advising and mentoring of
undergraduate and graduate students is an indispensable component of the broader educational
experience at the University.
5.7
Syllabus
AThe faculty member must create a course prospectus or a syllabus (that includes course outline
must be objectives and goals, assignments, grading scale, expectations, etc.) for each course
taught. The syllabus must be reviewed by the department curriculum committee and filed with
the Ddepartment Cchairperson and dean prior to the beginning of the given course.
5.8
Teaching Practices
Texas Southern University uses a semester calendar, each semester lasting for up to eighteen
class weeks. Ordinarily, lecture classes meet for fifty minutes per credit hour per week. For
laboratories, there are two contact hours for each credit hour. A small number of courses vary
from this pattern. So, too, do summer courses.
Faculty Class-Meeting Responsibility
Texas Southern University uses a semester calendar, each semester lasting for
approximately 16 class weeks. Faculty members are requiredobligated to meet all classes
and laboratories at the time they are scheduled. Changes in class schedules may not be
made without prior official approval. When there are valid reasons for being absent from
class (e.g. illness, emergencies, travel on Uuniversity business), the faculty member
should notify the class in advance, whenever possible.
AlternativeSubstitute
arrangements such as, substitute teachers, library assignments, or other appropriate
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59
arrangements shall be used. If no advance arrangements are made, students are
authorized to leave after waiting for the period of time specified by the teacher in the
course syllabus. If none, the student may leave after 20 minutes of a 1-hour class.
Faculty members are required to take attendance at each class meeting.expected to help to
insure student attendance.
Smoking in the classroom is prohibited by law, and drinking and eating are strongly
discouraged.
1) Class Attendance Regulation
All students are expected to attend their classes on a regular basis. Freshmen,
sophomores and students on academic probation are required to do so. Students who
miss their classes are responsible for all course requirements, i.e., all tests, examinations,
laboratory work, reports, lectures, and other assignments. The University faculty and
officers of the academic administration believe strongly that the presence of the student
in the classroom, laboratory, studio or other class location, enhances the learning process,
insuring opportunities for the exchange of ideas between students and faculty, thereby
increasing the student’s chances for successful learning experiences.
2) Examinations & Grading
A faculty member should announce course requirements, procedures for examinations,
and grading standards during the first week of class.
Oral and written tests in courses are administered at the discretion of the teacher. A final
examination is required in all courses. In classes with more than one section, it is
common practice for the several teachers involved to develop and administer a group
examination, though this decisions made at the departmental level.
A schedule for final examination is drawn up in the Office of the Registrar, and copies of
the schedule are circulated among faculty and students well in advance of the
examination period. Any change in time of the scheduled examination or the room
assigned may occur only after approval of he department chairperson and the Registrar.
Grade reports are made directly to the Registrar’s Office according to the regular examination schedule.
Texas Southern University utilizes the following twelve final grades: A, A-, B+, B, B-,
C+, C, C-, D+, D, and D-. and F. In addition, the following grade is assigned: W
(administrative withdrawal on terms determined by the academic unit), I (incomplete
work assigned when a small portion of the course requirements remain undone.) Faculty
must retain all grade records for a period of one year after the student graduates or five
years, whichever is less.
Recognizing the academic challenge faced by many of the undergraduate students of the
university, faculty members are encouraged to give frequent feedback to each student
regarding academic performance in each class. Such feedback should include
information regarding student ranking, test performance to date, and how this
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Formatted: Numbered + Level: 1 +
Numbering Style: a, b, c, … + Start at: 1 +
Alignment: Left + Aligned at: 0.25" + Tab
after: 0.5" + Indent at: 0.5"
Formatted: Numbered + Level: 1 +
Numbering Style: a, b, c, … + Start at: 1 +
Alignment: Left + Aligned at: 0.25" + Tab
after: 0.5" + Indent at: 0.5"
performance relates to meeting the course requirements. This feedback should be done
prior to the date of withdrawal without an adverse grade.
The grade of “I” is given only when a student’s work is satisfactory in quality but, due to reasons beyond the student’s control, he has not completed a small portion of all the
requirements of the course. The missing work may be a major quiz, a final examination,
a term paper, or other work. The instructor will stipulate in writing, at the time the grade
is given, the conditions under which the “I” may be removed. Removal of the grade must be within the calendar year after the “I” was assigned.
c) Grade Reports
During the fall and spring semesters, mid-semester grades are to be submitted to the
Office of the Registrar on officially supplied forms. At the end of the semester or
summer term, final grades should be submitted to the Office of the Registrar on the
officially supplied forms within the prescribed time limit. During the spring semester and
the second summer term, grades for graduating seniors may be submitted on special
forms provided by the Registrar for priority grades a few days earlier than other grades.
The grading system to be employed is set forth in official University catalogs.
Faculty is required to submit grades within the prescribed time limit. If there are unusual
circumstances, which prevent meeting the deadline, teachers are advised to discuss the
matter with their dean or department chairperson. All grades shall be submitted in person
to the Office of the Registrar.
a. Grade Changes
Should a faculty member discover an error in the grade submitted for a student, he/she
must send a letter through his/her department chairperson and dean explaining the reason
for the error and giving the correct grade to the student. This letter must be approved by
the department chairperson and the dean before the grade is changed in the Office of the
Registrar. After such a change, the letter becomes a part of the student’s permanent record.
b. Reporting Small Classes
Whenever (1) any undergraduate class falls below an initial enrollment of ten students by
head count, as of the twelfth day of each semester of the Fall or Spring semester or the
fourth class day of each term of the Summer Session, or (2) any graduate class falls
below an initial enrollment of five students by head count, this information shall be
reported to the department chair and relayed to the administration, which must make a
report of such classes to the Board of Regents. If this class size is justifiable, the class
may be continued. If, however, the class is determined to be unnecessary or unjustifiable,
the class will be deleted.
c. Twentieth Day and Fourth Day Reports
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During the regular academic session, the official class enrollment as of the twentieth day
is compiled and sent to state agencies. This information becomes the basis for the
computation of the University appropriations. The enrollment as of the fourth day of
summer term is used for similar purposes. The procedures for making these reports are
the following:
3) Temporary class lists secured directly from the Registrar’s Office are made available to each teacher through his department chairperson. These lists show all students
enrolled, and they should be checked against the roll kept by the class instructor.
4) Dates of individual drops or withdrawals are extremely important. “Dropped” or “Withdrew,” with the date of action, is to be written opposite the name of the student for whom the faculty member has an official drop or withdrawal card.
5) Each faculty member should check to see if auditors are enrolled in his/her classes. If
so, they re not to be counted in the total enrollment, and “Audit Only” should be written beside their names.
6) Each class list should be signed by the course instructor.
7) Faculty must process and hand in a Teaching Load Report together with the twelfth
day-class report. Forms for this report are supplied through the department office.
Whenever two or more sections or courses are taught simultaneously, instructors
should indicate this in writing on the report. Whenever two faculty members are
assigned to teach the same section of a course, each faculty should claim only a
mutually agreed upon partial credit for that course in the teaching load report.
8) Each faculty member is responsible for submitting a prompt and completely correct
report.
h. Room Assignments
Classroom assignments are department and unit leaders.
schedule of classes, together
changes are necessary, the
Registrar’s Office.
made by the Registrar’s Office in cooperation with These assignments are normally included in the official
with addenda to this schedule. In the event that class
department chairperson should communicate with the
i. Class Enrollment
During all registration periods, academic departments are responsible for determining
class size. Final official class enrollment is determined by the Registrar’s Office with the help of the department chair. Appropriations for the operation of the University’s instructional program are based upon semester credit hours taught, and all records of
student enrollment are audited. It is mandatory, therefore, that teachers keep careful
records of student enrollment and prepare enrollment reports promptly and carefully.
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To attend a particular class or section, a student must be officially enrolled through the
Registrar’s Office. The teacher of the class or section is supplied evidence of official enrollment through the Office of the Registrar. Presently, this evidence is the duplicate
class lists showing the student’s name and number, and the course section if there are several sections of the course. The student must attend the class or section shown on the
class list. He may not attend any other section, and no teacher of another section may
submit a grade for a student whose name does not appear on the first grade list for that
class or section.
j. Dropping and Adding Courses
Errors in enrollment may be corrected at the beginning of each semester or summer term
through the provisions made for official changes of class sections and courses. Changes
should be made on or before the fourth class day in any summer term. Students having
enrollment problems should be sent to the Registrar’s Office for information on procedures for dropping and adding courses.
k. Student Rights and Responsibilities
As members of the academic community, students are encouraged to the capacity for
critical judgment and to engage in a sustained and independent search for truth.
Co-relative to the faculty’s freedom to teach is the student’s freedom to learn. Thus, Texas Southern University sets appropriate opportunities for students to engage in this
pursuit in the classroom, on the campus and in the community. The faculty member, in
both the classroom and in conference should encourage free expression, inquiry, and
discussion. Student should be free to take reasoned exception to the data or views offered
in any course of study and to reserve judgments about matters of opinion; however, they
are responsible for learning the content of any course for which they are enrolled.
Students’ performance is to be evaluated solely on the academic content of the class, not on opinions or conduct in matters unrelated to the academic content of the course.
l. The Family Rights and Privacy Act (FERPA)
The following information is adapted from the U.S. Department of Education’s website at http://www.ed.gov/offices/OM/ferpa.html
The Family Educational Rights and Privacy Act (FERPA) is a federal law designed to
protect the privacy of a student’s education records. The law applies to all schools and universities, which receive federal funds. FERPA gives parents certain rights with
respect to their children’s education records. These rights transfer to the student, or
former student, who has reached the age of 18 or is attending any school beyond the high
school level. Students and former students to whom the rights have transferred are called
eligible students.
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
Parents or eligible students have the right to insect and review all of the student’s education records maintained by the school. The University is not required to
provide copies of materials in education records unless, for reasons such as great
distance, it is impossible for parents or eligible students to inspect the records.
The University may charge a fee for copies.

Parents and eligible students have the right to request that the University correct
records believed to be inaccurate or misleading. If the University decides not to
amend the record, the parent or eligible student then has the right to a formal
hearing. After the hearing, if the University still decides not to amend the record,
the parent or eligible student has the right to place a statement with the record
commenting on the contested information in the record.

Generally, the University must have written permission from the parent or eligible
student before releasing any information from a student’s record. However, the law allows the University to disclose records, without consent, to the following
parties.
University employees who have a need to know;
Other universities to which a student is transferring;
Certain government officials on order to carry out lawful functions;
Appropriate parties in connection with financial aid to a student;
Organizations conducting certain studies for the school;
Accrediting organizations;
Individuals who have obtained court orders or subpoenas;
Persons who need to know in cases of health and safety emergencies; and
state and local authorities, within a juvenile justice system, pursuant to
specific state law.
The University may also disclose, without consent, “directory” type information such as a student’s name, address, telephone number, date and place of birth, honors and awards,
and dates of attendance. However, the University must tell parents and eligible students
about directory information and allow parents and eligible students a reasonable amount
of time to request that the school not disclose directory information about them. The
University must notify parents and eligible students annually of their rights under
FERPA. The actual means of notification (special letter, inclusion in a PTA bulletin,
student handbook, or newspaper article) is left to the discretion of the University.
m. Academic Integrity
Faculty members must not tolerate academic dishonesty in any form. Such conduct as;
giving, receiving, or using unauthorized aid in any academic work; plagiarism, meaning
the use of another’s work with giving credit to such person; altering the computer files of
another.
n. Students with Disabilities.
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Texas Southern University adheres to federal and state law that prohibits discrimination
in programs for students with disabilities. (Section 504 of the Rehabilitation Act of 1973)
When the disability is documented, a notice is given to all instructors.
Texas Southern University adheres to federal and state law that prohibits discrimination
in programs for students with disabilities. (Section 504 of the Rehabilitation Act of 1973)
When the disability is documented, a notice is given to all instructors.
o. Evaluation of Teachers by Students
Student evaluation of teaching is conducted on all faculty at least once a year. Individual
academic units may conduct such evaluation on a more frequent basis. The form is
supplied by the university and is administered in the absence of the faculty member being
evaluated. The information will be used for faculty evaluation in areas of: annual review,
retention, tenure, promotion, and post-tenure review. This evaluation must not be the
judge of classroom performance of a faculty member. Other criteria are to be given equal
weight. They include: evaluation of course materials, learning objectives; peer
evaluation; in-class visitation by peers; statement of the faculty member regarding his/her
methodology, and other criteria.
5.9.
Policy On Textbooks Purchased Through University Bookstore
The following regulations apply to the ordering of books through the University bookstore:
2) Allow time for delivery of required textbooks and to make substitutions when the
textbook ordered is not available, the lists of books to be ordered shall be submitted to the
Dean’s office along with the class schedule for the semester in which the books are to be
used.
3) Books are not to be ordered by individuals not associated with the bookstore. Regardless
of the circumstances, books ordered by unauthorized individuals will be returned to the
publishers and the individual placing the order will be charged for the cost of returning
the books.
4) Desk copies for instructors will not be provided by the bookstore nor provided for in
departmental budgets.
5) Unless advised otherwise by the dean or department chair, the bookstore will return all
unsold books to the publisher thirty days after the close of registration. If a textbook is to
be used the following semester, the bookstore should be advised prior to the expiration
date of the 30-day period.
6) Individual faculty members are prohibited from selling books and other publications or
reproduced materials.
5.10
Report Submitted to the Coordinating Board on Coursework.
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1) Each institutional governing board (TSU) is required to submit to the Coordinating Board
its comprehensive rules, regulations and standards for interpretation of full and part-time
instructional workload requirements, and for the range of acceptable assignments within
its definition of faculty workload. These institutional rules must be included in the
operating budget of the institution.
2) The institution must indicate the means by which an academic unit assures that persons
paid from faculty salaries work an appropriate percentage of time on instructional
activities.
5.11
Rental of Academic Regalia
Faculty participants in the commencement convocations must wear the traditional academic
costume. Teachers who wish to rent their costume will be provided with the proper forms for
contracting a rental agreement well in advance of the commencement convocation itself. The
University serves as an agent in the matter of rental of academic regalia, though the individual
faculty member may make his own arrangement for academic costume. He must indicate this,
however, at the time a general inquiry relating to the availability of academic costumes is
circulated among faculty. Persons renting academic costumes through the offices of the
University are expected to return this regalia immediately following the completion of its use,
and to pay the rental fee.
5.912 Sub-division Handbooks
The departments and sub-divisions of the University have policies and procedures available to
facultystaff members in a departmental or sub-divisional handbook. Periodic meetings of the
faculties of the separate departments, or colleges/schools or other sub-divisions of the University
are held, generally a regular basis, which is announced or determined at the beginning of a term.
Faculty members are expected to be present at all regular and called meetings of their department
or college/school. Such meetings are usually devoted to discussions and presentations, which are
important in providing faculty members with late information on University programs. The
handbooks of the several departments or colleges/schools and sub-divisions give detailed
information about faculty and staff meetings.
At various times during the year, general meetings of the entire University faculty are scheduled.
The University faculty usually meets just prior to the beginning of a regular academic
semesteryear and at the beginning of the summer session. Other general faculty meetings,
however, may be scheduled as occasions for them arise. Notice of such meetings is circulated to
faculty members early enough to give ample time for teachers to be properly notified.
5.1013 Faculty Leaves
All leaves from designated duties at the University require official approval. The following are
the types of leaves:
A. Sabbatical Leaves
1) Policy
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66
All faculty members must, (by June 30), prior to the year for which the leave is
requested, have completed a period of six (6) or more consecutive years of service
at the university before they are eligible to apply for a sabbatical leave.
a) Application shall be submitted to the President of the University no later than
February 1st of each year.
b) Application may be made for the purpose of pursuing a substantial project
designed to yield publishable results and/or to enhance competency as a
scholar or teacher. Sabbatical leaves may also be granted for the pursuit of an
accredited terminal degree in an appropriate field of study. For faculty in the
area of fine and performing arts, creative work may be considered the
equivalent of scholarship.
c) The Faculty Development Committee shall review the academic merits of
each application.
d) The President shall take into consideration the recommendations of the
committee and shall make recommendation for approval or disapproval to the
Board of Regents.
2.
Terms of Sabbatical Leave
Half-year leaves shall be at full salary.
Year leaves shall be at the rate of half salary.
The period of the leave shall be credited for increment purposes, where such credit is
relevant.
A faculty member on sabbatical leave shall be entitled to the continuation of pension and
insurance program benefits as provided by the state.
Each faculty member accepting a leave must sign a written statement obligating him or her to
continue to serve for at least one year after expiration of the term of the leave.
a) Faculty members on such leave are permitted to receive additional
compensation in the form of fellowships, government grants, and honoraria
for the purposes related to the leave. They may also accept part-time
employment directly related to the project at an institution where they are in
residence for the purpose of study and research in addition to the partial salary
from the University. However, total compensation from all sources may not
exceed the faculty member’s full salary at the University. The leave may not be used to accept paid employment during the period of the leave except as
provided above.
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b) Faculty on sabbatical leave may engage in outside employment if it does not
conflict with the purpose of the sabbatical leave, and the faculty member
reports the outside employment before going on leave.
B. Faculty Development Leaves.
1. Development leaves for faculty members may be granted as set out in Texas
Education Code, Chapter 51, Subchapter C. This law provides that after two
consecutive academic years at the same institution, faculty members as
defined in this law may be considered for a faculty development leave for one
academic year at one-half of regular salary or for one-half academic year at
full regular salary. Such leaves shall be granted pursuant to procedures
outlined in the Act and to the limitations therein.
2. Purpose of Faculty Development leaves in Texas: Faculty development leaves
of absence are designed to enable the faculty member to engage in study,
research, writing, and similar projects for the purpose of adding to the
knowledge available to himself, his students, his institution, and society
generally (Sec. 51. 102)
3. Policy: The Board of Regents may grant a faculty development leave of
absence for study, research, writing, field observations, or other suitable
purpose, to a faculty member if it finds that he is eligible by reason of service,
that the purpose for which he seeks a faculty development leave is one for
which a faculty development leave may be granted, and that granting leave to
him will not place on faculty development leave a greater number of faculty
members than that authorized.
4. Procedure:
a. All faculty members must, (by June 30), prior to the year for which the
leave is requested, have completed a period of two (2) or more consective
years of service at the university before they are eligible to apply for a
Faculty Development leave. Additionally, such faculty will not have been
granted Faculty Development Leave in the 5 year period (10 full
semesters) immediately preceding the requested start date for the leave.
b. Application for faculty development leaves of absence are received by a
committee elected by the faculty for evaluation and whereby this faculty
committee then makes recommendations to the Department Chair, then the
Dean, then the Provost to the President who shall then make
recommendations to the Board of Regents as to which applications should
be granted.
c. Application shall be submitted to the President of the University no later
than February 1st of each year.
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68
d. Returning faculty must submit a report on leave activities to the chair,
dean and provost by the conclusion of the first long semester after
returning,
C. Terms of Sabbatical Leave
a) Half-year leaves shall be at full salary.
b) Year leaves shall be at the rate of half salary.
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Numbering Style: a, b, c, … + Start at: 1 +
Alignment: Left + Aligned at: 1.25" + Tab
after: 1.5" + Indent at: 1.5"
c) The period of the leave shall be credited for increment purposes, where
such credit is relevant.
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after: 1.5" + Indent at: 1.5"
d) A faculty member on sabbatical leave shall be entitled to the continuation
of pension and insurance program benefits as provided by the state.
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Numbering Style: a, b, c, … + Start at: 1 +
Alignment: Left + Aligned at: 1.25" + Tab
after: 1.5" + Indent at: 1.5"
e) NUMBER ON LEAVE AT ONE TIME. Not more than six percent of the
faculty may be on faculty development leave at any one time.
Formatted: Numbered + Level: 1 +
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Alignment: Left + Aligned at: 1.25" + Tab
after: 1.5" + Indent at: 1.5"
Formatted: Numbered + Level: 1 +
Numbering Style: a, b, c, … + Start at: 1 +
Alignment: Left + Aligned at: 1.25" + Tab
after: 1.5" + Indent at: 1.5"
D. Compensation
A faculty member on faculty development leave may accept a grant for study,
research, or travel from any institution of higher education, from a chartable,
religious, or educational corporation or foundation, from any business enterprise, or
from any federal, state, or local governmental agency. An accounting of all grants
shall be made to the governing board of the institution by the faculty member. A
faculty member on faculty development leave may not accept employment from any
other person, corporation, or government, unless the Board of Regents determines
that it would be in the public interest to do so and expressly approves the
employment.
E. Rights Retained
a) A faculty member on faculty development leave shall continue to be a
member of the Teacher Retirement System of Texas or of the Optional
Retirement Program of the institution of higher education, or of both, just as
any other member of the faculty on full-time duty
b) The institution of higher education shall cause to be deducted from the
compensation paid to a member of the faculty on faculty development leave
the deposit and membership dues required to be paid by him to the Teacher
Retirement System of Texas or to the Optional Retirement Program, or both,
the contribution for Old Age and Survivors Insurance, and any other amounts
required or authorized to be deducted from the compensation paid any faculty
member.
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69
c) A member of the faculty on faculty development leave is a faculty member for
purposes of participating in the programs and of receiving the benefits made
available by or through the institution of higher education or the state to
faculty members.
F. Annual Vacation Leaves
Faculty members who have a nine-month (academic year) appointment do not accrue
annual (vacation) leave. In the case of faculty who hold twelve-month administrative
appointments, leaves are accumulated at a rate that depends upon the length of
service. The rates of accumulation and the maximum carry forward number of hours
are set forth in the University policy insofar as it applies to facultyPersonnel Manual.
The Manual sets forth nine (9) brackets ranging from seven (7) hours of accrued leave
and twenty-one (21) days of carry-over allowed in the first two (2) years to twenty
(20) hours of accrued leave and sixty-five (65) days of carry-over after thirty-five
(35) years.
GD.Sick Leave.
In cases where illness incapacitates a faculty member, arrangements for carrying on
his/her usual duties must be made through appropriate administrative channels with
the President of the University. Sick leave is accrued at a rate of eight hours (8) per
month for a full-time faculty member and at a pro-rated amount for less than fulltime. Sick leave is available for illness to the faculty member or for the faculty
member who is a caregiver to an immediate family member. The University operates
a sick leave pool through which accumulated sick leave time can be contributed and
withdrawn in case of catastrophic illness.
HE.
Family and Medical Leave.
Under the Family and Medical Leave Act (FMLA), an eligible faculty member is
entitled to up to twelve (12) weeks of non-salaried leave upon completion of twelve
months of service to the University. The faculty member is eligible for FMLA leave
after exhausting paid vacation and sick leave. FMLA is available for the following
reasons including: (1) birth and care of a new-born child, (2) adoption or foster care
of a child, (3) care of a spouse, child, or parent with a serious condition, or (4) the
occurrence of a serious health condition that renders the employee unable to perform
the functions of his or her job. For the full description of the University’s Family and Medical Leave Policy – (See MAPP 02.03.02)
5.1114 Leave of Absence Without Pay
A regular, full-time faculty member may be allowed a leave of absence without pay for a period
not to exceed one year upon approval by the President, Provost and Academic Dean. In granting
such leaves, the interests of the employing department and the University shall be given priority
consideration.
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During a leave without pay, service is not considered to be interrupted; however, benefits
associated with pay status are affected as follows:
1) Vacation, sick leave, and state service accruals are suspended.
2) Group insurance premium sharing contributions continue and group insurance coverage
may be continued provided the balance of premium payments is made to the Payroll
Department.
3) Tax-sheltered annuities become inactive.
4) Membership in the Teacher Retirement System or Optional Retirement Program becomes
inactive and contributions cannot be withdrawn.
5) A faculty member is not entitled to pay for holidays if on leave without pay status on
both the day before and the day after the holiday.
A leave of absence without pay implies intent from the faculty member to return to work and
implies intent for the University to return the faculty member to work. The employing
department is required to reinstate a faculty member to the former position or to one of similar
requirements and compensation upon expiration of a leave of absence without pay.
The President may extend the time after the said leave period upon the recommendation of the
faculty Ddepartment Cchair, Ddean, Provost and upon the approval of a leave of absence.
Failure to return to work upon expiration of a leave of absence shall result in the faculty
member’s termination.
A faculty member may be granted a leave of absence without pay if the best interest of the
University would be served. Such a leave may be granted provided it: (1) Does not extend
beyond the year of the fiscal year, and (2) is approved by the President.
Leaves without pay, which extend beyond thirty days must be in the best interest of the
University, such as research, advanced training, etc., leading to increased job ability. Applicants
for such leaves must have been in the continuous employment of the University for at least two
years. However, the University may grant leave without pay when the absence is due to illness,
which extends beyond available sick leave with pay.
There may be circumstances under which a leave of absence for purely personal reasons may be
justified. Such a request for leave should be made to the Department Chair amd DeanPresident in
writing. If such a leave is granted, the employee must arrange with the Human Resources
Department for a continuation of premiums in connection with group insurance and
hospitalization.
All leaves of absence must be properly reported. Failure to report leaves of absence is a violation
of University policy and state law. A faculty member who fails to properly report leaves of
absence may be subject to disciplinary or adverse action.
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71
5.1215 Faculty Absence From Regular Duties
A.
Conditions forfrom Absence fFrom Usual Duties
1) Authorized Travel. The University may authorize a faculty member to travel
in order to maintain his standing in the community of his professional peers
(i.e. regional and national meetings). Depending upon the availability of
funds, the faculty member will be reimbursed.
2) When appropriate, provisions are made to carry on the duties for the absent
person without additional expense to the University.
3) In case of military leave not to exceed fifteen (15) working days each year. A
faculty member who is called to state active duty as a member of the state
military forces by the governor because of an emergency is entitled to a paid
leave of absence without a deduction in salary in accordance with Section
431.0825 of the Texas Government Code.
3) A faculty member who is called to federal active duty as a member of the state
military forces may not receive the employee's state salary. This University
shall grant sufficient emergency leave as differential pay to a faculty member
on unpaid military leave if the faculty member’s military pay is less than the
faculty member’s state gross pay. The combination of emergency leave and
military pay may not exceed the faculty member’s actual state gross pay. This
is in accordance to Sections 661.903, 661.904, and 661.9041 of the Texas
Government Code.
B.
Absence From the State
State-appropriated funds may not be used to pay the salary of any officer or employee of the
University who is absent from the State for more than thirty (30) consecutive days during any
fiscal year, except where an official leave and authorized payment have been granted by the
Board of Regents.
5.13
If a faculty member is absent without meeting the requirements of University
approved leave (see above) the absence may be recorded as an unapproved Leave
without Pay, and the faculty member’s salary may be deducted as appropriate and /or
other discipline action may be taken.
5.146 Salaries and Compensations
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1)A.
Salary for Regular Long-term Faculty Members
Salaries and compensation for University faculty members are paid in equal
installments at a fixed rate for the portion of the year for which services are
contracted. For regular long-term faculty members this means nine equal payments
totaling full compensation, less required deductions for withholding taxes, social
security, group insurance, teacher retirement, and other deductions which the
employee may authorize. Faculty members may authorize payment of the ninemonth salary over a twelve-month period. The salaries of academic administrators
returning to the classroom shall be set in accordance with Texas Education Code
51.948 c.
2)B.
Salary fFor Ssummer School and Summer Employment Provision
Payment of summer session salaries is on a monthly basis for the period of the
contract. When the services of a faculty member terminate before the end of a given
month, as for example, in the case of a faculty member working only the first term of
the summer session, the salary check covering the period for which he is entitled to
compensation will be issued onat the firstlast day of the following month.
Formatted: Numbered + Level: 1 +
Numbering Style: A, B, C, … + Start at: 1 +
Alignment: Left + Aligned at: 0.5" + Tab after:
0.75" + Indent at: 0.75"
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Numbering Style: A, B, C, … + Start at: 1 +
Alignment: Left + Aligned at: 0.5" + Tab after:
0.75" + Indent at: 0.75"
Appointments to serve in the summer session are made annually. The needs of the
institution are the paramount factor in determining the appointments to be made. In
the summer session there are no promotions or salary increases., and employment
does not extend beyond the period specified.
Regular appointments to teach in the University, except for appointments made to
those persons who also serve also in administrative capacities, are made on a ninemonth basis for the regular academic year. Appointments to teach in the summer
session are not guaranteed based on the length of the summer term to which the
appointment is made.
The rate of salary paid for services during the summer session may not exceed the
salary rate paid the faculty member for the same or similar services during the
preceding regular academic year.
3) Salary Increments for Credits Earned
The following guidelines govern the awarding of salary increments based on
graduate credits earned:
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0.75" + Indent at: 0.75"
A. Annual Salary increments may be given to personnel for earning additional
credits toward an advanced degree in keeping with his/her rank and with the
recommendations of the department chairperson and dean, with the approval of
the President, for study done during a regular academic year.
Formatted: Indent: Left: 0.88", Numbered +
Level: 1 + Numbering Style: 1, 2, 3, … + Start
at: 1 + Alignment: Left + Aligned at: 1" + Tab
after: 1.25" + Indent at: 1.25", Tab stops: Not
at 1.25"
B. Salary increments may be given to a faculty member in keeping with his/her
rank and with the recommendations of the department chairperson and dean,
Formatted: Indent: Left: 0.88", Numbered +
Level: 1 + Numbering Style: 1, 2, 3, … + Start
at: 1 + Alignment: Left + Aligned at: 1" + Tab
after: 1.25" + Indent at: 1.25", Tab stops: Not
at 1.25"
February 7, 2014
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with the approval of the President, for study done during a regular academic
year.
C. Only graduate credit from an accredited institution applicable toward the
doctorate or equivalent professional degree will be considered. No increment is
granted for credit earned prior to the master’s degree.
5.15 Outside Private Employment
Full-time members of the faculty may engage in external consultation or other paid professional
services, provided such activities benefit the university and contribute to the professional
development of the individual. This privilege is subject in all instances to the conditions set forth
below. Failure to comply with this policy may subject an employee to disciplinary action in
accordance with the relevant portions of the University Faculty Manual, including reprimand,
suspension, or termination.
The first responsibility of the individual is to the university, and outside professional
commitments should not interfere with the person’s fulltime responsibility to the university.
No outside obligation should result in any conflict of interest involving the individual’s responsibilities to the university or to its programs, policies, and objectives. Consulting and other
professional agreements that represent actual or potential conflicts of interest must be avoided.
Use of university facilities, space, equipment, or support staff for consulting or other paid
professional activities is permitted only if a financial arrangement has been concluded between
the individual and the administration prior to the employee’s beginning the outside consulting or other paid professional service.
Individuals may not represent themselves as acting in the capacity of university employees when
conducting consulting or other paid professional activities. The university bears no responsibility
for any actual or implied obligations or liabilities incurred by the individual resulting from a
consulting or other paid professional agreement or activity.
Faculty who wish to arrange consulting or other paid professional activities must provide prior
written notification to their dean. Review by their dean of such activities will include
consideration of any real or apparent conflict of interest and the benefit of the proposed service
to the university. Each faculty member who engages in consulting or other paid professional
service, including teaching on a temporary basis at other institutions, must ensure that such
activities do not require commitments of time averaging more than one day per calendar week,
and must arrange such activities so as not to interfere with regular scheduled classes.
When any of an individual’s salary is paid from a fund for externally sponsored activities, the time allowable for consultation or other paid professional activities must comply with sponsor
requirements.
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Formatted: Indent: Left: 0.88", Numbered +
Level: 1 + Numbering Style: 1, 2, 3, … + Start
at: 1 + Alignment: Left + Aligned at: 1" + Tab
after: 1.25" + Indent at: 1.25", Tab stops: Not
at 1.25"
Outside employment includes both consulting activities and other compensated outside activities
of faculty members. Consulting work is defined as professional work performed outside
university auspices that are substantively related to the faculty member’s area of expertise and duties at the university. Outside activities refers to employment or business activities, other than
personal and private financial transactions) designated to enhance the income or wealth of the
faculty member but not directly related to his/her area of expertise as a faculty member.
Excessive involvement in outside employment can have a detrimental effect on performance of
professional duties. Such lowered professional performance will affect decisions regarding
promotion, tenure and salary.
A. Consulting. Members of the faculty of the University should not be discouraged from
providing consultation or other professional services on a private basis outside the
University. Such activities can benefit students by providing opportunities for enriched
teaching and research, thus supporting the basic academic benefit by having its faculty
maintain continuing contact with non-academic problems in the non-academic world.
Thus, the University encourages consulting activities, provided that such activities
present no conflicts of interest and do not diminish the quantity and quality of
professional services rendered to the university as part of faculty member’s duties and responsibilities.
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after: 0.63" + Indent at: 0.63"
B. Outside full-time employment. Members of the faculty may not accept regular fulltime employment with units outside the University because this action would be
divisive of loyalties and does not provide the return to the University indicated in item
1.
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after: 0.63" + Indent at: 0.63"
C. Conflict of interest. Conflicts of interests should be avoided in all instances of outside
employment. Conflict of interest in an academic institution means outside activity,
which intrudes upon the academic functions of teaching, scholarly activities, and
service to the University.
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Numbering Style: A, B, C, … + Start at: 1 +
Alignment: Left + Aligned at: 0.38" + Tab
after: 0.63" + Indent at: 0.63"
D. Use of University Facility and Equipment. A member of the University faculty shall
not use the University’s name, property, or staff for private gain. A faculty member may, with the approval of the appropriate University officer, engage in endeavors
which are in the public interest and which may include remunerable research,
consultation or other activity identified with and using University facilities.
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Numbering Style: A, B, C, … + Start at: 1 +
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after: 0.63" + Indent at: 0.63"
E. Contractual Research. Full time faculty members who wishes to conduct contractual
research projects must obtain approval of he department chairperson, the dean of the
respective school and the Provost. The teaching and library responsibilities of faculty
engaged in contractual research will be prorated in accordance with the percentage of
time devoted to the research project and in relation to the percentage of salary paid to
the researcher from the University.
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after: 0.63" + Indent at: 0.63"
F. Non-elective public office. Subject to the other provisions of this section, a member of
the faculty may hold other non-elective offices or positions of honor, trust, or profit
with the State or Texas or the United States if his holding the other offices or positions
is of benefit to the State of Texas or is required by state or federal law, and if there is no
Formatted: Numbered + Level: 1 +
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after: 0.63" + Indent at: 0.63"
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conflict between his holding the office or position and his holding the original office or
position for which the member of the faculty receives salary or compensation.
G. State office holders. A member of the legislative branch of the state may not be paid
from the state budget that funds the university although such a person is a member of
the instructional staff.
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after: 0.63" + Indent at: 0.63"
H. Reporting Requirement. Faculty members are not required to secure advance approval
for consulting or outside activities, but should be prepared to disclose the nature and
extent of the activities to the department chair, or dean.
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Alignment: Left + Aligned at: 0.38" + Tab
after: 0.63" + Indent at: 0.63"
5.168. Compensation Above Contracted Salaries
Faculty members who participate in special programs and projects, thatwhich are independently
funded, may find that additional compensation is available for those special services.
Participation in these special programs should be cleared with the Provostproper administrative
supervisors before a commitment is made. Should additional compensation be available for such
special programs and projects, it is to be handled through the regular procedures of the
University Fiscal Office; it is subject to the processes applied to regular compensation; and it is
subject to review by appropriate University officials, including the compensation unit of the
Office of Human Resources. .
5.19
Payday
Full-time and regular employees, except certain hourly employees, are paid on the first working
day of each month, unless the first working day falls on a holiday. (When this occurs, payroll
checks are issued on the next business day.) Deductions for retirement, social security, and
income tax are prorated and deducted from each paycheck. On the proper payday all employees’ payroll checks are released to designated individuals for each department on campus. The
department will deliver the check(s) to each employee.
On one payday each year, usually the last payday of the calendar year, each employee is required
to receive his/her check personally, upon producing the required identification and signing the
payroll printout.
Warrants of faculty members who owe the University past due bills may be held by the Fiscal
Office until the bills are paid. The Fiscal Office will establish procedures and guidelines for
holding and releasing such warrants. The University may also be required to withhold payment
to any faculty member who is indebted to a judgment creditor or the Federal Government for
past due income taxes, and to pay a specified amount of the member’s earned salary to the Federal Government in satisfaction of the debt.
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SECTION SIX
POLICY AND PROCEDURE FOR REGULAR INSTRUCTIONALGENERAL
FACULTY DSICIPLINE AND TERMINATION FOR FINANCIAL EXIGENCY OR
INSTITUTIONAL CONTINGENCY
6.0
General Disciplinary and Policy and Procedure Regular Instructional Faculty
A regular instructional faculty member found in violation of the applicable rules and regulations
of the Uuniversity or State may be subject to the following disciplinary actions ranging from
including: a formal warning, to a letter of reprimand, or suspension with or without pay,
mandatory or counseling, all of which from the University. Upon the occurrence of such a
violation, the academic unit of such faculty member shall establish a faculty be in writing and
made part of the faculty member’s personnel file. committee to review allegations of faculty
conduct that violate these rules. The immediate superior of the faculty member in question shall
review allegations of faculty violations of the applicable rules and make recommendations
accordingly. Faculty members shall retain the right to appeal any adverse review to a higher
administrative level and/or to thea duly constituted Ffaculty Hearinggovernance Ccommittee.
Some of the actions a faculty member may be disciplined for include but are not limited to the
following:
academic cause including, neglect of workload duties and responsibilities,
knowing and intentional destruction of university property;
sexual harassment;
violation of University policy; and
intentional or knowing violation of University or Board of Regents' order, rule or
regulation.
Except in the case of alleged sexual harassment, discrimination or retaliation, upon the
occurrence of such aforementioned violations, the Department Chair or Dean of such faculty
member shall complete an investigation into the allegations. If the Department Chair or Dean
determines that the allegations are true, the Department Chair or Dean may administer a
mandatory counseling, formal warning or letter of reprimand, and record such in the faculty
member's personnel file. All allegations of sexual harassment, discrimination, or retaliation
shall be referred to the Office of Human Resources for review and investigation. Faculty
members retain the right to appeal any formal warning, written reprimand or mandatory
counseling to the Provost. Such appeal shall be filed within 15 days of receipt by the faculty
member of the proposed disciplinary action; otherwise, the appeal is waived. The Provost shall
rule on the appeal within a reasonable period of time and his/her decision shall be final.
Prior to any recommendation that the faculty member's conduct deserves a suspension, the
Dean will confer with the Provost, General Counsel and Office of Human Resources. After
such consultation the Provost will inform the faculty member in writing of the proposed
suspension. A suspension may be appealed to the Faculty Hearing Committee. The appeal
shall be filed within 30 days of the receipt by the faculty member of the proposed disciplinary
action.
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6.1
Termination
Contingency
From
Employment
for
Financial
Exigency
or
Institutional
(Dismissal or removal of a faculty member with tenure or of a non-tenured faculty member
before the end of a specified term of appointment maycan be for one of the following causes:; 1)
Financial exigencies which are demonstrably bona fide, or 2) institutional contingencies such as
curtailment or discontinuation of programs, departments, or schools. Cases of bona fide
financial exigency or phasing out of institutional programs requiring a reduction of faculty may
give rise to exceptions to tenure regulations and/or other provisions on rank, tenure, promotion
and salary in the Faculty Manual. Such exigencies will be governed by provisions of the Faculty
Reduction Contingency Plan, as adopted by the Board of Regents. All Financial Exigency and
Faculty Reduction Contingency plans shall be developed through a process of shared
governance.
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SECTION SEVEN
POLICY AND PROCEDURES FOR REGULAR INSTRUCTIONAL FACULTY
DISCIPLINE,
DISMISSAL
7.0
Termination of Regular Instructional Faculty
Termination of the employment of a regular instructional faculty member who is on the tenure
track or who has been granted tenure and of all other faculty members before the expiration of
the stated period of their appointment, except by resignation, or retirement, or, pursuant to the
promotion and tenure process, shall be for good cause.
7.1 Good Causes
Serious professional or personal misconduct, as determined by University due process as set
forth in this Manualsection, constitutes good cause for termination. Serious professional or
personal misconduct includes, but is not limited to, the following:
A.
Commission of a misdemeanor involving moral turpitude, or a felony as defined by
state or federal law.
B.
Willful destruction of University property or violent disruption of the orderly operation
of the campus.
C.
Accepting or soliciting gifts that influence the discharge of one’s professional responsibilities.
A.D. Misappropriating and publishing as one’s own the ideas or words of another.
D.E. Misappropriation or illegal or serious misuse of State property, State funds, or funds
held by a faculty member as part of official duties.
B.F.
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Failing to meet the standards for tenure and promotion
G.
Violations of the Sexual Harassment Policy (see MAPP 02.05.11)
H.
Violations of Consensual Relationship Policy (see MAPP 02.05.10)
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E.I. Discrimination or harassment on the basis of race, color, national origin, religion, sex
or handicap.
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F.J. Violations of the EEO Policy (see MAPP 02.05.13)Gross neglect of professional
duties.
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C.K. Academic cause, including, neglect of workload responsibilities. Professional
incompetence. For tenured faculty, professional incompetence shall be addressed
through the post-tenure review process.
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G.L.
Mental or physical disablement of a continuing nature adversely affecting to a
material and substantial degree the performance of duties or the meeting of
responsibilities to the institution, or to students and associates.
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H.M. Illegal use, possession and distribution of drugs, narcotics, or controlled substances as
determined by University processes.
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I.N. Repeated intentional or knowing violation of a University or Board administrative
order, rule, or regulation.
J.O. Refusing to participate in the Failure to successfully complete a post-tenure process or
failure to successfully compete a post-tenure review professional development plan.
a.
7.2
Prior to any recommendation that the faculty member’s conduct deserves a termination, the dean must confer with the provost, General Counsel, and Office
of Human Resources. The provost will determine if such action should be
administered and will inform the faculty member in writing of the proposed
disciplinary action.
Presidential Authority
The President may suspend an accused faculty member pending immediate investigation or
speedy hearing as hereinafter provided when the continuing presence of the faculty member
poses a danger to persons or property or an ongoing threat of disrupting the academic process.
7.3
Immediate Dismissal
In cases of good cause where the facts are admitted in writing by the faculty member to the
President, or the individual has been convicted for an offense which constitutes good cause for
termination under this section, the President may immediately dismiss the faculty member.
SECTION EIGHT
THE APPEAL PROCESS
87.04 Request for Hearing by Regular Instructional Faculty
In all cases of proposed suspension or termination, where the facts are in dispute, the accused
faculty member shall be notifiedinformed in writing of the proposed disciplinary action or
terminationcharges by the Provost. Upon receipt of the noticecharges, the accused faculty
member may request a hearing before the Faculty Hearing Committee (FHC)a faculty hearing
committee. The request for hearing shall be submitted by the accused faculty member to the
Provost within thirty (30) calendar days of receiving the charges in writing. A hearing shall be
scheduled and commence within thirty (30) calendar days.
87.15 Faculty Hearing Committee
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The Faculty Hearing Committee (FHC) hearing committee shall be selected pursuant to Section
10.19.2 of the Faculty Manual. The FHC shall elect a Chair from among its members .
Each member of the hearing committee Faculty Hearing Committee shall be subject to challenge
for cause by the administration or by the faculty member. The Faculty Hearing Committee shall
determine by majority vote, excluding the challenged member, whether the challenged member
can serve with fairness and objectivity in the matter. If the hearing committee shall FHC
sustains the challenges, such faculty member shall be disqualified to sit as a member of the
hearing committee FHC, and shall be replaced by a different member in the pool. and as a
member of the Faculty Assembly in the manner prescribed by the Faculty Constitution.
87.26 Faculty Hearing Committee ProceduresProcedure
1)A. The committee chair shall provide at least fourteen thirty (3014) calendar days written
notice of the scheduled hearing date to the accused faculty member and to the University.
Notice shall be sent by certified mail and regular mail to his/her address of record. An
email will also be sent to the faculty member's University email address notifying him
or her of the fact that a notice has been sent
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2)B. In every hearing, the accused shall have the right to appear in person and to confront
and cross-examine witnesses who may appear. The accused may be assisted or
represented by an attorney.
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3)C. The accused faculty member shall have the right to testify, but the faculty member may
not be required to do so, butand may introduce evidence, written or oral, which may be
relevant or material to the defense.
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4)D. A stenographic or electronic record of the proceedings shall be taken and made
accessible to the accused.
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E.
The burden of proof shall be upon the administration to prove good cause by a
preponderance of the evidence. The accused faculty member has the same right.
5)F. Service on the Faculty Hearing Committee shall be a high priority University
responsibility for the duration of the hearing. Accordingly, administrators of FHC
members shall take reasonable steps to allow the FHC members time to attend the
hearing and deliberations for the duration of their service.
87.37 Representation
A representative of the University shall have the right to attend proceedings before the
FHChearing committee and to present witnesses and evidence against the accused faculty
member and in support of the charge brought against such faculty member, and such University
representative shall have the right to cross-examine the accused faculty member (if the faculty
member testifies) and the witnesses offered on behalf of the faculty member. The University
representative may be assisted by or consist of University counsel.
87.48 Committee Findings and Recommendation
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The hearing committeeFaculty Hearing Committee, by a majority vote of the total membership,
who were present for all sessions in which evidence was presented on arguments heard shall
have the right to vote. This attendance requirement may be waived by consent of the parties.
The FH Committee will reach one of the following recommendations by majority vote:
1. Confirmation of the action taken or decision made by the University.
2. Modification of the action taken or decision made by the University.
3. Dismissal of the action taken or decision made by the University.
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The FHC shall make written findings on the material facts and a recommendation of the
continuance or termination of the accused faculty member's tenure or appointment of the matter
on appeal within thirtytwenty-one (3021) calendar days after the hearing is concluded. AThe
copy of the original written findings and recommendation shall be delivered to the President,
Provost and a copy thereof to the faculty memberaccused. If minority findings or
recommendations are made, they shall be distributed in the same manner to the President,
Provost and the Faculty memberaccused within seven (7) calendar days after submission of the
majority report. A copy of the transcript and all material of the proceedings shallproceeding may
also be included in the materials delivered to the President.
87.59 Reviews and Decision by the President
The President shall review allthe materials and any additional written argumentsbriefs that the
parties wish to submit and approve, reject, or amend such findings and recommendations or
recommit the report to the same committee for hearing additional evidence and reconsidering its
findings and recommendations. In addition, the President may reject the Committee’s findings and/or recommendation and shall make a decision regarding termination of the accused faculty
member’s tenure or appointment. The President’s decision and reasons for approval, rejection,
remand or amendment of the committee's findings and recommendation. The decision shall be
stated in writing and communicated to the accused and made within ten (10) days a reasonable
period of time after receipt of the materials from the Faculty Hearing Committeehearing
committee.
87.610 Request for Board Review of President’s Decision
Upon written request by the faculty member, the Board may review the President’s decision. The request for review must be received in the Board of Regents’ Office within thirty (30) calendar days of the faculty member's receipt of the President’s decision. Such request should specifically identify and discuss any defects in procedure or substance, which require review and
reversal of the President's decision. The President may submit a written response to the request
for review to assist the Board in its deliberations. The Provost shall provide the accused faculty
member with fourteen (14) calendar day’s notice of the Board’s consideration of the matter.
87.711 Board Review
The Board shall decide by a majority whether to review the President’s decision. If the Board decides to not to review the President’s decision, the President’s decision shall be final. If the Board decides to review the decision, the hearing committee’s University Faculty Hearing
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Committee findings and recommendation, any briefs submitted, and the President’s decision and reasons for approval, rejection, or amendment of the Ccommittee's findings and recommendation
shall be delivered to the Board. The Board shall decide by a majority whether to approve, reject,
or amend the President’s decision or recommit the matter to the University Faculty Hearing
Committeehearing committee for additional evidence and reconsideration of its findings and
recommendation. The Board’s decision and its rationale for the decision shall be stated in
writing and communicated to the accused. The Board’s approval, rejection or amendment of the President’s decision shall be final.
7.12
Alternative Dispute Resolution
A faculty member subject to termination on the basis of a performance evaluation conducted
pursuant to Texas Education Code, Section 51.942 shall have the opportunity for referral of the
matter to a nonbinding alternative dispute resolution process as described in Chapter 154 of the
Civil Practice and Remedies Code.
87.813 Extension of Deadlines
Any deadline in this section may be extended upon mutual agreement of the parties. There shall
be no waiver of any provision herein if the deadlines are not met for any reason aside from
neglect.
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SECTION NINEEIGHT
GRIEVANCE PROCEDURES
98.0
Appeal of Denial of Rank, Tenure, Promotion, and Merit Raises.
The appropriate committee of the lowest academic unit for initial resolution shall hear all
disputes over denial of rank, tenure, promotion and merit raises.
A. Denial of Promotion:
If a departmental or school committee, the Dean, or the Provost denies application for
promotion, the faculty member may appeal to the University Rank, Tenure,
Promotion and Salary Committee (URTP&S) for reconsideration within thirty days of
the date of the Provost’s notification that promotion was denied. The URTP & S
Committee shall have thirty days to complete the hearing. The URTP&S Committee
shall confine its review to the record. The burden of proof shall be borne by the
faculty member. Within ten days of the conclusion of the hearing, the URTP&S
Committee shall in writing advise the Provost of the findings and the
recommendations. Within ten days of receipt of the committee’s findings, the
Provost shall forward the committee recommendation along with his/her own
recommendation in writing to the President and to the faculty member. If the
URTP&S Committee determines that promotion should be awarded, it shall report
this to the Provost for appropriate corrective action within ten days.
B. Tenure Denial
If a department or school committee, the dean or the Provost denies application for
tenure, the faculty member may appeal to the University Rank, Tenure, Promotion
and Salary Committee (URTP&S) for reconsideration within thirty days of the date of
first notification that tenure was denied. The URTP & S Committee shall have thirty
days to complete the hearing. The URTP&S Committee shall confine its review to
the record. The burden of proof shall be borne by the faculty member. Within ten
days of the conclusion of the hearing, the URTP&S Committee shall in writing advise
the Provost of the findings and recommendations. Within ten days of receipt of the
committee’s findings, the Provost shall forward the recommendation in writing to the
President and to the faculty member. If the URTP&S Committee determines that
tenure should have been awarded, it shall report this to the Provost for appropriate
corrective action within ten days. If recommendation for tenure is denied, the Office
of the President shall notify the faculty member no later than May 31st of the next-tolast year of probationary service that the subsequent academic year will be his or her
last year of employment.
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C. Merit increase appeals
Merit increase procedures are set out in Section 4.12 of this Manual. The faculty
person shall have the right to appeal the dean’s merit increase recommendation to the Provost within thirty days of notification of the merit raise. Within ten days of receipt
of the merit raise appeal, the Provost shall provide the faculty person an opportunity
to present his or her appeal directly to him/her, or in the alternative, the Provost may
delegate this review process to the University Rank, Tenure, Promotion and Salary
Committee to hear the appeal, make a finding of facts, and render a binding decision
to uphold, or overturn the decision of the dean. If the decision is overturned, the
Provost and the faculty person shall work together to determine an appropriate level
of merit compensation, using as a guide, where applicable, compensation awarded
other faculty in similar circumstances. To that extent, comparative information
relating to other faculty in like circumstances shall be made available to the faculty
person during the appeal process.
Documentation in the form of student evaluations (if available) and peer evaluations
of teaching, research, and scholarship must accompany the merit compensation
recommendations. Other evidence of research, scholarship, public, and university
service such as letters of appreciation, news articles, reports, publications, video
publications, awards, commendations, etc., shall also be forwarded with the
recommendations and made a part of the record.
If the Provost denies an appeal for a merit compensation award, and does not submit
it to the University Rank, Tenure, Promotion and Salary Committee, then the faculty
person shall have the right to appeal the decision of the Provost to the University
Rank, Tenure, Promotion and Salary committee within thirty days of such denial.
The University Rank, Tenure, Promotion and Salary committee shall have thirty days
to complete the appeal and forward a report to the Provost. If the committee
recommends reversal of the appeal and the Provost does not concur with the
recommendation of the committee, the recommendations of both the Provost and the
Committee shall be forwarded to the President, who shall make a final decision
within ten (10) days.
All decisions related to merit compensation shall be based solely upon the record as a
whole. The record in merit compensation reviews shall be the written documentation
evidenced by the annual review, activity reports and other substantiated and
corroborated information and data as described and made a part of the record by the
process and procedures contained herein and followed in the actual review. All
hearings shall be conducted in accordance with formal due process procedure, and a
written record or audio recording thereof shall be maintained and retained in the
faculty person’s file.
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D. General Grievances
a)1)
Policy
Texas Southern University encourages fair, efficient, and equitable solutions for
problems or disputes arising out of the employment relationship.
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This policy applies to grievances of faculty members concerning actions of
supervisors, department chairs, and deans as to work load, compensation, working
conditions, and infringement of academic rights., and incidents involving verbal
abuse or personal offense. It does not apply to issues covered by separate laws,
rules or policies, such as illegal discrimination, sexual harassment, and disputes
over tenure and promotion.
No faculty member will be retaliated against for filing a grievance or for aiding
another faculty member in the presentation of a grievance.
To the extent permitted by law, the confidentiality of the grievance process and
the records and documents related to it will be protected.
b)2)
Procedure
Pursuant to this policy, grievances may be brought against immediate supervisors,
department chairs, and deans. Depending on the level at which the grievance is
commenced, a sequence of steps is followed that can result in the resolution of the
grievance or an appeal to the president, whose decision is final in all cases.
Grievances that reach the Provost (Step Four) may be submitted to the University
Faculty Grievance Committee for an inquiry at the request of the grievant or at the
election of the Provost.
Step One
Prior to filing a written grievance, a faculty member will informally present his or
her grievance to the person who is its subject and the parties shall make a good
faith effort to resolve the issue or issues that are the subject matter of the
grievance.
Step Two
If informal efforts to resolve the grievance are not successful, the faculty member
may present the grievance in writing to the next higher administrative level for
consideration and action within five days of the completion of Step One.
Grievances against immediate supervisors shall be directed to the department
chair; grievances against a chair shall be directed to the dean; and those against a
dean shall be directed to the Provost.
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The party against whom the grievance is brought shall be provided a copy of the
written grievance by the Step Two administrator and shall have the opportunity to
respond to it in writing and submit documents or materials in support of his or her
position.
The Step Two administrator shall respond to the grievance within 10 working
days of notifying the party against whom the grievance is brought of the written
grievance. The time for responding can be extended for good reason by the
Provost or his or her designee, who shall do so in writing. The substance of the
grievance shall not be disclosed to the Provost or designee at the time a request
for an extension of time is made. Ordinarily, the extension period shall not
exceed five working days.
Step Three
If the grievance remains unresolved after the designated time period, or the
faculty member is not satisfied with the decision of the Step Two administrator,
the faculty member may file a written appeal to the next higher administrative
level.
The Step Three administrator shall respond within 10 working days of receipt of
the appeal unless the Provost has extended the time period in writing. The
substance of the grievance will not be disclosed to the Provost at the time the
request for an extension of time is made. Ordinarily, the extension period shall
not exceed five working days.
Step Four
If the grievance remains unresolved after the designated time period, or if the
faculty member is not satisfied with the decision of the Step Three administrator,
a further written appeal may be made to the Provost within five working days
after the completion of Step Three.
The Provost may consider the appeal or may forward the appeal to the University
Faculty Grievance Committee within five working days of receipt of the appeal.
The appeal may also be forwarded to the University Faculty Grievance
Committee if the grievant so requests when he or she submits an appeal to the
Provost.
If the Provost considers the appeal, he or she shall respond to the grievant within a
reasonable time, not to exceed 15 working days following receipt of the appeal. If
the University Faculty Grievance Panel conducts an inquiry and makes a
recommendation to the Provost, the Provost will respond to the grievant within 10
working days of receipt of the recommendation.
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Step Five
If the faculty member is not satisfied with the decision of the Provost, or a
response has not been made within the designated time, a written appeal may be
made to the president within five working days after the conclusion of Step Four.
The President shall respond by certified mail addressed to the home of the
grievant within 15 working days of receipt of the appeal. The decision of the
President is final.
Records
Upon completion of the grievance process, all recordings, documents, and
materials related to the processing of a formal grievance shall be forwarded to the
Provost for protected storage. The confidentiality of such records will be
protected to the extent possible under the law.
c)3)
University Faculty Grievance Committee
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a. Role
The University Faculty Grievance Committee shall be advisory to the Provost
and, at the request of the grievant or the Provost, shall make an inquiry into an
unresolved grievance and provide a written recommendation to the Provost
concerning its resolution.
b. Formation
The University Faculty Grievance Committee shall consist of one elected
faculty representative and one alternate from each of the schools of the
university. The election of representatives shall be coordinated by the faculty
governance organization of each school. Members will serve a three-year
renewable term; alternates shall serve and vote only in the absence of the
elected representative.
c.
Inquiry Procedures
Each grievance forwarded to the University Faculty Grievance Committee for
a fact-finding inquiry shall be assigned to a three-member panel randomly
selected from among the committee's members by the Provost or his or her
designee. The representative or alternate from the grievant's school shall not
be eligible for selection.
The panel shall choose a chair from among its members who will be
responsible for scheduling a time and place for the grievance inquiry. The
chair shall also request that the parties to the grievance submit written
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statements of their positions with regard to the grievance, and provide the
names of persons with relevant information and copies of relevant documents
concerning the grievance to the chair at least 10 working days before the
inquiry. The chair shall ensure that relevant documents are identified and
distributed to panel members and notify other persons with information
relevant to the inquiry of the need to appear at the inquiry.
During the inquiry, members of the University Faculty Grievance Panel may
ask questions of the parties and of other persons with information relevant to
the inquiry. The parties or their representatives shall not be allowed to
question witnesses except at the discretion of the chair.
All interactions between the panels, parties to the grievance, and other persons
questioned at the inquiry will be tape-recorded.
After the inquiry, the panel shall deliberate and provide a written
recommendation concerning the grievance to the Provost within a reasonable
time not to exceed 30 days. All materials and records concerning the
grievance inquiry shall be forwarded to the Provost with the recommendation.
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SECTION TENNINE
PARTICIPATION IN UNIVERSITY GOVERNANCE
109.0 Principle of Shared Governance
Texas Southern University subscribes to the Statement on Government of Colleges and
Universities formulated by the American Association of University Professors, the American
Council on Education, and the Association of Governing Boards of Universities and Colleges.
The statement recognizes that the interests of the Board of Regents, the University’s administration, and the faculty are coordinated and related and unilateral effort can lead to
confusion or conflict. Thus, Texas Southern University recognizes the “ inescapable interdependence” among the Board of Regents, the administration, the faculty, the students, and others. This joint venture involves several areas including: the determination of general
educational policy; academic planning; physical resources; budgeting, and selection of the
president; provost; academic deans and department chairs. The right of a board member,
administrative officer, or a faculty member to speak on general educational questions or about
the administration and operations of the individual’s own institution is part of the person’s right as a citizen and should not be abridged by the institution. There exist, of course legal bounds,
relating to defamation of character, and there are questions of propriety.
109.1 Academic Committees
University Council on Teacher Education. The University Council on Teacher Education
recommends to the Provost policies for the supervision of all university programs in teacher
education, which may terminate in the granting of a provisional or professional certificate.
Graduate Council. The chief function of the Graduate Council is to formulate policies and
regulations, which will assure maintenance of a high level of scholarship in graduate programs
and courses. Specifically, the Council is concerned with the development and approval of new
programs and courses, the admission of graduate students, the evaluation of graduate programs
and the approval of candidates for graduation. The Graduate Council reports to the Dean of the
Graduate School.
Faculty Research Committee. The Faculty Research Committee is composed of faculty
members from all schools and colleges, which comprise the academic organizational structure of
the University. The Committee is responsible for facilitating the accomplishment of the
University’s research objectives consistent with its added designation as a special purpose institution of higher education for urban programming.
Faculty Excellence Awards Committee: A committee of 8 tenured faculty, one each from the
colleges/schools, and one from the library, will be selected by the faculty assembly to make
selections of faculty excellence awards.
University Library Committee. The University Library Committee serves as an advisory group
to the University Librarian.
Rank, Tenure, Promotion and Salary Committee. A Review Committee composed of elected
representatives from each academic unit of the University and the Faculty Assembly.
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Faculty Hearing Committee. This is a standing committee of seven members appointed on a
case by case basis by the President of the University from a panel of ten to fifteen names of
tenured faculty members elected by the Faculty Assembly.
Faculty Grievance Committee. The Faculty Grievance Committee will be advisory to the
Provost and, at the request of the grievant or the Provost, will make an inquiry into an unresolved
grievance and provide a written recommendation to the Provost concerning its resolution.
Advisory Committee. This is a standing committee of five members appointed by the President
of the University from a panel of ten to fifteen names of tenured faculty members elected by the
Faculty Assembly.
109.2 University Administrative Committees
All standing committees of the University are appointed and approved by the President of the
University, and the President as deemed may make additions to the membership appropriate.
Deans’ Council. The Deans’ Council, chaired by the Provost, serves as the chief advisory and consultative body to the Provost. The faculty representatives to this Committee are the Faculty
Chairperson and the Faculty Vice-Chairperson.
The Academic Council, chaired by the Provost, serves as the chief advisory and consultative
body to the Provost. This Council included an array of faculty and staff who deliberate on
academic matters that extend beyond issues addressed by the Deans’ Council. The faculty
representatives to this are the Faculty Senate/ Assembly Chairperson and the Faculty Senate/
Assembly Vice- Chairperson.
Advisory Committee on Admissions, Registration and Financial Aid. The Committee reviews
and makes recommendations regarding policies involving: (1) the qualifications of applicants for
admission, (2) registration planning and implementation, and (3) student financial aid. The
chairperson of the Faculty Senate/Assembly shall appoint two faculty members to this
committee.
Applicants that clearly satisfying admission requirements are admitted without referral to this
Committee.
Budget Committee. The University Budget Committee, chaired by the President, meets to
review budgets submitted by the Deans and Heads of individual departments and participates in
hearings of various budgets. The chairperson of the Faculty Senate/Assembly shall appoint two
faculty members to this committee. One such person can be the Chairperson.
University Committee on Employee Relations. (Employee Relations, Policy Committee). The
University Committee on Employee Relations reviews and monitors the working conditions and
employment relations of University employees. It also develops and recommends programs of
employee benefits. The Committee reports to the President. The chairperson of the Faculty
Senate/Assembly shall appoint two faculty members to this committee.
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NOT AGREED
The President’s Executive Academic Advisory Council. The President’s Executive Academic
Advisory Council serves as an advisory and consultative body to the President of the University.
It is a deliberative body for policy formulation related to major administration and executive
decision academic matters. The presiding officer of the Council is the President of the
University. The President’s Council meets weekly or at the call of the President. The Faculty
Chairperson shall represent the faculty on the President’s Executive Council. The Council will
also include the Provost, Deans of each school/college and other members of the Faculty Senate
as deemed necessary.
The Council is composed of the President, Provost, Vice President for Fiscal Affairs, Vice
President for Facilities and Planning, Associate Provost for Student Services, Executive
Assistant to the President, General Counsel, Associate Provost for Academic Affairs, and
Associate Provost for Research/Dean of the Graduate School, as well as such other persons as
the president may from time to time select.
The President’s Cabinet. The President’s Cabinet includes the President and his/her direct reports and meets at the discretion of the President.
10.3 Department/ College/ School Committees
Membership of academic unit committees shall be based upon an election/ selection process at a
duly convened faculty meeting for such purpose.
109.43
Faculty Participation in the Selection of University Personnel
See Section 2.13 above.
109.54 Faculty Organization
The Faculty Constitution outlines the role of the faculty in University governance.
The Faculty Assembly and the Faculty Senate are the officially recognized faculty representative
bodies of the University. All members of the faculty are members of the Faculty Assembly. The
Faculty Senate is the administrative arm of the Faculty Assembly.
The faculty at Texas Southern University, as officers of the University, takes an active role in the
governance of the University through their involvement in the Faculty Assembly and Faculty
Senate, through their participation in faculty meetings called by the departments, schools, or
colleges of the University, and through their service on department, school, college, and
university committees.
As indicated above, there are two official bodies through which the faculty exercises its
prerogative in formulating policies and regulating the procedures, which affect the general
welfare of the academic program at the University. The faculty has the major responsibility in
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making recommendations in such matters, and this responsibility is carried out through the
Faculty Assembly and the Faculty Senate.
A description of the duties and responsibilities of each of these bodies follows:
The Faculty Assembly. The Faculty Assembly is the official legislative body of the faculty
affecting the educational program of the University and the general welfare of the TSU faculty.
The recommendations of the Faculty Assembly are made to the Provost or directly to the
President for appropriate action. All of the Faculty Senate’s decisions, however, are subjects to review by the Faculty Assembly.
Faculty Assembly Committees:
University Committee on Rank, Tenure, Promotion and Salary
Faculty Advisory Committee
Faculty Hearing Committee
Faculty Grievance Committee
Budget Committee
Faculty Excellence Award Committee
The Faculty Assembly may establish other committees for specific tasks and for specified
durations, as it deems necessary.
These committees may be joint committees with
representatives from the student body or from other groups.
The Faculty Senate. The Faculty Senate serves as the executive body of the Faculty Assembly,
deriving its authority from the Faculty Assembly. It shall discuss and adopt resolutions upon
matters relating to University life. It shall make preliminary formulations of educational policies
or plan programs and make recommendations to the Assembly. Its recommendations are subject
to review by the Faculty Assembly.
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Section Ten – Appendices
Faculty Constitution
Faculty By-laws
List of members of the Board of Regents
Summary of Selected University Policies
Equal Opportunity Policies
A. Drug and Alcohol Policies
B. Nepotism Policy
C. Sexual Harassment Policy
D. Ethics Laws for State Officers and Employees
E. Expert Witness Report
F. Faculty Consulting Policy
G. Intellectual Property Policy
H. Copyright Policy
I. Patent Policy
Annual Faculty Review Forms
Appointment of Academic Administrators Form
Form for Survey of Academic Administrators
Tenure and Promotion Standards Promulgated by the Colleges
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Formatted: Bulleted + Level: 1 + Aligned at:
0.25" + Tab after: 0.5" + Indent at: 0.5"
94
FACULTY CONSTITUTION*
TEXAS SOUTHERN UNIVERSITY
3100 Cleburne
Houston, Texas 77004
CONSTITUTION AND BYLAWS
OF
THE FACULTY ASSEMBLY
AND
FACULTY SENATE
Approved by the Board of Regents of Texas Southern University______________________
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SECTION I
THE CONSTITUTION OF THE FACULTY ASSEMBLY
AND THE FACULTY SENATE
PART I
THE FACULTY ASSEMBLY
ARTICLE I
FUNCTIONS OF THE FACULTY
The faculty of the University shall perform the following functions in regard to the academic
operation of the university: approval of degrees; curriculum planning; determination of
requirements for earned degrees; establishment of academic regulations, recommendation of
candidates for appointment, tenure, retention, and promotion; participation in the selection and
evaluation of academic administrators; and consider matters that affect the welfare of the
members of the faculty.
The Faculty Assembly is the official policy making body of the Texas Southern University
(TSU) faculty. It is the faculty’s vehicle for participation in the shared governance of the university.
The recommendations of the Faculty Assembly are made to either the Provost or directly to the
President of the University for appropriate action or for endorsement to the Texas Southern
University Board of Regents. The Assembly may delegate such powers as it chooses to the
Faculty Senate. All decisions and/or actions of the Faculty Senate, however, are subject to
review, endorsement or repeal by the Faculty Assembly.
ARTICLE II MEMBERSHIP
The Faculty Assembly (Assembly) shall consist of all instructional personnel of TSU with the
rank of instructor or above, including professional librarians of faculty rank. The President,
Provost, Deans and other administrators with faculty rank, including assistant and associate
deans are members; but they may not hold office or vote during the election of officers of the
Assembly, or on any matter before the Assembly. All persons identified above are automatically
members of the Faculty Assembly.
ARTICLE III
ORGANIZATION
Faculty Chairperson: The Chairperson of the Assembly shall be a tenured member of the faculty
and shall be elected by the Assembly for a term of two (2) years and shall be the presiding
officer of the Assembly. The Chairperson shall have only such other duties and responsibilities
as specifically designated in the Constitution and Bylaws or as may be granted by vote of the
Assembly membership or the Faculty Senate. It shall be the responsibility of the Chairperson to
transmit all decisions and recommendations of the Assembly to the President of TSU, either
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directly or via the Provost or to the Provost through the appropriate TSU Vice President, with a
copy being submitted simultaneously to the Assembly Vice Chairperson. The Chairperson shall
inform the Assembly within fifteen (15) university working days of the status of the
recommendations made by the Assembly. The Chairperson and the Secretary of the Assembly
shall maintain (in duplicate) a certified file of all proceedings of the Assembly. Such file(s) shall
be accessible for review by faculty members upon request.
To serve as assembly chairperson a faculty member must be a full-time faculty person in school
or college must hold a joint appointment in two or more schools or colleges of Texas Southern
University, and have had 5 or more years of full-time employment at TSU as a member of the
instructional staff.
A member of the Assembly may not hold the position of Faculty Assembly Chairperson for more
than two (2) consecutive terms unless continued service is requested by the Assembly and is
subsequently confirmed by a two-thirds (2/3) vote of the Assembly members present at the
election.
Faculty Vice Chairperson: The Assembly shall elect a Vice Chairperson, who must be a tenured
faculty member, to serve for a term of two (2) years. This person shall be chairperson pro-tem
and shall preside over the Assembly in the absence of the Chairperson or at the pleasure of the
Chairperson. It shall be the responsibility of the Vice Chairperson to communicate all decisions
of the Assembly to the appropriate persons when acting as presiding officer of the Assembly, and
to follow the same rules and guidelines that apply to the Chairperson.
A member of the Assembly may not hold the position of Vice Chairperson for more than two (2)
consecutive terms unless continued service is requested by the Assembly and subsequently
confirmed by a two-thirds (2/3) vote of the Assembly members present at the election. To serve
as Assembly Vice Chairperson a member must have had five (5) or more years of full time
employment as a member of the TSU instructional staff.
Faculty Secretary: The Assembly shall elect a Secretary to serve for a term of two (2) years.
The Secretary shall oversee the keeping of a correct record of the proceedings of the Assembly
and of the Faculty Senate, shall supervise the transcription and processing of minutes of the
meetings of the Assembly, and have these edited and distributed to members of the Assembly
and/or Faculty Senate within twenty (20) working days following each Assembly meeting.
A member of the Assembly may not hold the position of Secretary of the Assembly for more
than two (2) consecutive terms unless continued service is requested by the Assembly and is
subsequently confirmed by a two-thirds (2/3) vote of the Assembly members present at the
election.
Editor: The Assembly shall elect an Editor of the Faculty Speaks to serve for a term of two (2)
years. The Editor shall bear primary responsibility for communicating information from the
Faculty Assembly and Faculty Senate to the University’s faculty. This includes the publication of the newsletter “The Faculty Speaks.” February 7, 2014
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A member of the Assembly may not hold the position of Editor for more than two (2)
consecutive terms unless continued service is requested by the Assembly and is subsequently
confirmed by a two-thirds (2/3) vote of the Assembly members present at the election.
Faculty Treasurer. The Assembly shall elect a Treasurer to serve in that position for a term of
two (2) years. This person shall keep accurate accounts and records of all funds budgeted by the
Assembly. The Treasurer shall also collect and disburse any and all funds which the Assembly
and the Faculty Senate may collect or assess. The Faculty Treasurer shall have such other duties
and activities as determined by the Assembly and the Senate. The Treasurer shall make a
written, official, fiscal report semi-annually to the Assembly and shall make additional reports
upon request from the Assembly or from the Chairperson.
A member of the Assembly may not hold the position of Treasurer’ for more than two (2) consecutive terms unless continued service is requested by the Assembly’ and is subsequently confirmed by a two-thirds (2/3) vote of the Assembly members present at the election.
Faculty Parliamentarian. The Assembly shall elect a Parliamentarian to serve in that position for
a term of two (2) years. This person shall have the duty to serve as the authority on procedures
regarding the conduct of Assembly and/or Senate meetings, and shall answer all questions
incidental thereto. Robert’s Rules of Order, latest edition, shall be recognized by the Assembly
as the procedural authority of the Assembly.
A member of the Assembly may not hold the position of Parliamentarian for more than two (2)
consecutive terms unless continued service is requested by the Assembly and is subsequently
confirmed by a two-thirds (2/3) vote of the Assembly members present at the election. To serve
as Parliamentarian, a member shall have had two (2) or more years of full-time employment as a
member of the TSU instructional staff.
Faculty Assembly / Faculty Senate Counsel. The Faculty Assembly/Faculty Senate Counsel
(Counsel) shall be a tenured faculty member of the Assembly who is licensed to practice law in
Texas. To serve as Counsel, a member shall have had five (5) or more years of full time
employment as a member of the TSU instructional staff.
The Counsel shall advise the Assembly and Senate on legal matters and shall represent the
Assembly and Senate in all legal affairs and proceedings. The Faculty Chairperson shall appoint
the Counsel for a term of two (2) years with confirmation being made by the Faculty Senate.
The member may not hold the position of Counsel for more than two (2) consecutive terms
unless continued service is requested by the Faculty Chairperson and is subsequently confirmed
by a two-thirds (2/3) vote of the Faculty Senate members present at the confirmation.
ARTICLE IV
MEETINGS
A. General and Special Meetings: The Chairperson, or in his/her absence, the Vice Chairperson,
shall convene the Faculty Assembly meetings through written notices which are circulated at
least ten (10) days in advance of the meeting date, except under emergency circumstances.
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At least two (2) meetings shall be convened during each academic year. Special meetings
may be called at the written request of ten (10) percent of the membership at large or by
seventy-five (75) percent of the faculty’ of any College or School when such a request is presented to the Chairperson or Vice Chairperson. The Chairperson or Vice Chairperson
must respond to such requests for special meetings by circulating a written notice of the
special meeting call within three (3) university working days subsequent to receiving the
petition or request.
B. Agenda: The Chairperson, Vice Chairperson and the Secretary shall determine the agenda
for all meetings except emergency’ or special meetings. Emergency and special meetings shall be called for a specific purpose and that purpose shall determine the agenda and shall be
so stated in any meeting notices. All meeting notices shall contain an agenda. Except in the
case of special or emergency meetings, members of the Faculty Assembly may submit or
communicate in writing to the Chairperson or Vice Chairperson any items for consideration
on the agenda under the general headings of either old or new business. Such submissions
for inclusion on the agenda may be made up to and including five (5) university working
days before the scheduled meeting. Any items not completed on a meeting agenda must be
included on the next available meeting agenda unless these items have been indefinitely
suspended by a vote of the assembly, are tabled until a specific date, or are handled by the
assembly in some other manner consistent with Robert’s Rules of Order, latest edition.
C. Quorum: A quorum shall consist of ten (10) percent of the Assembly’s membership, or thirty five members, whichever is smaller.
D. Succession: In the absence of the Chairperson and Vice Chairperson, the succession for
presiding officer shall go from the Vice-Chairperson to the Secretary to the Treasurer to the
Parliamentarian to the Assistant Secretary, and then to any member of the Assembly so
elected by the Assembly.
ARTICLE V
AMENDMENTS
This Constitution may be amended by a three-fourths (3/4) vote of the members present and
voting at a meeting called for that purpose. The amendments (additions and/or changes) shall be
distributed to the membership at least thirty (30) calendar days prior to any meeting at which a
vote is required; such a meeting must be called and the agenda distributed at least ten (10)
working days in advance of such a meeting.
ARTICLE VI
COMMITTEES
A. University Committee on Rank, Tenure, Promotion and Salary: The Faculty Assembly shall
elect annually tenured faculty members to serve on the University Committee on Rank,
Tenure, Promotion and Salary. The composition of the Committee shall be as follows: One
(1) member from the College of Humanities, Fine Arts and Social Sciences, one member
from the College of Science and Technology; one (1) member from the library faculty; one
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(1) member from each of the remaining Schools and Colleges within TSU. No “current department chair or other faculty member who currently holds an appointment that reviews
matters within the jurisdiction of the Committee may serve as a member of the committee.
Members of this Committee shall serve two-year terms, but terms shall be staggered so that
approximately one-half of the committee members’ terms shall expire in alternate years. The functions of the Committee are to (1) review the recommendations and the denials thereof
which originate at the library, departmental, school, and college levels with regard to rank,
tenure, promotion and salary; (2) monitor the processes and criteria by which faculty
members are promoted or advanced from one rank to another; (3) monitor compensation with
regard to merit pay, salary disparity, and salary inequity; and (4) make such reports to the
administration as might be appropriate based upon its reviews and findings.
B. Faculty Advisory Committee: This Committee shall be constituted according to the
provisions called for in the TSU Faculty Manual.
C. Faculty Hearing Committee. This Committee shall be constituted according to the provisions
called for in the TSU Faculty Manual.
D. Budget Committee: This Committee shall be constituted as provided for in the TSU Faculty
Manual.
E. Committee on Inquiry: The Committee on Inquiry shall be a standing committee of the
Assembly whose members have Ad Hoc status and who are appointed by the Assembly
Chairperson. The purpose of this Committee shall be to provide a mechanism for faculty
members, individually or collectively, to initiate inquiry into matters pertaining to
administrative impropriety. The charge of this Committee shall be to determine if there
exists a substantial basis for any complaint lodged by the faculty or a faculty member.
Should the Committee determine that there is sufficient evidence to warrant an inquiry, it is
further vested with plenary power to investigate charges identified in the faculty’s complaint and to report formally its findings and/or recommendations to the Faculty Assembly, Faculty
Senate, the President of the University, and/or the TSU Board of Regents, as well as to any
other involved parties. Access to the Committee’s services can be achieved through: (1) written petition by the aggrieved party to the office of the Faculty Assembly, (2) through the
office of the Provost, or (3) to the office of the President.
F. Advisory Committee to the Faculty Manual:
provided for in the TSU Faculty Manual.
This Committee shall be constituted as
G. Faculty Research Committee: This Committee shall be constituted as provided for in the
TSU Faculty Manual.
H University Library Committee: This Committee shall be constituted as provided for in the
TSU Faculty Manual.
I. Faculty Grievance Committee: This Committee shall be constituted as provided for in the
TSU Faculty Manual.
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J. Other Committees: The Faculty Assembly and Faculty Senate may establish other
committees for any specific task and for any’ specified duration of time. Such committees may be joint committees, with representatives also being drawn from the student body or
from other bona fide campus groups.
K. University Administrative Committees: Faculty representatives are appointed to all
university administrative committees as provided in the TSU Faculty Manual.
ARTICLE VII
OTHER REPRESENTATIVES
The Faculty Chairperson shall be a member of the Academic Council (Deans Council) as well as
the President’s Council. The Faculty Vice-Chairperson shall be a member of the Academic
(Dean’s) Council. The Faculty Chairperson, Vice Chairperson, or their designee may represent the Faculty Assembly and Faculty Senate on or before all committees and in all meetings to
ensure the ongoing liaison with the TSU administration and thus shall represent the TSU faculty
in all matters affecting the university faculty’s welfare.
ARTICLE VIII
REMOVAL AND RECALL
A. Officers: All representatives and officers elected by the Assembly are subject to recall or
dismissal from their duties by a three-fourths (3/4) vote of the Assembly’s membership. Grounds for dismissal shall include, but are not limited to (1) failure to fulfill the duties and
responsibilities of the office; (2) moral impropriety; (3) misuse of the power or information
associated with the office; (4) misuse of Assembly funds; (5) misrepresentation of any
material facts that affect the Assembly and its relations with other organizations or entities
within or outside the University. In all cases, the Assembly is the final arbiter of misconduct,
impropriety or malfeasance; and the Assembly may establish whatever rules or definitions of
these terms, which it chooses.
The procedure for recall or dismissal shall be by submission of these issues as agenda items
or as privileged motions from the floor, in accordance with Roberts Rules of Order, latest
edition. Under no circumstances may the person who is the subject of a recall or dismissal
preside over the meeting that is to decide the issue. When submitted as an agenda item, this
item must appear on the agenda of the next available meeting.
When this agenda item is reached, charges and debates of charges are initiated via a motion
to recall or dismiss. This motion is not subject to amendment, subsidiary motion,
postponement, or reconsideration. Recall or Dismissal is accomplished only when the motion
to recall is passed by a three-fourths (3/4) vote of the Assembly membership.
This action vacates the office and the Assembly may elect a replacement for the person
dismissed or recalled to fill the remainder of the term of office, and may do so immediately if
the Assembly so chooses.
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B. Committee Members: A member of any committee formed by the Assembly may be
removed from that Committee by the Chairperson of that Committee if he/she is absent
without cause from three (3) consecutive sessions, including called meetings. A substitute
member may be appointed by the Committee Chairperson with the approval of the Faculty
Chairperson.
ARTICLE IX
VACANCIES
A member may resign from his elective office for personal reasons or will be considered to have
resigned if he/she is away from the University for one (1) or more academic semester. All
vacancies arising from such resignations shall be filled by election within thirty days of the
Chairperson’s having been apprised of the resignation. However, if a member receives a paid leave of absence or a sabbatical leave, and then a replacement shall be elected within thirty days
of the leave having been made known to the Faculty Chairperson. The replacement member
shall serve temporarily in the position until either the faculty member returns from leave or until
the originally elected faculty member’s term of office expires. The resulting part-term service in
the elective office shall not be counted towards the maximum number of consecutive terms,
which a member can serve.
Vacancies in the office of the Chairperson of the Assembly shall be filled by elevation of the
Vice Chairperson to Chairperson and by the election of a new Vice Chairperson by the
Assembly.
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PART II
FACULTY SENATE
ART1CLE I
SCOPE
The Faculty Senate shall serve as the executive body of the Faculty Assembly. It derives its
power from the Faculty Assembly and is responsible to the Assembly. It shall have power to
discuss and to adopt resolutions upon matters relating to University life. It shall make
preliminary formulations of educational policies or plan programs and make recommendations to
the Assembly. Its recommendations and/or decisions and actions are subject to review, approval,
or rejection by the Faculty Assembly.
ARTICLE II
MEMBERSHIP
The membership of the Faculty Senate shall consist of the elected officers of the Assembly, the
Parliamentarian, the Deans (as associate, non-voting members), the Faculty Assembly/Senate
Counsel, and twenty-one (21) elected representatives chosen such that there shall be not less than
one (1) representative from each of the University’s schools and colleges and from the
University Library. Representatives shall be full time faculty and staff. Further, in compliance
with the rule that there must be at least one (1) representative from each unit, election of the
remaining representatives shall be carried out by the University’s Schools and Colleges in a manner proportionate to the number of students enrolled in each school or college. The
apportionment shall be based on the University 20th day full-time equivalent enrollment figures
for the preceding year’s fall term. Each Senate member shall serve a term of two (2) years.
ARTICLE III
ORGANIZATION
The Faculty Chairperson shall be the presiding officer of the Faculty Senate. The Faculty
Chairperson and the Vice Chairperson shall each maintain a file of all the proceedings of the
Faculty Senate. It shall be the responsibility of the Faculty Chairperson to transmit all of the
Senate’s decisions, actions and/or recommendations to the Faculty Assembly for its review, approval, disapproval, information, or action.
The Vice Chairperson shall serve as Chairperson pro-tem and shall preside in the absence of or at
the pleasure of, the Chairperson. In the absence of the Chairperson and Vice Chairperson, the
succession for presiding officer of the Senate shall go from Vice Chairperson to the Secretary to
the Treasurer to the Parliamentarian to the Assistant Secretary, and then to any member of the
Senate so elected by members of the Senate.
The Secretary and Assistant Secretary of the Assembly shall keep records of the proceedings of
the Senate’s meetings via audio or videotaped recordings and shall transcribe, process, and February 7, 2014
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distribute these proceedings to the Senate members not less than five (5) days prior to the next
Senate meeting.
ARTICLE IV
MEETINGS
The Faculty Senate shall meet regularly at a time specified by the Chairperson on the first
Thursday of each month, September through May. However, if the regular meeting day is a
University holiday, the meeting shall convene on the following Thursday.
Special meetings shall be called by the Chairperson, or in his absence, by the Vice Chairperson.
Special meetings can also be called pursuant to the written request of eight (8) or more members
of the Faculty Senate.
A. Agenda: The Chairperson, the Vice Chairperson, and the Secretary of the Senate shall decide
the agenda for each meeting. Members who wish to have any particular matter included on
the agenda shall communicate this wish in writing to the Faculty Chairperson or the Vice
Chairperson at least five (5) days in advance of the desired meeting date. Every effort shall
be made to include such items on the agenda of the next available meeting.
B. Quorum: Forty (40) percent of the Faculty Senate membership shall constitute a quorum for
any meeting of the Senate.
C. Absences. If a member is absent from two (2) successive regular meetings, the Chairperson
shall report this neglect of duty to the Senate. The Chairperson shall then notify the
offending member and request that the member attend the next meeting. If absences persist,
the Chairperson shall give notice to the member that an action for removal will be initiated.
The Chairperson shall subsequently present the information about the offending member to
the Senate for appropriate action. The Senate shall vote either to remove or retain the
offending member. If the Senate votes to remove the member, the Chairperson shall notify
the affected academic unit in writing that its offending member has been removed, shall give
the reason for the removal, and shall indicate the unit’s need to elect a replacement within thirty days.
ARTICLE V
ELECTION OF THE FACULTY SENATE
Election to the Senate shall be conducted in a meeting called specifically for that purpose by the
Deans of the respective Colleges or Schools. The representative of the Graduate School shall be
elected by the Graduate School faculty. The head librarian shall assemble the professional
librarians having faculty rank to elect their representative.
The election of Faculty Senate members shall occur no later than the 30th day of April of each
odd numbered year. The election shall be by balloting, in conformity with the Bylaws of the
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Faculty Assembly and of the Faculty Senate; and the results shall be communicated in writing to
the Chairperson on or before May 1st of an election year.
ARTICLE VI
COMMITTEES
A. Committee Responsibilities of Chairperson and Vice Chairperson: The Chairperson and
Vice Chairperson shall serve on the Academic Council (Deans’ Council). One or both shall report to the Faculty Senate and the Faculty Assembly when necessary. The Chairperson
shall be a voting member of the Academic Council (Deans Council). The Vice Chairperson
shall be a non-voting member, except when serving in the absence of the Chairperson. The
Chairperson, Vice-Chairperson or their designated representative shall attend all Board of
Regents. Faculty representation on other University committees may be necessary and may
even be requested by the President of the University or one of the University Vice Presidents.
Names of persons to serve on these committees shall be given to the President or Provost by
the Chairperson as per request.
B. Benefits and Insurance Committee. The Faculty Senate shall elect biennially a Benefits and
Insurance Committee consisting of five members who shall review and advocate the faculty’s interest and protection with regard to the benefits offered to the University’ employees. Joining the appointed Committee shall be a representative or representatives from the
Administration and from the non-Instructional personnel. Thus, the Committee shall consist
of seven (7) members unless a larger number is authorized by the Faculty Senate or by the
University President. However, the number of Committee members shall not exceed a total
of nine (9).
C. Review of Administrative Personnel. The evaluation of the administrative personnel
including the President, Vice-Presidents, the Deans, and the Department Chairpersons is
conducted on an annual basis using instruments that have been approved by the Board of
Regents as part of the normal operations of the University. The Faculty Senate shall monitor
the annual evaluation of administrators and access to these evaluations shall be made
available to the Faculty Senate.
ARTICLE VII
RECALL AND REMOVAL
SENATORS: Members of the Faculty Senate are subject to recall and dismissal by the unit
(division, department, school, etc.), which elected them as its representative. The procedure for
this process shall be determined by the affected unit.
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SECTION II
BYLAWS OF THE FACULTY ASSEMBLY
AND FACULTY SENATE
ARTICLE I
DATE OF ELECTION
The election for all offices, committees, and representatives of the Assembly and of the Faculty
Senate shall be held no later than the thirtieth 30th day of the month of April in an election year.
The election year shall be each odd numbered calendar year and shall be considered as the time
when all terms of office shall have expired unless these terms are elsewhere in this document
stated to be different. All election results are to be reported immediately to the Faculty
Assembly Chairperson.
Newly elected officers shall take office at the beginning of the fall semester following their
election.
ARTICLE II
NOMINATIONS AND ELECTIONS OF OFFICERS
A member shall not be nominated for any elected office unless he/she is present at the meeting
and accepts the nomination. In the event of an unavoidable absence, he/she shall file written
acceptance with the presiding officer, or the written acceptance shall be furnished the presiding
officer by the person making the nomination at the time of the meeting to elect officers.
Voting shall be by ballot. An Ad Hoc Committee appointed by the incumbent Chairperson shall
be designated to count ballots after the close of the voting. Results of an election shall be before
adjournment of the meeting during which balloting has been conducted. Ballots shall be
announced subject to review by any challenger. In each area where such is applicable, the
nominee receiving the highest number of votes shall be declared elected, unless a specific
percentage of the vote is required. Also, in the event of a tie in an election the final decision to
determine the winner shall be made by the drawing or casting of lots in the presence of the
Assembly and under the supervision of the presiding officer.
ARTICLE III
TERMS OF OFFICE
For purposes of the determination of terms of office, remuneration, and benefits, a year shall be
construed to mean twelve (12) months and shall consist of two (2) full academic terms and the
inclusive summer.
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ARTICLE IV
REMUNERATION AND RELEASE TIME
The Faculty Chairperson, Vice Chairperson, and Faculty Secretary shall be remunerated by the
University for their duties to the Assembly, Senate and University during the summer months at
one-sixth (1/6) of their academic year (9 month) salaries. During the regular semester, they shall
receive release time in the amount of one-half course load.
ARTICLE V
NOMINATIONS AND ELECTIONS OF UNIVERSITY COMMITTEE
ON RANK, TENURE, PROMOTION AND SALARY
Election of the University Committee on Rank, Tenure, Promotion and Salary shall be made
from a slate of nominees submitted to the Assembly by each of the academic units eligible to
have a representative on the Committee. The Assembly-at- large may vote for any nominee from
any of those submitted on slates as well as for any Assembly members who may be nominated
from the floor of the Assembly. The Committee, however, shall elect its own chairperson. A
member of this Committee may not serve more than two (2) consecutive terms unless requested
by the Assembly and subsequently confirmed by a two-thirds (2/3) vote of the membership who
are present and who are voting.
ARTICLE VII
AMENDMENTS
These By-laws may be amended by a two-thirds (2/3) vote of the Faculty Assembly members
who are present and who cast votes at a meeting called for that purpose. The amendments
(additions and/or changes) shall have been distributed to the entire membership at least thirty
(30) calendar days prior to any meeting where a vote is required.
THIS IS THE END OF THIS DOCUMENT
* Note: The Faculty Constitution and bylaws are included as information items. They are not
subject to the same amendment process, as does the Faculty Manual.
February 7, 2014
107
SUMMARY OF SELECTED UNIVERSITY POLICIES
Texas Southern University has many policies and procedures to which faculty in their capacity,
as employees must adhere. These policies are compiled in the Texas Southern University
Operating Manual. Many of these policies affect faculty members. For example, there are
policies concerning Teachers Retirement System, Optional Retirement Program, group insurance
benefits, dental insurance, life insurance, disability insurance, smoking policy, freedom of
information policy, travel to Washington policy, and many others.
The policies listed summarized below are rated of highest interest to the faculty.
Equal Opportunity Policies
Texas Southern University complies with the following laws, which grant equal opportunities to
protected individuals:
Titles VI and VII of the Civil Rights Act of 1964, as amended as well as Title IX of the
Education Amendments of 1972.
Sections 503 and 504 of the Rehabilitation Act of 1973.
The Americans with Disabilities Act of 1990.
As such Texas Southern University does not discriminate on the basis of race, color, national
origin, religion, sex, or handicap in any of its policies, procedures, or practices. To ensure
adherence to these policies, the University has published its policies in a document called the
Search Procedures and Employment Process at Texas Southern University. The Human
Resources Department enforces the procedures.
Drug and Alcohol Policies
In compliance with the Drug-Free Work Place Act of 1988 and the Drug-Free School and
Communities Act Amendments of 1990, Texas Southern University is committed to maintaining a
campus free of illegal or abusive use of drugs and alcohol by faculty, staff, and students. Further
information can be obtained from the Human Resources Department and the Associate Provost
for Student Affairs.
Nepotism Policy
Texas Government Code §§ 573.023, 573.025.
All employees of the University are prohibited from appointing or voting for the appointment of
persons related to them within the third degree of consanguinity (blood) or the second degree of
affinity (marriage) when the salary or compensation of such person comes from public funds.
Exceptions apply to situations where one relative does not supervise the other or have other
authority over salary or other terms and conditions of employment of the relative. These rules
are waivable by the university president.
February 7, 2014
108
Sexual Harassment Policy
In compliance with Title VII of the Civil Rights Act of 1964, as amended provides that it shall be
an unlawful discriminatory practice for an employer, because of the sex of any person, to
discharge without just cause, to refuse to hire, or otherwise discriminate against any person with
respect to any matter directly or indirectly related to employment. The Equal Opportunity
Commission (EEOC) has issued guidelines as to what constitutes sexual harassment of an
employee under Title VII.
Title IX of the Education Amendments of 1972,as amended prohibits sexual discrimination in
any educational program or activity receiving federal financial assistance. This applies to Texas
Southern University.
The Board of Regents has extended the policy to students at the university. Furthermore, under
the EEOC guidelines, adopted by Texas Southern University, as well as case law the following
conduct and activities are prohibited:
(1). Unwelcome sexual advances;
(2) requests for sexual favors, whether or not accompanied by promises or
threats is made relating to the employment relationship (and in the case of
students – their academic standing).
(3) any verbal or physical conduct of a sexual nature that threatens or implies,
either explicitly or implicitly, that an employee’s submission to or rejection of sexual advances will in any way influence any personnel decision
regarding his or her employment (and in the case of students – their
academic standing, employment, or career development).
Sexual harassment of university faculty, staff, or students is strictly prohibited and subjects the
offender to oral or written warnings, suspensions, transfer, demotion, or dismissal. A claimant
may utilize the University’s compliance officer in the Human Resources Department to pursue a claim of sexual harassment.
Hostile Work Environment Policy
Combined with the new sexual harassment policy, the Board of Regents adopted a hostile work
environment policy. It prohibits the following conduct:
(1) Any verbal or physical conduct that has the purpose or effect of substantially interfering
with an employee’s ability to do his or her job,
(2) Any verbal or physical conduct that has the purpose or effect of creating an intimidating,
hostile or offensive working environment,
(3) Certain conduct in the workplace, whether physical or verbal, committed by supervisors or
non-supervisory personnel, including but not limited to references to an individual’s body;; use of sexually degrading words to describe an individual; offensive comments; off-color
language or jokes; innuendoes; and sexually suggestive objects or behavior, books,
magazines, photographs, cartoons or pictures.
February 7, 2014
109
Ethics Laws for State Officers and Employees
The State of Texas has promulgated A Guide to Ethics Laws for State Officers and Employees,
covering such areas as Standards of Conduct and Conflict of Interest, acceptance of benefits,
abuse of office, other employment, lobbying, etc. The full version of this document can be found
at http: www.ethics.state.tx.us on the Internet.
Texas Southern University Ethics Policy
The Board of Regents has adopted an ethics policy consisting of the following topics: Principles
of Ethical Conduct; Transportation, meals & lodging; Benefits, gifts & honoraria, public officials
and political activities; dual office holding; university property and services; outside
employment; nepotism; and sexual harassment.
Expert Witness Reporting
Under the Texas Education Code §61.0815, the University must report whether a faculty
member has served as a consulting or expert witness against the state. The General Counsel has
developed a form on which to make the report.
Faculty Consulting Policy
See Outside Private Employment in this Manual.
Intellectual Property Policy (Adopted 12 /10/99)
In general, Texas Southern University claims an exclusive property right “to all Intellectual Property (inventions, designs, improvements and discoveries) related to the individual’s employment responsibility or resulting from the activities performed on University’s time, with support of state funds or through the use of University facilities…” To the contrary, “Intellectual Property unrelated to the individual’s employment responsibility that is developed on the individual’s own time and without the University’s support or use of the University’s facilities is the exclusive property of the creator.” (a)
Copyright Policy
Texas Southern University follows federal copyright law, United States Code, Title XVII that
places the ownership of copyrighted work with the creator of the work. However, the University
claims a “copyright to materials developed with significant funds, facilities, space and equipment from Texas Southern University…”
(b)
Patent Policy
All employees who create Intellectual Property are required to enter into a “Research Agreement” contract with the University “for a determination of the University’s interest. February 7, 2014
110
Faculty, students, and staff who create a patentable invention must report the invention to the
Standing Committee on Intellectual Property, which is appointed by the President.
Upon receipt of the information, the University may undertake one of the following actions: seek
to acquire the patent, transfer the rights to the research sponsor, or waive ownership rights in
favor of the inventor. However, the creator has the right to be paid Creator’s Residual Economic Interest if the University licenses the product and receives income from the product. Under the
policy, the schedule of payments to the creator range from 50 % of the first $100,000 to 25 % of
the payments over $300,000.
Inventions created with nominal use of the University’s materials, supplies, facilities, or services of staff or students belong to the inventor. Where the use of these items is “more than nominal,” the invention belongs to the University.
(c)
Computer Software and Firmware
The University claims ownership to “all software and firmware that is conceived or developed by any person engaged in research at the University.”
Annual Review
Texas Southern University will conduct annual written reviews of all faculty members based
upon “stated criteria. …established by departmental faculty and approved by department chairs and deans, and disseminated to faculty by October 1 of each academic year.” “Annual reviews are to be initiated no later than February 15 of each spring term and be completed no later than
April 1 of each spring term…”
The criteria established will range from a level deemed most meritorious to one deemed
unsatisfactory by departmental standards.” “An annual review finding unsatisfactory performance shall state the basis for finding unsatisfactory performance in accordance with the
criteria.” “A report to the dean of unsatisfactory performance as assessed by annual review will be accompanied by a written plan for near-term improvement.”
Post Tenure Review
Post tenure review is triggered when a faculty member receives unsatisfactory ratings in two
consecutive annual reviews. Exemptions are available for mitigating circumstances. A three
member ad-hoc committee appointed by the dean in consultation with the faculty member to be
reviewed and the department chair would conduct the review. The faculty member will prepare
a dossier, which will be added to by the department chair, which forms the record for Committee
review.
The review will have one of three possible outcomes: No deficiencies identified, or some
deficiencies identified, but not substantial, or substantial deficiencies identified. Where
substantial deficiencies are found, a professional development plan will be devised by the review
committee, faculty member, and department chair and submitted to the dean. Within two years
February 7, 2014
111
of the initiation of the plan, the department chair will report on the results of the plan. A oneyear extension is available. A failure to meet the terms of the plan as agreed to by the review
committee, the department chair and the dean would constitute a basis for the initiation of
dismissal proceedings under the applicable tenure policies.
February 7, 2014
112
TEXAS SOUTHERN UNIVERSITY
BOARD OF REGENTS
February 7, 2014
113
ANNUAL FACULTY
REVIEW FORMS
Packet Contents
I.
Procedure
II.
Criteria
III.
Planning Document
IV.
Report of Accomplishments
V.
Department Chair’s Evaluation
VI.
Dean’s Evaluation
Post-Tenure Review Criteria
V.
February 7, 2014
114
ANNUAL FACULTY REVIEW FORMS
I. Procedure
This document covers the calendar year (January 1 – December 31)
1. The faculty member should read the Annual Faculty Review Procedure (Section
I) and Criteria (Section II) thoroughly.
2. The faculty member should prepare the Annual Faculty Review Planning
Document (Section III) and submit it to the Department Chair for review in
October
3. The faculty member should prepare the Annual Faculty Review Report of
Accomplishments (Section IV) and submit it to the Department Chair for
evaluation in March, along with the Department Chair’s Evaluation (Section
V) and the Dean’s Evaluation (Section IV) forms for completion by
administrators, respectively.
(a) Supporting documentation must be provided and organized to
conform to Annual Faculty Review Criteria.
(b) A 5-year vita (organized in the style required by AACSB) must
also accompany this document.
4. The Department Chair should evaluate the entire Annual Faculty Review,
completing the Department Chair’s Evaluation (Section V), discuss it with the
faculty member, and transmit results to the Dean’s Office in a timely manner.
(Please refer to School of Business Calendar for exact date.)
5. The Dean should review all Annual Faculty Reviews and Department Chair
Evaluations, and complete the Dean’s Evaluation (Section VI), noting related
comments and/or concerns. These comments will then become a part of the
evaluation packet and are, therefore, available to the faculty member and
Department Chair. (Please refer to School of Business Calendar for exact date.)
Scoring:
The Annual Faculty
Review will be evaluated
on a point system which
correlates with Annual
Faculty Review Criteria
(see page 3)

JESSE H. JONES SCHOOL OF BUSINESS  TEXAS SOUTHERN UNIVERSITY – PAGE 2
ANNUAL FACULTY REVIEW
II. Criteria*
I.
TEACHING EXCELLENCE
A. QUALITY INSTRUCTION
1. Relevant Course Outlines
2. Regular Class Attendance**
3. Organized Class Presentations**
4. Regularly Maintained Office Hours**
5. Acceptable Student Evaluation**
6. Integration of Technology (Audio/Visual/Computer)
7. Other Teaching Enhancing Activities
8.
B. PROFESSIONAL DEVELOPMENT RELATED TO TEACHING
Relevant professional development related to teaching which may include teaching-related
conferences, workshops, seminars, continuing education, post-doctoral studies, etc.
II.
RESEARCH/INTELLECTUAL CONTIRBUTIONS
A.
B.
INTELLECTUAL CONTRIBUTIONS
REFEREED JOURNAL ARTICLE
1. In Area of Discipline
2. Other
3.
III. SERVICE
A.
B.
C.
D.
STUDENT INVOLVEMENT EVIDENCE
Student Advising
Counseling
Sponsoring Student Organizations
DEPARTMENT, SCHOOL, OR UNIVERSITY COMMITTEE SERVICE
PROFESSIONAL/COMMUNITY SERVICE
REGULAR ATTENDANCE AND/OR PARTICIPATION IN SCHOOL OF BUSINESS
FUNCTIONS
Awards Banquet
School Retreats
Brown Bag Seminars
Meetings
Commencement Exercises
**STUDENT EVALUATIONS WILL BE USED IN EVALUATING THESE ITEMS.
JESSE H. JONES SCHOOL OF BUSINESS  TEXAS SOUTHERN UNIVERSITY – PAGE 3
ANNUAL FACULTY REVIEW
III. Planning Document
Name
Rank
Department
Semester
Year
I. TEACHING
A. Goals/Objectives:
B. Action Plan:
JESSE H. JONES SCHOOL OF BUSINESS  TEXAS SOUTHERN UNIVERSITY – PAGE 4
ANNUAL FACULTY REVIEW
III. Planning Document – Con’t
II. RESEARCH
A. Goals/Objectives:
B. Action Plan:
JESSE H. JONES SCHOOL OF BUSINESS  TEXAS SOUTHERN UNIVERSITY – PAGE 5
ANNUAL FACULTY REVIEW
III. Planning Document – Con’t
III. SERVICE
A. Goals/Objectives:
B. Action Plan:
JESSE H. JONES SCHOOL OF BUSINESS  TEXAS SOUTHERN UNIVERSITY – PAGE 6
ANNUAL FACULTY REVIEW
III. Planning Document – Con’t
IV. FACULTY DEVELOPMENT
A. Goals/Objectives:
B. Action Plan:
JESSE H. JONES SCHOOL OF BUSINESS  TEXAS SOUTHERN UNIVERSITY – PAGE 7
ANNUAL FACULTY REVIEW
III. Planning Document – Con’t
V. RESOURCES NEEDED
Teaching Activities
$
Research Activities
Service Actives
Faculty Development Activities
Total Resources Needed
$
JESSE H. JONES SCHOOL OF BUSINESS  TEXAS SOUTHERN UNIVERSITY – PAGE 8
ANNUAL FACULTY REVIEW
IV. Report of Accomplishments
Name
Department
Semester
Year
I. TEACHING
II. RESEARCH
JESSE H. JONES SCHOOL OF BUSINESS  TEXAS SOUTHERN UNIVERSITY – PAGE 9
ANNUAL FACULTY REVIEW
IV. Report of Accomplishments –
Con’t
III. SERVICE
IV. FACULTY DEVELOPMENT
JESSE H. JONES SCHOOL OF BUSINESS  TEXAS SOUTHERN UNIVERSITY – PAGE 10
ANNUAL FACULTY REVIEW
V. Department Chair’s Evaluation*
Name
Department
Semester
Reviewed
Review:
Annual
Faculty 
Yea
r
Yes

No
Date:
CRITERIA
I.
TEACHING EXCELLENCE – (45 points)
A. QUALITY
INSTRUCTION
1. Relevant
Course Outlines
2. Regular Class Attendance**
3. Organized Class Presentations**
4. Regularly Maintained Office Hours**
5. Acceptable Student Evaluation**
6. Integration of Technology (Audio/Visual/Computer)
7. Other Teaching Enhancing Activities
B. PROFESSIONAL DEVELOPMENT RELATED TO TEACHING
Relevant professional development related to teaching which may include
teaching-related conferences, workshops, seminars, continuing education, postdoctoral studies, etc.
II.
RESEARCH/INTELLECTUAL CONTRIBUTIONS
A. INTELLECTUAL CONTRIBUTIONS (as defined by AACSB)
 Intellectual Contributions – No. __________
B. REFEREED JOURNAL ARTICLE
1. In Area of Discipline
2. Other
III.
SERVICE
A.
STUDENT INVOLVEMENT EVIDENCE
 Student Advising
 Counseling
 Sponsoring Student Organizations
JESSE H. JONES SCHOOL OF BUSINESS  TEXAS SOUTHERN UNIVERSITY – PAGE 11
B.
COMMITTEE SERVICE



Department
School
University
JESSE H. JONES SCHOOL OF BUSINESS  TEXAS SOUTHERN UNIVERSITY – PAGE 11
ANNUAL FACULTY REVIEW
V. Department Chair’s Evaluation* – Con’t
C.
D.
PROFESSIONAL/COMMUNITY SERVICE
 Professional Service Activities – No. __________
 Community Service Activities – No. __________
REGULAR ATTENDANCE AND/OR PARTICIPATION IN SCHOOL OF BUSINESS
FUNCTIONS
 Awards Banquet
 Brown Bag Seminars
 Commencement Exercises
 School Retreats
 Meetings
**STUDENT EVALUATIONS WILL BE USED IN EVALUATING THESE ITEMS.
COMMENTS:
JESSE H. JONES SCHOOL OF BUSINESS  TEXAS SOUTHERN UNIVERSITY – PAGE 12
ANNUAL FACULTY REVIEW
VI. Dean’s Evaluation
Name
Departme
nt
Semester
Reviewed
Review:
Annual
Year
Faculty 
Yes

No
Date:
COMMENTS:
JESSE H. JONES SCHOOL OF BUSINESS  TEXAS SOUTHERN UNIVERSITY – PAGE 14
ANNUAL FACULTY REVIEW
VII. Post-Tenure Review Criteria*
I.
TEACHING EXCELLENCE
A.
QUALITY INSTRUCTION
Relevant Course Outlines
Regular Class Attendance
Organized Class Presentations
Regularly Maintained Office Hours
Acceptable Student Evaluation
Integration of Technology (Audio/Visual/Computer)
Other Teaching Enhancing Activities
Library-Related Assignments
Team Assignments
Guest Lecturers
Recognition of Outstanding Teaching
Teaching Creativity
PROFESSIONAL DEVELOPMENT RELATED TO TEACHING
Relevant professional development related to teaching which may include teachingrelated conferences, workshops, seminars, continuing education, post-doctoral
studies, etc.
1.
2.
3.
4.
5.
6.
7.
B.
II.
CONTINUED RESEARCH EXCELLENCE
A.
B.
III.
At least one intellectual contribution every two years
At least one refereed journal article every five years
CONTINUED SERVICE
A.
B.
C.
D.
Student Involvement Evidence
Student Advising
Counseling
Sponsoring Student Organizations
Department, School, Or University Committee Service
Professional/Community Service
Regular Attendance and/or Participation In School Of Business Functions
Awards Banquet
Brown Bag Seminars
Commencement Exercises
School Retreats
Meetings
JESSE H. JONES SCHOOL OF BUSINESS  TEXAS SOUTHERN UNIVERSITY – PAGE 14
APPENDIX F
FORM
APPOINTMENT OF ACADEMIC ADMINISTRATOR
Position:
College (if applicable):
Reporting to:
I.
Search committee Members:
(Elected Members)
(Appointed Members)
II.
Search Committee list of Nominees was forwarded for review:
By: (
)
Date
III.
Check one:
—
I hereby appoint from the list of nominees submitted to me by the Search
Committee.
—
An appointment cannot be made from the list of nominees submitted.
By:
Dean
Provost
IV. I hereby approve the appointment made in Section III hereof.
By:
Provost
By:
President
15
APPENDIX C
FORM FOR SURVEY OF ACADEMIC ADMINISTRATORS
TEXAS SOUTHERN UNIVERSITY
Faculty of
As mandated by the Faculty Manual, a review of is underway. As part of this process, the input
of all personnel in your administrative unit is sought. Therefore, please take the time to fill out
this questionnaire, and feel free to use additional sheets if necessary. Your responses will remain
anonymous.
Please check your position in the unit (optional).
_____Professor
_____Associate Professor
_____Assistant Professor
_____Instructor
____Staff
_____Other: _________________________
1. Please rate
on each of the following:
Excellent Very Good Fair
Good
Administration of academic programs
5
4
3
NA
Seeking external funding
5
4
3
2
Alumni and constituent relations 5
4
3
2
Human resources
5
4
3
2
General administrative support
5
4
3
2
Poor
Unknown
2
1
U
1
I
1
1
U
U
U
U
NA
NA
NA
NA
2. Please rate on each of the following:
Excellent Very
Good
Academic Leadership Areas
5
4
Academic Standards
5
4
Advocacy for the Unit
5
4
Encouragement of effective teaching
5
4
Encouragement of research
5
4
Support for the mission of the Unit
S
4
Handling of promotion and tenure matters5
4
16
Good
3
3
3
3
3
3
3
Poor
2
2
2
2
2
2
2
Unknown
1
1
1
1
I
1
1
U
U
U
U
U
U
U
Personal Leadership Areas
Communication and listening skills
Dedication/Commitment
Administrative style
Delegation and follow through
Conflict resolution
Fairness/Equity
Advocacy for support staff
5
5
5
5
5
5
5
5
4
4
4
4
4
4
4
4
3.
What are the strengths of this administrator?
4.
What are the weaknesses of this administrator?
3
3
3
3
3
3
3
3
2
2
2
2
2
2
2
2
1
1
1
1
1
1
1
1
6. What specific recommendations do you have to improve the performance of
17
U
U
U
U
U
U
U
U
6. On a scale of 5 (high) and 1 (low), how would you rate
effectiveness?
5
4
in terms of overall
3
2
1
U
7.
On a scale of 5 (high) and I (low) indicate your level of enthusiasm for the
continuance/reappointment of
5
4
3
2
1
APPENDIX I.
BEST PRACTICES for a PERFORMANCE REVIEW SYSTEM FOR FACULTY
1. The performance review system must meet the “Criteria and Procedures for Evaluation” (4.8.10) of the Southern Association of Colleges and Schools which stipulate that: (1) an
institution must conduct periodic evaluations of individual faculty members: (2) the
evaluation must include a statement of the criteria against which the performance of each
faculty member will be measured; (3) the criteria must be consistent with the purpose and
goals of the institution and be made known to all concerned; and (4) the institution must
demonstrate that it uses the results of this evaluation for improvement of the faculty and its
educational program.
2. The performance review system should be both formative (designed to be a supportive
process that promotes self-improvement) and surnmative (accesses and judges performance).
3. The performance review system process and criteria should be explained to new hires.
4. All faculties, including tenured faculty at all ranks, are reviewed annually and receive a
written performance evaluation. In this way, for those institutions with a tenure system, the
performance review should not pose a threat to the tenure system but extends and enlarges it.
5.
The performance review system should have been developed jointly by the faculty and
administrators of an institution.
6. The performance review system should allow for discipline-specific components.
7. The performance review system should provide opportunities for reflection, feedback, and
professional growth whose goal is to enhance instruction at the institution.
8. The performance review system should include written performance evaluation data from
four sources:
a. Annually, instruction and course evaluation forms completed anonymously by students
through a standardized process and submitted for each course (not section) taught;
18
b. Annually, administrative evaluation that includes assessments from the department chair
and/or dean;
c. Annually for untenured faculty and at least every three years for tenured faculty, internal
peer evaluations, i.e. evaluation of faculty by their peers within the institution of higher
education;
d. At least every six years, input from peers external to the department and/or institution as
appropriate to the role and function of each faculty member. External evaluators to the
institution include national peers from the same field of expertise from other institutions of
higher education, professional organizations and societies, federal agencies, etc. Specialized
national accreditations and the CHE program reviews, which include external reviewers’ assessments, could be incorporated into the external peer review component, where
appropriate.
9. At an institutional level, the performance review system must include the following criteria
as appropriate to the institution’s mission:
instruction/teaching; advisement and mentoring of students; graduate student supervision;
supervision of other students (teaching assistants, independent study students);
course/curriculum development; research/creative activities; publications; service to
department; service to institution; service to community participation in professional
organizations/associations; honors, awards, and recognitions; self-evaluation; participation in
faculty development activities/programs; activities which actively support the economic
development of the region or the State.
10. The results of each performance review, including pot-tenure review, must be used by the
institution as part of the faculty reward system and faculty development system, and the
system should include a plan for development when deficiencies are indicated in the review.
Specifically
a. when an instructor or untenured faculty member receives an overall rating of
unsatisfactory on the annual performance review, the faculty member may be subject to
non-reappointment;
b. when an instructor or tenured faculty member receives an overall rating of unsatisfactory
on the annual performance review, the faculty member is immediately subject to a
development process, developed by the specific unit, whose goal is to restore satisfactory
performance. The development process will include a written plan with performance
goals in deficient areas, with appropriate student and peer evaluation of performance.
c. when an instructor or a tenured faculty member fails to make substantial progress towards
the performance goals at the time of the next annual review or fails to meet the
performance goals specified in the development plan within a specified period, that
19
faculty member will be subject to dismissal or revocation of tenure for habitual neglect of
duty under the terms of the senior institution’s faculty manual.
11. The institution should develop an appeals procedure for those faculty who do not agree with
the results of the performance evaluation and/or the resulting recommendations or
requirements for improvement.
20