1. The Provost and Vice President for Academic Affairs, the college deans, and the department chairs are responsible for ensuring equitable application of academic load policies for all faculty members; once a year, in early February, these individuals will meet to review the application of policy for the current and forthcoming year in all academic units.

2. Undergraduate Teaching. At the undergraduate level, a standard teaching load is based on 24 credit hours, or the equivalent, per academic year; this applies to both on-campus and distance learning offerings. Although the normal distribution of teaching duties is 12 credit hours per semester, or the equivalent, a department chair may assign variations such as a 15/9 credit-hour distribution during two successive semesters to meet fluctuating student needs or other extenuating circumstances.

Equivalences are necessary for disciplines having courses for which credit hour does not equal weekly in-class scheduled time. For such disciplines, the standard teaching load is based on contact (in-class) hours and should not exceed 12 in-class hours per week except in instances where extensive preparation is not required. In the latter event, 15 in-class hours is the standard. Although the normal distribution of teaching duties in these disciplines is 12 weekly in-class hours (except as noted above), a department chair may assign variations such as a 15/9 contact-hour distribution during two successive semesters to meet fluctuating student needs or other extenuating circumstances.

Supervision of student teachers. No supervisor should be responsible for more than 18 students per semester. The credit-hour load for supervisors is two credit hours per three students supervised and is based on an assumption of weekly visits at wide-spread locations. If visits are less frequent or the locations are clustered, the credit-hour load should be adjusted proportionately.

Supervision of interns. No supervisor should be responsible for more than 18 interns per semester if travel to the intern site is required. In the event that weekly visits are required, the credit-hour load for supervisors is two credit hours per three interns supervised; this standard is based upon the placement of interns at scattered locations. If visits are less frequent or if locations are clustered, the credit-hour load should be adjusted proportionately.

Supervision of practica; instruction in field-based seminars. Faculty members supervising practica or delivering field-based instruction are awarded the credit assigned to the practicum or seminar as part of their teaching load.

Overloads should be discouraged and will be approved only when absolutely necessary. However, when overloads are unavoidable, faculty members may receive additional compensation for any load that exceeds normal expectations.

3. Graduate Teaching. For faculty members teaching a combination of graduate and undergraduate courses, the standard teaching load is based on 21 credit hours (exclusive of thesis direction), or the equivalent, per year. For faculty members teaching only graduate courses, the standard teaching load is based on 18 credit hours (exclusive of thesis direction), or the equivalent, per year; these teaching loads apply to both on-campus and distance learning offerings.

Graduate Faculty Eligibility. Based on excellence in teaching and scholarship, a faculty member holding the terminal degree in his/her discipline is eligible to teach graduate courses in his/her discipline or a related discipline. Our graduate faculty demonstrate excellence both in teaching and scholarly productivity. Scholarly productivity may be demonstrated through publication of research and/or through applied scholarship. Chairs of departments offering graduate programs are responsible for determining an individual’s eligibility to teach graduate courses. In exceptional cases, outstanding professional experience and demonstrated contributions to the teaching discipline may be presented in lieu of formal academic preparation. Such cases must be justified on an individual basis, consistent with the Criteria for Accreditation of the Southern Association of Colleges and Schools.

Qualifications for Reduced Teaching Load. Graduate faculty are eligible for graduate teaching reassignment time if they teach two or more courses, the total of which is at least six credits in value, per academic year (fall/spring semesters) or per calendar year (spring/fall), which meet the minimum enrollment standard of at least five students enrolled for graduate credit per course.

4. Other Load Measures. Time in class and credit hours are only two parameters that may be used to measure load at undergraduate and graduate levels. Other important considerations are the number of different preparations required of each faculty member and the number of students enrolled in classes, as well as the student-intensive nature of instruction (grading written assignments, academic conferencing on a one-to-one basis). Typically, faculty members shall have no fewer than 4, nor more than 7, preparations in a given academic year.

5. Reassigned Time. Faculty members may receive reassigned time, with the approval of the department chair and the college dean, for the following:

a. Department Chairs. One or two courses per semester during term of office depending upon the size of the department, the number of disciplines in the department, and the complexity of discipline-specific activities within the department. Reassigned time is negotiated annually with the college dean.

b. Chair of the Senate. One course per semester during term of office.

c. Thesis direction (graduate faculty). No faculty member should direct more than 6 thesis projects simultaneously. One course reassigned time or compensation while directing three theses or following completion of three theses.

d. Scholarly activity. Faculty members engaged in exceptional scholarly activity may request reassigned time to conduct that activity by submitting a detailed plan to their department chair and college dean. In order to be granted reassigned time, the scholarly activity must lead to the timely production of results that will be available to the public beyond the scope of the Longwood faculty, staff, and students. Culmination of the scholarly activity must be accomplished within two years of the initial awarding of reassigned time. No more than one course reassignment per year is permitted to enhance scholarly activity, which is expected of all faculty within the scope of normal professional responsibilities.

e. Administrative duties related to credit-bearing programs. One course per semester during periods of specific, intensive, administrative responsibilities.

f. Administrative duties related to the direction of SACS, NCATE, and other approved accreditation reports. One course per semester during periods of data collection and report preparation.

6. Other professional responsibilities. Teaching courses is only a portion of the normal professional expectations for university faculty members. Assuming a minimum 40-hour work week, and acknowledging an average 50-60 hour work week, and further assuming that average instructional responsibilities require 12 hours a week in class, at least 28 hours per week are available for faculty members to engage in other responsibilities characteristic of the profession.

These include

a. Preparation for classes, grading, and advising students (estimated 2 hours for each hour in class)

b. Availability to students outside the structured class time

c. Scholarly activity

d. Public service and committee responsibilities

e. Directing undergraduate independent research projects or senior honors research projects

f. Assessment of course and teaching effectiveness

g. Travel related to student field experiences

h. Teaching compensated courses such as Longwood Seminar or off-campus courses

i. Participation in the comprehensive examination process at the graduate level

j. Duties associated with state/regional/national offices in professional organizations

Except for those duties dictated by teaching assignments, the professional activity pursued by each faculty member becomes a matter of individual discretion. Faculty members should keep careful records of their professional activities outside the classroom so that appropriate annual evaluation can be conducted.

References: Minutes of the College Council, March 28, 1991; April 23, 1992, Faculty Senate Minutes, August 1997.

SYLLABUS

Faculty members must give each of their students a syllabus, preferably on the first meeting day but no later than the third meeting day of each of their courses. The syllabus states the expectations of the course. A copy of each syllabus must be filed by faculty members with their department chair and with the dean of their college during the first week of each semester. Distance learning courses must also include provision for structured access to and interaction with the faculty member. The access may be through office hours scheduled at the off-campus site or through appropriate e-mail, Internet, and other electronic communication. The course syllabus should clearly state the means of structured access and interaction for the course.

A syllabus must contain the following information:

1. Course discipline and number

2. Course title

3. Semester offered

4. Instructor's name

5. Instructor's office location

6. Instructor's office telephone

7. Instructor's office hours*

8. Course catalog description

9. Textbook (and any other items to be provided by the students)

10. Course objectives

11. Course content outline

12. Class schedule

(Must include at least a weekly listing of substantive topics with dates.)

13. Course requirements (due dates for tests, term papers, etc.)

14. Grading policy

15. Attendance policy

16. Honor Code statement

17. Other items (optional; name each item if used)

18. Bibliography (references required of all students; other references)

* Faculty members are expected to be available to consult with students outside

scheduled classroom hours.

At least four office hours per week must be posted on the door of each faculty office.

Faculty are also encouraged to include a statement on the actions students should take in the event of inclement weather and the canceling of classes (vice president for Academic Affairs, 1996)

Reference: Minutes of the College Council, November 7,1991, and Faculty Senate 1996

GRADE APPEALS

1. The faculty of Longwood University is unequivocally committed to the principle that evaluation of student work and the assignment of grades are the responsibility and prerogative to be exercised solely by the individual instructor.

2. However, should a student feel the final course grade received was unfairly or inaccurately awarded, the student first should see the instructor involved for an explanation of why the grade was assigned.

3. If the student continues to feel the grade is unfair, the student may file a written appeal with the department chair giving the reasons why the grade should be changed, with any available supporting evidence. The department chair/dean will forward a copy of the appeal to the faculty member and will invite the faculty member to make a written response. For grades awarded in the fall semester, the written appeal must be submitted no later than February 1; for grades awarded in the spring semester and in summer school, the appeal must be filed no later than September 15. Appeals filed later will not be considered.

4. The department chair/dean will within two weeks hold a joint consultation with the student and the faculty member awarding the grade. If the matter cannot be resolved, the department chair/dean will within one week of the joint consultation, request in writing that the Executive Committee of the Faculty Senate appoint a committee to review all matters pertinent to the appeal. The committee will consist of three members of the full-time faculty in the same or related discipline(s). The department chair/dean will send a copy of the request to the Provost and Vice President for Academic Affairs. When the committee has been named, the Executive Committee of the Faculty Senate shall inform the department chair/dean, who will forward to the committee members the student’s original written appeal, a course syllabus, any written response from the faculty member, and all other materials pertinent to the appeal. Through the department chair/dean, the committee may request other materials from the student or faculty member. The committee shall decide that the grade originally assigned will remain unchanged or that it will be changed to a grade decided on by the committee. The decision of the committee is final. The committee will report its decision in a letter signed by all three members and addressed to the department chair/dean, with a copy to the Provost and Vice President for Academic Affairs, the appropriate dean, the faculty member, the student, and the registrar, who will record the grade. The review must be completed so that the grade will be final by the end of the eighth full week of classes.

5. Should the appeal involve a grade assigned by a department chair, the dean of the appropriate college will assume the role normally assigned to the chair. Should the appeal involve a grade assigned by a dean, the Provost and Vice President for Academic Affairs shall assume the role normally assigned to the dean.

6. Students should be aware of the fact that the review procedure may result in a grade being raised, lowered, or remaining unchanged.

References: minutes of the Organization of Teaching Faculty, March 5, 1987; College Council, March 26, 1992.

COURSE OPERATING STANDARDS and Class Meeting Times

1. The published class schedule must be observed by faculty members except in those instances in which changes have been approved. Faculty members are expected to begin and end classes at the times indicated in the schedule. Changes in the schedule can be approved only by the college deans or by the University registrar under the direction of the appropriate college dean.

2. Faculty members are expected to meet all their scheduled classes. Faculty who expect to be absent from any of their classes should obtain permission from their department chair or dean. Emergency absences should be reported immediately to the department chair. In accordance with the University sick leave policy, faculty members must report absences due to illness.

3. If a faculty member is more than ten minutes late to class without prior notice, students may leave.

4. The conduct of classes should enhance the opportunity for high quality learning on the part of the students attending the class. Professional conduct should be based on the premises described in the section on Professional Ethics.

5. Instructors shall grade all evaluative materials as quickly as possible and inform the students of their standing. Review and discussion of these materials will aid in the learning of the course material. Instructors may ask that test papers and answer sheets be returned after the review.

6. All tests, examinations, term papers, reports, or other evaluation material not returned to students will be retained by the instructor at least one semester after grades have been turned in to the registrar. The student has the right to receive a complete explanation from the instructor of the evaluation made on all work for which a grade has been recorded.

Reference: minutes of the College Council, April 23, 1992. Academic Affairs Committee, March 31, 1998.

DEPARTMENT CHAIRS

A. Duties and Responsibilities of Department Chairs

The responsibilities of department chairs are many. In breaking down these responsibilities into seven areas, this description tries to help the department chair become more explicitly aware of the major dimensions and expectations of the position. This document will serve as the basis for a principled evaluation of the faculty member’s performance as a department chair.

Administration: The department chair, the chief academic and administrative officer of the department, is a crucial link in the administrative chain. As a day-to-day administrator, he/she must represent ably the needs of the department faculty, students, and staff to the dean and other administrators. In turn, he/she must communicate effectively college and University policy decisions to the department’s faculty at regular meetings. In addition, the chair should help the department develop productive relationships with, and be an effective representative of, the department to the other departments, the college, the University, and the outside community. Within the department, the chair should ensure the evaluation and assessment of department programs and goals and the writing and timely submission of assessment and other reports and reviews as required by administrative offices in order to implement effectively the goals and objectives of department programs and of the University vision statement to foster a meaningful learning environment to educate student leaders for the common good. The chair should establish an appropriate, collegial committee system to assist him/her in managing the department. The chair may delegate specific duties to individuals interested in performing them. The chair should also be concerned with maintaining effective support staff and services and managing the department budget and facilities efficiently and equitably. Fairness and trustworthiness are important attributes that the chair must display at all times.

Planning and Development: The department chair is responsible for the development of the department. This broader administrative role includes the ability to see and to address the department’s problems/challenges and to plan for future needs such as recruitment, orientation, professional development, administrative appointment, constructive annual evaluation, and support of faculty teaching, scholarship, and service, and staff service and employment, and to foster an encompassing learning environment within the department. Out of a commitment to the integrity of the discipline and to the teaching mission of Longwood, the chair should, in consultation with the faculty, set goals for the growth and development of the department. Perhaps the chair’s most difficult task is to move the department toward the achievement of those goals.

Professional Concerns: The department chair is responsible for the delivery of excellent instruction in the department in order to educate student leaders by engaging students, faculty, and staff to cultivate a comprehensive and compelling learning environment under the guidance and direction of the college dean and Provost and Vice President for Academic Affairs in coordination with the Office of Admissions, the Registrar, and other administrative officers. The chair should set a

Table of Contents

From the Faculty Manual Policies and Procedures

Academic Load

Appendix L: Guidelines for Selection Process for Faculty

Connections Program

From the Adjunct Faculty Guide

Course Operating Standards

From the Administrative Policies and Procedures Manual

From the Assessment and Institutional Research Web Page

Five-Year Program Review

From the Budget Web Page

Budget Manager Responsibility

Policy 4102 Disbursements: General Requirements

Policy 4201 Budget Deficits

From the Student Handbook

From Internal Audit

Other

ACADEMIC LOAD

SYLLABUS

GRADE APPEALS

COURSE OPERATING STANDARDS and Class Meeting Times

DEPARTMENT CHAIRS