BYU-Idaho's unique environment is created and preserved through the efforts of a consecrated faculty who give a full measure, "covenant-makers who [have] gathered to a place where covenant-keeping [is] a collective priority" (Henry B. Eyring, "Remarks and Dedicatory Prayer," BYU-Idaho Center and Manwaring Center Dedication, 17 December 2010, p. 2).
When making the announcement that Ricks College would become a four-year university, President Hinckley affirmed that BYU-Idaho "will continue to be teaching oriented. Effective teaching and advising will be the primary responsibility of its faculty, who are committed to academic excellence" ("Ricks College to Become Brigham Young University-Idaho," Ricks College News Release, 21 June 2000, p. 1).
2.1 Faculty Commitment
Through their personal example, faculty members show the students in their classes how to be "true followers" of Jesus Christ (Moroni 7:48). Their righteous living and effective teaching inspires their students to strengthen their relationship with God and live according to gospel principles.
Faculty members voluntarily commit to live the Honor Code of the University, which includes being honest, obeying the law, using clean language, respecting others, keeping the Word of Wisdom, attending church, observing high standards of taste and decency, living a chaste and virtuous life, avoiding pornography, and helping others to fulfill their responsibilities.
The dress and grooming standards for on-campus teaching assignments communicate professionalism. Male faculty members are expected to wear shirts and ties with dress slacks. Female faculty members are expected to wear dresses, skirts, or dress slacks. Where these clothes are not suitable for the work environment, the department chair, with the approval of the academic vice president, determines satisfactory attire.
Hairstyles should be neat, avoiding extreme styles or colors. Male faculty members may wear mustaches trimmed above the corners of the mouth. They must seek permission from the Academic Office to grow beards for medical conditions or special video performance assignments. Female faculty members may wear one pair of pierced earrings. Piercing is not acceptable for men. Whenever possible, faculty members are expected to keep already-existing tattoos covered while in teaching situations, and they should not acquire new tattoos once hired.
University Employment Guidelines
Faculty members must be worthy to receive a temple recommend. Comparable standards are required for those who are not members of The Church of Jesus Christ of Latter-day Saints, and the standards are explained at the time of hire.
Faculty members participate in an annual clearance by ecclesiastical leaders (or designated administrators for those who are not members of the Church). In January of each year, the University sends letters to bishops asking if faculty members are eligible for temple recommends. Human Resources collects the responses and processes them on a confidential basis.
A faculty member who does not receive an ecclesiastical clearance is required to meet with the associate academic vice president for instruction to declare his or her intentions. If unwilling to change behavior, the faculty member's employment is terminated within two weeks of the interview. If a faculty member expresses a desire to change behavior and become eligible for continued employment, the associate academic vice president for instruction may place the faculty member on probation for 90 days. At the end of the probationary period, the bishop of the faculty member is contacted again. If the faculty member is still unable to receive clearance, his or her employment is terminated within two weeks.
A faculty member may make a written appeal of the termination decision to the academic vice president and may give permission for a bishop to discuss the reasons for ineligibility. The academic vice president makes the final decision.
BYU-Idaho considers nondiscrimination to be fundamental to its mission, goals, and objectives. The university is committed not to unlawfully discriminate in the administration of its educational policies and practices for all individuals who meet University and department academic requirements and agree to abide by the University's standards of conduct and behavior.
University Nondiscrimination Policy
Continuing Faculty Status (CFS) at BYU-Idaho acknowledges that a faculty member has demonstrated appropriate content knowledge and academic depth, scholarship of learning and teaching, high-level classroom skills, and campus citizenship (see 2.3.1 Faculty Professional Development Plans). A faculty member with CFS has his or her teaching contract renewed annually, pending the required ecclesiastical clearance.
New faculty members are given three years to achieve CFS. During the probationary period, they participate in a development program designed to assist them in qualifying for ongoing employment.
A full-time faculty member with CFS is appointed by the college dean in consultation with the department chair to serve as a CFS mentor to each new faculty member (see 5.5.1 Continuing Faculty Status Process). The CFS mentor helps the new faculty member create a Faculty Professional Development Plan and a philosophy of education statement. The CFS mentor encourages and helps coordinate classroom visits to and from colleagues. The CFS mentor collects observation forms, notes trends in the classroom performance of the new faculty member, and files documents in a binder kept by the department chair (see 4.5.1 Continuing Faculty Status Process).
Additionally, the college dean consults with the department chair and the associate dean, in appointing two CFS committee members to observe and assist the new faculty member and mentor (see 5.5.1 Continuing Faculty Status Process). The CFS committee members may be drawn from any department in the college. The CFS committee members assume a coaching role, especially as they make classroom visits. Each semester they watch the new faculty member teach and invite him or her to visit their classrooms, as well. Specific observation assignments and questions are suggested by the Academic Office, and CFS committee members are required to write a report of their visits, which is sent to the CFS mentor with a copy provided to the new faculty member.
The department chair compiles a CFS binder on each new faculty member (see 4.5.1 Continuing Faculty Status Process). It includes data collected from classroom observations, materials generated by the new faculty member, comments from the CFS mentor, summary statements from the department chair regarding course evaluations and campus citizenship, and a yearly status letter written by the department chair and college dean noting progress and any concerns. The binder is used by the academic vice president in making a final CFS determination.
All full-time faculty members are expected to hold a Master's degree. Furthermore, they are encouraged to pursue and complete the appropriate terminal degrees in their disciplines. Salary schedules are set according to degree type and are adjusted at intervals during, and at the completion of, the terminal degree studies. Appropriate degree levels for each program area are determined by department chairs in consultation with program faculty members and the college dean.
Newly hired, full-time faculty members who do not hold the specified degree are hired with the requirement that a terminal degree will be obtained in a prompt manner (typically two to three years) prior to granting CFS status. Faculty members considering advanced studies are responsible for researching the accreditation credentials of institutions of interest prior to enrolling. Any institution not accredited by one of the seven regional accrediting organizations may not qualify for the tuition assistance or salary adjustment. Faculty members should consult with the associate vice president for instruction prior to enrolling in an unaccredited program. Assistance for terminal degree study is available through the Academic Office. Tuition assistance is not available for a second degree at the same level unless the studies have been requested by the department chair and dean for a specific program need (see 2.1.3 Continuing Faculty Status, 2.4.1 Salary, and 2.4.14 Professional Development Funding).
2.2 Meetings and Schedule
Faculty members are professionals who give a full measure and monitor their own workloads to accomplish their responsibilities. Full-time and temporary faculty members work approximately 45 hours per week during the semesters they teach, generally between 7:00 am and 5:30 pm each weekday; however, working hours are largely determined by the classes assigned and the office hours chosen (see 2.2.2 Faculty Load Contracts). As professionals, work will occur beyond the hours outlined above. The University encourages faculty members to limit afterhours work to occasional and reasonable amounts. Any exceptions to a typical full-week work schedule, such as a Fellowship or professional travel requiring more than two or three days' absence, must be approved by the department chair. Ongoing exceptions must be approved by the college dean (see 2.3.4 Professional Development Leaves and Faculty Learning Fellowships and 2.3.7 Professional Travel).
Teaching situations differ in the demands they place on teachers, yet the University attempts to make the teaching load comparable and consistent across disciplines.
Standard courses focus on delivering content knowledge in a formal way through discussion, lecture, media presentations, and small group activities. They require faculty members to do approximately two hours of preparation for each hour spent in class. The load is calculated so that it matches the number of class hours per week.
Lab courses present activities to reinforce and expand upon material covered in standard courses. Faculty members typically provide brief, direct instruction to introduce an activity and then move around the room interacting with students individually and in small groups. There is a limited amount of homework for students outside of class, although faculty members may spend considerable time grading papers and preparing lab activities. Lab courses yield .7 load hours for each hour spent in class. When a lab is assigned in conjunction with a standard course, the total load assigned to the faculty member may not exceed 1.5 times the credit hours given to the students for the same class.
Guided instruction courses are independent classes which include a segment where a faculty member presents new information to the students and a substantial period of guided practice in a formal setting. Faculty members incorporate reviews, drills, question-and-answer sessions, and critiques. There is little homework outside of class, though students are often expected to practice the skills they are learning (particularly in performance-oriented areas such as music, dance, and sports). Guided instruction courses yield .85 load hours for each contact hour.
Internship courses allow faculty members to interact with students who are at a work site applying principles previously learned in their coursework. They yield .1 load hours per student.
Blended courses focus on delivering content knowledge in a hybrid format blending traditional face-to-face course work with online activities. Most courses require faculty members to do the same number of hours of preparation (approximately two hours for each hour of class, face-to-face and online sessions) unless the load is shared with adjunct or teaching assistants.
Exceptions to these guidelines are referred to the associate dean for curriculum for review and approval by the Curriculum Council.
Different contracts exist for full-time, temporary, and adjunct faculty members. Contracts for full-time faculty members include Professional Development Leave (PDL), and only full-time faculty members who have achieved CFS may opt for a reduced contract (see 2.3.4 Professional Development Leaves and Faculty Learning Fellowships and 2.1.3 Continuing Faculty Status). Exceptions must be approved by the academic vice president.
Full-time faculty members with CFS select one of two possible annual load contracts:
· 36 load hours across Fall, Winter, and Spring Semesters, including up to 6 hours of PDL, for 100% of the annual salary.
· 27 load hours across two semesters, including up to 3 hours of PDL, for 75% of the annual salary.
Faculty members who have achieved CFS status may elect to change contract status. Contract changes occur at the beginning of a calendar year by notifying the Academic Office in writing. Notification must be done by the beginning of the Spring Semester preceding the desired change. Faculty members are encouraged to stay on a contract for at least two years.
During each semester in which they teach, faculty members on the 100% contract have a load of 12 hours (including PDLs); faculty members on the 75% contract have a minimum of 12 load hours and a maximum of 15 (including PDLs). Exceptions to this guideline are temporary and must be approved by the college dean. Faculty members on 75% contract have an additional 100 hour commitment to the university outside of the two teaching semesters. This commitment can be met through professional development activities or departmental assignments.
In the days immediately preceding and following each semester worked, faculty members attend meetings, grade papers, and perform other professional development activities.
Full-time faculty members with CFS are not required to teach overload courses, although they may periodically be invited by the department chair to do so, if demand for the courses is sufficient. Faculty members do not request overloads and should not become financially dependent upon them. Department chairs should consult with college deans when such requests become a frequent pressure.
Online courses may also be taught as overload; however, online teaching assignments are sometimes given to course leads as part of their regular load and are limited to one online section per year (see 3.2.3 Online Classes).
Overload pay is calculated per credit; it is not based on salary. Therefore, faculty members with a reduced contract should not be asked to teach overload as this imposes a significant financial penalty on them. Full-time faculty members with CFS may not work beyond a total of 42 annual load hours without permission from the associate academic vice president for instruction.
Faculty members may receive extra pay for teaching Evening School, Summer Session, or Christmas Classes. Contracts for these assignments are created through Continuing Education.
Full-time faculty members without CFS work 36 load hours across Fall, Winter, and Spring Semesters, including up to 6 hours of Professional Development Leave (PDL), for 100% of the annual salary.
Full-time faculty members without CFS are not encouraged to teach overload courses, though they may volunteer to do so. Department chairs and college deans must approve such requests. Full-time faculty members without CFS may not be scheduled for work beyond a total of 39 annual load hours.
Temporary faculty members are contracted to teach 36-39 hours for one year. As needed, a temporary faculty member may be hired for additional years, not to exceed three. The responsibilities of temporary faculty members generally focus on teaching; they prepare and deliver instruction, maintain and report grades, and assist students needing help outside of class. They are not typically assigned mentoring or committee duties, but they do participate fully in department, college, and University meetings and activities.
Adjunct faculty members teach no more than 21 hours annually on an as-needed basis. Their responsibilities focus almost exclusively on instruction and assisting students outside of class. Adjunct faculty members are generally not assigned mentoring or committee duties. If an adjunct faculty member is needed for a non-teaching departmental assignment, the department chair should consult with the college dean and the associate academic vice president for instruction.
Program directors or course leads usually select and order textbooks for adjunct faculty members (see 3.3.6 Textbooks and Supplies). Adjunct faculty members may attend department, college, and University meetings, as desired, though their attendance is optional.
Adjunct faculty members are required to complete four hours of training activities each calendar year. The Instructional Development Office provides a selection of learning and teaching development opportunities that qualify for this requirement; the activities are outlined in a letter that is included with the adjunct faculty members' teaching contracts. They receive a stipend when the training activities are finished each year.
All faculty members maintain office hours during which they work with individual students who need help outside of class. Faculty members also use office hours to answer phone calls and emails from students. As professionals and in keeping with the Spirit of Ricks, faculty members strive to respond in a courteous and timely manner to all student requests.
Faculty members typically schedule one office hour per section taught, which usually amounts to 3-5 office hours per week for those with a full load and 1-2 office hours for most adjunct faculty members. Full-time faculty members are expected to be available to students on a daily basis throughout the work week.
Full-time faculty members participate in a deliberate and well-planned mentoring program with students, counseling them regarding future plans, employment opportunities, and graduate school. For safety and propriety reasons, faculty members should keep their office doors ajar when meeting with students individually.
Full-time and temporary faculty members are encouraged to attend all Devotionals.
Full-time faculty members are expected to attend all commencements, convocations, pre-semester meetings, general faculty meetings, college meetings, and department meetings. They should notify their department chairs of extenuating circumstances that necessitate their absence.
Newly-hired full-time and temporary faculty members are expected to attend special new faculty training meetings for one full year after hire (see 6.2.16 New Faculty Trainings).
In addition to teaching and mentoring students, faculty members participate in professional development activities, including the creation of intellectual property, research, professional travel, and service in campus assignments. Such activities are essential to both the faculty and the University, and funds are provided to the departments to sponsor the professional development of each full-time faculty member.
Teaching is the primary responsibility of faculty members. It is expected that faculty members will approach this task with the highest scholarly standards, enthusiasm, and dedication. (For policies regarding classroom practices, see chapter 3 The Classroom.)
Semesters are comprised of approximately 65 days of instruction across 13 to 13.5 weeks. Faculty members should hold all classes as scheduled. Classes preceding a holiday should also be held as scheduled. Cancelling classes near holidays places pressure on other faculty members. When illness or professional travel necessitates a faculty member's absence, he or she should work with the department chair to arrange for each class to be covered rather than cancelled. (See 2.4.15 Personal Leaves, 2.4.16 Disability Benefits, and 3.3.13 Final Examinations).
Faculty members teach within their respective departments and in Foundations courses. Exceptions to this are approved by the respective department chairs, deans, and the associate vice president for instruction. (See 4.3.1 Faculty Load).
It is expected that faculty members will be deeply engaged in their work, supportive of their colleagues and the work of the University, and effective in the classroom. Full-time CFS faculty members create and maintain 5-year Faculty Professional Development Plans covering four categories:
· Content Knowledge and Academic Depth
· Scholarship of Learning and Teaching
· Campus Citizenship
Full-time CFS faculty members meet with their department chairs in an annual interview to review these plans and coordinate Professional Development Leaves (PDL), Faculty Learning Fellowships, professional development funding, and other resources (see 2.3.4 Professional Development Leaves and Faculty Learning Fellowships and 2.4.13 Professional Development Funding).
Faculty Professional Development Plan
Note: This section is under review by a faculty / academic office task force and an expanded program that draws upon multiple assessment indicators will take the place of the current student evaluation process.
On an annual basis, department chairs assess their faculty members' performance in the four professional development categories. They discuss the faculty members' performance with them in annual interviews (see 4.5.4 Faculty Professional Development Interviews).
Content Knowledge and Academic Depth encompasses ongoing content area development. Evidence is found in Faculty Professional Development Plans, self-analysis by faculty members, data collected by department chairs, and classroom observations by peers. Department chairs also consider their faculty members' engagement, work ethic, and fulfillment of professional responsibilities.
Scholarship of Learning and Teaching is defined as engagement in activities that deepen student learning. Department chairs look for evidence of ongoing self-assessment and systematic inquiry into student learning and classroom instruction. Historically, acceptable student evaluations have been instructor ratings above 5.0. Department chairs may use that standard or they may, in consultation with college deans, elect to allow slightly lower scores, weighing factors such as the degree of difficulty of a particular course or innovative learning and teaching methods being employed. Additional evidence might be found through a review of syllabi and lesson plans; student assessment data; and participation in teaching teams, University-sponsored learning and teaching activities, and classroom observations from peers.
Skills advance a faculty member's abilities with classroom technology, assessment tools, course management systems, discipline-specific technology and skills, and communication technologies. Department chairs look for evidence of participation in training sessions and efforts to implement new methodologies.
Campus Citizenship looks at the degree to which faculty members are actively contributing beyond their classrooms to the larger missions of the department, college, and University. It is expected that faculty members will serve on committees regularly and accept leadership assignments as needed. This standard is assessed through feedback from colleagues and through self-reported evidence of participation in department and University responsibilities, including attendance at program, department, and college meetings; general faculty meetings; commencement; and convocation.
(see 2.5.12 Remediation and 2.5.13 Discipline and Termination)
The University provides full-time CFS faculty Professional Development Leaves (PDL) and Faculty Learning Fellowships to promote renewal and growth. The projects faculty members complete during PDLs and Fellowships maintain academic currency and deepen commitment to the art of teaching. Such projects both directly and indirectly bless students who, for years to come, enroll in classes taught by skilled and knowledgeable faculty members. PDLs and Fellowships may focus on a variety of activities, including, but not limited to:
· Developing new curriculum
· Online course development
· Blended course development
· Writing textbooks or study guides
· Revising current classes in a substantial way
· Mentoring student research
· Participating in creative endeavors
· Producing teaching videos, case studies, or simulations
· Researching techniques which directly foster student learning
· Exploring and deepening the scholarship of learning and teaching
· Writing journal articles, reports, or books
· Qualifying for professional certificates or licenses
· Receiving specific training in teaching or technology
· Conducting research and writing in a content area
· Studying abroad
· Working in industry
· Teaching temporarily at another university
· Obtaining a doctoral degree
· Attending and presenting at professional conferences
· Significant skill maintenance projects
Full-time CFS faculty members are granted PDLs and Fellowships according to established policies and procedures and based on the quality of the proposals. Proposals may originate 1) with a faculty member, 2) with a teaching team, or 3) with a department chair.
PDL projects are granted on a load-hour basis, with each load hour representing a 40-hour commitment. PDL projects can be granted 0-3 load hours. Faculty members on the 100% contract are eligible to apply for up to 6 load hours per calendar year, generally spread across at least two semesters; those on the 75% contract may apply for up to 3 load hours per calendar year, usually in the semester in which they are scheduled for 15 load hours (see 2.2.2 Faculty Load Contracts).
Faculty members desiring to propose a particular project for a PDL must complete a Faculty Professional Development Plan (see 2.3.2 Faculty Professional Development Plans). They are then eligible to complete the authorized PDL form and submit it to their department chairs, who review the requests with the college dean and Faculty Development Committee. Department Chairs then approve an appropriate number of PDLs that are supportive of the University's mission.
To preserve the value of PDLs, faculty members should not be given overload contracts in the same semester that they receive a PDL.
Fellowship projects are granted on a load-hour basis, with each load hour representing a 50-hour commitment. Fellowship projects can be granted 6-12 load hours spread over one or two semesters. A faculty member is not expected to have office hours, committee assignments, or other meetings during the semester in which he or she is completing a Fellowship project. Faculty members on the 100% contract are eligible after every 5 years (15 semesters) of service; those on the 75% contract are eligible after every 7.5 years (15 semesters) of service (see 2.2.2 Faculty Load Contracts). Faculty members are not eligible for PDLs in the same calendar year when a Fellowship is taken.
A faculty member may coordinate the use of PDLs in years preceding a Fellowship to develop a comprehensive and powerful learning experience (see 2.3.2 Faculty Professional Development Plans).
Fellowships are approved 12-16 months in advance of the leave semester. A faculty member should consult with his or her department's representative on the college Faculty Development Committee for assistance in preparing their proposal (see 5.1.3 Faculty Development Committee). These representatives provide important suggestions that improve proposals and increase the likelihood of their passing the administrative review.
When the project proposal is complete, the faculty member submits the authorized form to the department chair. If the department chair feels the Fellowship is acceptable and that teaching assignments can be covered, he or she adds comments and sends it to the college dean. The proposal is then reviewed by the college dean and the college's Faculty Development Committee. Recommended Fellowships are sent to the academic vice president for final approval.
All Fellowship recipients are obligated to return for one full year of service prior to retirement or leaving BYU-Idaho. In the event a faculty member does not return to the University, salary for the Fellowship period will be repaid by the faculty member. Faculty members receive regular salary increases (if any) during the Fellowship period.
Faculty Professional Development Application
The purposes of the University are best served by an intellectual environment where creative efforts and innovations are encouraged and rewarded, while retaining for the University reasonable access to, and use of, the intellectual properties that the University has provided assistance in developing.
Except as described below, any intellectual property created, made, or originated by any member of the campus community is the sole and exclusive property of the author, creator, or inventor except as he or she may voluntarily choose to transfer such property, in full, or in part.
Creators of any intellectual property using University resources shall be deemed to have granted the University a non-exclusive, non-transferable, royalty-free license to use the Intellectual Property for the University's own educational or administrative purposes unless such a license will impede scholarly publication or similar activities.
A faculty member should notify his or her department chair when mentioning a connection to the University in marketing or publicity information surrounding a publication. (The department chair may request to see a copy of the intellectual property and any marketing information in advance.)
When entering into publishing agreements, faculty members should, whenever possible, reserve certain rights to the University by including the following or similar provision:
The author retains the right to make copies of the work available for the internal distribution by Brigham Young University-Idaho.
The University shall own the intellectual property rights associated with any work in any of the following three circumstances:
· When the University has expressly directed a faculty member to create a specified work as a requirement of employment, an assigned institutional duty, or part of a written agreement.
· When the faculty member has voluntarily transferred the ownership, in whole or in part, to the University.
· The University has contributed to a collaborative work by contributing services or facilities to the production of intellectual properties that go beyond what is traditionally provided to faculty members in the course of employment. This shall be determined initially by the department chair of the department in which the creator has principally been involved or from which he or she has received resources to fund the work, taking into account the nature and amount of resources customarily made available to faculty members or staff in that department.
In accordance with academic custom, the University acknowledges the creators of intellectual property unless the creators request otherwise. Furthermore, the University grants the faculty member a fee-free, irrevocable, and non-exclusive license to use the intellectual property for teaching or research at another university or educational institution-but not for commercial use without written consent of BYU-Idaho.
It is anticipated that the relevant parties may on occasion wish to modify the allocation of ownership and usage rights provided by the policy with respect to specific intellectual properties. The burden of seeking and obtaining such an agreement will rest with the party seeking the modification.
Intellectual Property Policy
Full-time CFS faculty members may receive University support in their endeavors to conduct research, especially research that benefits student learning.
The Thomas E. Ricks Endowment provides finacial support for expenses associated with research and scholarly activity (excluding equipment purchase).
The Mentored Student Research Fund also provides financial support for research and scholarly activity but is particularly helpful in defraying the costs associated with acquiring supplies and assisting students making presentations at conferences.
Faculty members submit applications up to one year in advance of a project to the Resources Committee (see 6.2.7 Learning and Teaching Committees). Highest priority is given to projects where students participate in the research and presentation of papers. Follow-up reports are required at the conclusion of the projects.
The Research & Creative Works Conference is held each semester. It highlights research and creative projects in which students take an active role. Students may show their work in poster sessions, oral presentations, or performances.
The University has established an Institutional Review Board (IRB) to provide oversight of all research conducted by faculty members or students which involves human subjects. Proposals for such studies should be registered with the University using the approved form.
The IRB carefully reviews research proposals which have the potential for imposing physical, emotional, financial, or legal harm to participants, the University, or the Church. The IRB closely reviews all research proposals which target vulnerable populations: minor children, pregnant women, prisoners, the elderly, and others, as defined by law.
Researchers must obtain informed consent for all research on human subjects. Furthermore, the University imposes the following restrictions:
· Before submitting a proposal to the IRB, student researchers must have faculty members review all surveys, questionnaires, interview questions, and research protocols to ensure that they reflect an adequate level of professionalism and technical soundness.
· Research should not be overly intrusive (unless the intrusiveness serves some defensible research purpose).
· Research conducted on BYU-Idaho students must not delve into the subjects' private affairs or into matters which would typically be discussed only with parents, spouses, or ecclesiastical leaders. Furthermore, questions must not invite criticism of the Church, its doctrines, or its policies.
· Student researchers may not send mass emails to students or employees requesting participation in a survey.
· Student researchers should not generate their own samples for online surveys. If an online survey is approved, the Office of Institutional Research will provide student researchers with a sample and with the necessary email addresses, phone numbers, and demographical information.
· Student researchers should not request class time from faculty members for research activities.
· Intercepting or interviewing for research purposes is not allowed in the library.
Data collection on any project involving human subjects should not begin until a research proposal has been approved by the IRB (see 6.1.1 Institutional Research and Assessment Officer).
Research Registration Forms
Mentored Student Research Form
Full-time CFS faculty members are encouraged to participate in professional conferences, retreats, and university visits. Given the year-round calendar that BYU-Idaho uses, faculty members may find it necessary to travel during a semester. Such absences should be infrequent and short in duration. Faculty members should work with their department chairs to ensure all classes are covered. Classes should not be cancelled.
The University pays reasonable costs of professional travel. Expenses may include transportation, registration or entrance fees, lodging, and food for overnight travel. To request funding for upcoming travel, faculty members consult with their department chairs and submit an electronic Travel Application form.
Agents in the Purchasing and Travel Office can assist with travel arrangements by booking accommodations and arranging for direct billing of airline tickets. Regardless of how reservations are made, faculty members are expected to use the lowest airfare available that reasonably meets the travel itinerary.
Faculty members typically pay registration fees for seminars or conferences by University purchase card, a check from the University, or a personal credit card. Receipts must be submitted for reimbursement.
Faculty members reserve and pay for hotels using a University travel card or a personal credit card. Receipts must be submitted for reimbursement. Faculty members may share rooms with other faculty members of the same sex. They should not share rooms with students -- unless the students are their immediate family members.
Mixed Gender Travel for work responsibilities often requires mixed-gender groups to travel together to the same location. Wisdom, sensitivity and good judgment should be exercised when making travel arrangements for University business or other sponsored trips to avoid compromising the integrity of appropriate relationships or reflecting poorly on the individuals, the University, or the Church of Jesus Christ of Latter-day Saints. Non-related University students and employees should not travel by vehicle one-on-one with a member of the opposite gender. (Travel by common carrier is allowed.) Any additional travel costs that may result from this policy are authorized and will be budgeted and borne by the impacted University unit.
Food for business trips requiring overnight travel is paid on a per diem basis. Faculty members should not ask for reimbursement for meals provided by airlines, conferences, conventions, or hotels. Faculty members may choose to cover meals during foreign travel with the per diem or with actual meal expenses. Receipts are required when actual expenses are claimed.
BYU-Idaho provides University-owned vehicles for regional travel and has contracts with various car rental companies for travel done in distant areas. Private vehicles may also be used if faculty members have verified insurance coverage. Reimbursement is calculated using a standard table, although faculty members who voluntarily take private vehicles when a University-owned vehicle is available receive only half of the standard rate.
Approved cash advances can be transferred to a faculty member's bank account by direct deposit, which may take up to two days, or collected at the Cashiers Office up to seven days before a trip begins. When an advance exceeds the expenses reported on the completed Travel Application form after travel, the difference must be returned to the Cashiers Office.
Reasonable business-related cell phone expenses are reimbursed separately from the travel authorization. Faculty members should submit a check request to their department chairs for the total dollar amount of the calls with the statement(s) attached highlighting the business-related calls.
Faculty members who take family members on business trips must pay for all additional costs associated with the family members' travel. Exceptions must be approved in advance and in writing by the academic vice president.
Faculty members demonstrate good campus citizenship and contribute to the University through professional development activities, sharing teaching ideas, and completing needed departmental tasks. Faculty members are occasionally assigned to committee positions in their departments, one of the colleges, the Foundations program, or the Academic Office. In most cases, these service assignments do not have load associated with them; however, the academic vice president can authorize exceptions under extenuating circumstances.
Faculty members are sometimes asked to fulfill administrative assignments in University leadership positions (see 4.1 Department Leadership, 5.1 College Leadership, and 6.1 Academic Office Leadership). Generally, the load for administrative assignments should not exceed half of a faculty member's contracted load without permission from the academic vice president.
Faculty members who are asked to serve in leadership capacities should have a good sense of vision, be disciple leaders, communicate effectively, manage resources wisely, relate well with their colleagues, and be able to complete complex tasks.
Campus leadership assignments give faculty members an opportunity to provide input for academic decisions. This is appropriate since faculty members are usually affected by the decisions and are directly involved with carrying them out. Faculty members who serve on decision-making councils strive to implement best practices by:
· Providing thoughtful and reasonably prompt responses to requests and proposals
· Proceeding in an orderly fashion to maintain continuity in the work of the University
· Encouraging independence and initiative by delegating as much authority as is feasible
· Providing effectively for input and communication before and after decisions are made
· Encouraging responsibility and transparency
The Faculty Association facilitates constructive communication within the university community by assessing the collective opinions of participating faculty and representing views in appropriate forums. Faculty members have opportunities to provide input, participate in surveys, communicate with officers, and vote on Faculty Association leadership positions. Membership in the association is voluntary.
A conflict of interest occurs when a full-time (CFS or temporary) faculty member's involvement in outside activities interferes with his or her primary commitment to the University. A faculty member must complete a Conflict of Interest and Conflict of Time Commitment Disclosure Statement annually, noting all potential conflicts of interest, including, but not limited to,
· Taking a second job
· Maintaining a private business
· Technical consulting
· Business consulting
· Professional practice
· Frequent or time-consuming presentations at seminars or workshops
· Teaching Evening School, Summer Session, Christmas classes, or online courses
· Computer software development
· Serving as a line officer (in title or in fact) in a private business
· Instructional software development
· Direct or indirect involvement of selling products
· Performances in the arts (e.g. performing or musical groups)
· Government service (other than jury duty, state legislation, or weekend National Guard or Reserve)
· Performing routine church duties during regular business hours (e.g. serving at the temple during daytime hours)
· Using University-owned equipment and supplies, including copiers and printers for other than University-related business
When a potential conflict is identified, a faculty member must complete a Plan to Reduce, Eliminate, or Manage a Conflict of Interest and Conflict of Time Commitment form. Conflicts with substantial time involvement or that place a heavy burden on colleagues may involve contractual adjustments.
Additional compensation beyond contracted salaries may not be generated by full-time faculty members during daytime hours without prior written approval from the academic vice president. This includes work done for other University entities.
Using University space for personal monetary gain (through activities such as counseling or providing private lessons) may not be done without prior written approval from the academic vice president.
Using campus resources for Church assignments, personal projects, or outside business ventures is permitted as long as the faculty members compensate the University for expendable supplies, such as photocopies and printing. Faculty members put money on their I-cards to cover the costs associated with personal photocopies. They put money in the location determined by the department chair to pay for personal printing jobs (see 4.4.5 Personal Copies and Printing Fund). Faculty members seek prior permission from the department chair to use University equipment other than their assigned office computers and printers.
Student workers, office assistants, and maintenance employees must have prior written approval from their direct supervisors to assist faculty members with church assignments, personal projects, or outside business ventures. Likewise, faculty members desiring to have the assistance of classes of students must seek permission from the appropriate college dean(s) and the academic vice president.
Faculty members who are professionally involved with a commercial enterprise that could do business with the University should not represent or lobby the University and must not give improper advantage to their business associates.
Attendance at campaign dinners, rallies, or other partisan political events by faculty members who serve in academic leadership positions should be avoided.
Testifying in court as an expert witness adverse to the University or The Church of Jesus Christ of Latter-day Saints is not permitted. However, faculty members are not precluded from testifying as lay witnesses.
Service as an ordinance worker or volunteer in the temple should be coordinated so the assignment does not overlap with class schedules or unduly impact a full workday.
Bringing children to work to care for or tend them is not permitted. Furthermore, visits from family members during the work day should be limited so as not to interfere with the work of the faculty members or their colleagues.
Faculty Conflict of Interest Policy
Temple Service Guidelines
Children at Work Policy
To fulfill their stewardships, faculty members receive salary, insurance, and many other benefits, as determined by their contracts. They also receive identification cards (I-cards), library privileges, and parking passes. Faculty members treat University funds, including philanthropic gifts, as sacred, and they seek frugality and efficiency in expenditures and financial commitments.
The budget for faculty salaries is set by the Board of Trustees. On a regular basis, the Academic Office conducts a regional analysis of data submitted to the United States Department of Education to confirm that salaries are competitive. Faculty members are paid based on years of teaching, professional, or industry experience; degrees earned; and type of contract (see 2.2.2 Faculty Load Contracts).
Faculty members who earn an additional 30 hours of letter-graded credit from an accredited university after the completion of the Master's degree are eligible for a 2.5% salary increase. Faculty members who earn 60 hours are eligible for an additional 2.5% salary increase. Credits for directed studies, research, or dissertation are not counted. Faculty members, who are eligible for a salary increase, are responsible to notify the Academic Office upon completion of hours or degree and provide their unofficial transcript. Increases will not be granted until transcripts are received and unfortunately no retroactive pay is given.
Once a faculty member receives a doctoral degree and submits the documentation, he or she receives an additional 5% salary increase. Salary adjustments for an elective, second degree of the same level (e.g., two Master's degrees) are eligible for a 2.5% increase at each 30 credit milestone. However, a second degree of the same level is not eligible for the 5% increase at the completion of the degree. Compensation for adjunct faculty members is also set by the Board of Trustees based on comparable rates paid by regional peer institutions. Adjunct faculty members who teach private lessons are paid on a per-lesson basis.
All faculty members are covered by workers' compensation insurance for accidents that happen on the job. Full-time and temporary faculty members receive medical insurance benefits through the Deseret Mutual Benefit Association (DMBA). Human Resources assists with questions related to this benefit.
Full-time and temporary faculty members typically have private offices. Adjunct faculty members often use shared space. In such cases, the adjunct faculty members coordinate their office hours so that they have a reasonable amount of privacy while working with students.
In all campus buildings, faculty members are frequently asked to share offices with ecclesiastical units. Bishoprics, stake presidencies, and clerks may use the offices on Tuesday evenings after 6:00 pm and all day on Sundays. Faculty members are encouraged to be cooperative and congenial in their interactions with ecclesiastical leaders and should do their best to provide an uncluttered office for the conducting of interviews. Faculty members should work directly and respectfully with ecclesiastical leaders to resolve issues about their shared spaces.
Faculty members are given either desktop or laptop computer access in their offices. They should lock or log off their computers each time they leave their offices, and they should change their passwords periodically. To ensure that sensitive materials are kept secured-and for their own protection-faculty members should never provide their passwords to anyone.
The computer issued to a faculty member, whether a desktop or laptop model, belongs to the University. If a faculty member takes a Fellowship or a personal leave away from campus, he or she generally leaves any desktop style computer so it may be used by replacement faculty members. Laptops may be used by a faculty member during a Fellowship leave. Computers (including laptops) are not allowed to leave campus during leaves of absence. Computers are generally rotated on a 4-year basis. Computers are maintained by Technology Support Specialists (TSS) assigned to departments. Among their several duties, the TSS install new software that is requested and approved. Computer equipment should not be purchased using department funds. Faculty members request additional computer-related needs through their department chair during the annual stewardship review.
Faculty members are given a BYU-Idaho email address. The University does not guarantee the privacy or confidentiality of email messages, which are considered campus records. The University reserves the right to monitor and disclose the contents of email messages to correct improper use or satisfy legal obligations. Email is not intended to serve as a repository for records of permanent or lasting value. Messages older than 6 months are subject to automatic deletion.
Full-time faculty members and their immediate family members may participate in the University's cell phone program by contacting the cell phone provider located in the University Store.
Faculty members who have a demonstrated need for a mobile device may request one through their department chairs. Proposals are submitted to the academic vice president and must outline how the device will be used to benefit the University (see 4.4.6 Mobile Devices).
Faculty members are given access codes for the teaching stations in Technology Enhanced Classrooms (TEC) around campus. Different access codes are used by ecclesiastical units on Sundays. Faculty codes should not be given to students. Teaching assistants needing to activate a TEC station in the absence of a faculty member should contact the Help Desk (extension 9000).
Faculty members may send mail to fellow employees using the campus mail system. Internal correspondence does not require postage. Any envelope is acceptable, although blue envelopes designed for repeated use may be obtained in department or college offices.
The zip code for BYU-Idaho is 83460, and each department is assigned a 4-digit extension. For billing purposes, faculty members sending University-related letters off campus need to have the appropriate +4 zip code in the return address area. Postage for personal correspondence should be paid by faculty members.
Academic buildings are generally open from 6:00 am until midnight. University Security and Safety locks the buildings starting at 11:30 pm. Lock-up on Sundays begins at approximately 10:00 pm.
Faculty members have access to their assigned offices and work-stations after hours, except as needed by ecclesiastical units (see 2.4.3 Office Space). If their classrooms are not occupied, faculty members may utilize those at will for preparation purposes. All faculty members have free access to the Hart Building and the BYU-Idaho Center recreational facilities during regular hours, 5:00 am to 11:45 pm. Faculty members who desire to rent University-owned clothing must pay a semester or annual fee. The families of full-time and temporary faculty members have free access to the facilities but may need to rent clothing. The families of adjunct faculty members must purchase daily use passes in the equipment room. Faculty members must schedule the outside-of-class use of campus facilities, including shops, labs, ballrooms, and recital and performance spaces. For safety and security reasons, faculty members should not bring family members or guests for activities when buildings are closed and secured.
Having faculty members and students collaborate on projects strengthens the learning community at BYU-Idaho. Accordingly, full-time faculty members may utilize student help in the fulfillment of their teaching assignments and professional development projects. Faculty members strive to ensure that the students have rich experiences that build them academically, personally, and professionally. Department chairs oversee the department budget that determines the number and frequency of teaching assistant resources.
Teaching assistants may grade papers, develop I-Learn sites, prepare instructional materials, conference with students, and assist in the teaching of classes with appropriate supervision and preparation. With specialized training, teaching assistants may also aid with research, improve assessments, build or find instructional materials, and tutor students (examples might include assistance in writing, statistics, or specialized software). Training for all new teaching assistants and for specialized teaching assistants is available through the Instructional Development Office. Teaching assistants should receive University-provided training in FERPA guidelines (see 3.5.2 Federal Education Rights and Privacy Act Guidelines), and they should be given appropriate computer and faculty office access. Pay is based on an hourly wage determined by the University.
Faculty members are eligible for a BYU-Idaho tuition waiver each semester they teach, which must be used in the semester earned. Full-time and temporary faculty members receive 6 credit hours. Adjunct faculty members may receive up to the number of credit hours taught during the semester, not to exceed 4 credit hours.
Spouses of full-time faculty members become eligible for a BYU-Idaho tuition waiver once the faculty member has been employed for one year and has reached age 27 or until the faculty member has been employed for 2 years. The spouse is granted up to 21 credits per semester, and the total number of credits is unlimited. Children under age 30 of full-time faculty members become eligible for a tuition waiver once the faculty member has been employed for one year and has reached age 27 or until the faculty member has been employed for 2 years. The tuition waiver may be used at BYU-Idaho, BYU, and the LDS Business College. Each child is granted up to 21 credits per semester, and the total number of credits is 76. Spouses and children must be admitted as full-time or part-time students, and their track assignment at BYU-Idaho is based on space availability (special note: Fall Semester is frequently too full to accommodate spouses and children).
The University provides resources to aid faculty members in their professional development efforts. The Office of Instructional Development sponsors many training opportunities for full-time and part-time faculty members:
· Online modules on instructional best practices
· One-on-one instructional consultations
· Individualized audits of syllabi and I-Learn sites
· Regularly scheduled workshops on instructional best practices
· Research literature on instruction in higher education
· Help designing and conducting action research in classrooms
· The Student Consults on Teaching (SCOTs) Program
The SCOTs Program provides trained students to faculty members for the purpose of gathering data and providing feedback on courses from the perspective of the student. These students can provide such services as:
· Videotaping a class
· Conducting focus groups with students
· Observing a class for the purpose of capturing various kinds of process data
· Working with faculty members on individualized feedback projects
The Office of Instructional Development also works with the Learning and Teaching Council (and its various committees) to provide summits, brown bag lunches, conferences, and banquets (see 6.2.6 Learning and Teaching Council, 6.2.7 Learning and Teaching Committees, and 6.2.8 Research and Creative Works Council).
The University is blessed to have administrative and Board support for full-time faculty members' professional development activities. Funding is available to assist with tuition for terminal degree study, PDLs, and Fellowships. The total benefit may not exceed the limits set by the Internal Revenue Service.
Tuition assistance is available to full-time faculty members pursuing a terminal degree. Faculty members may elect to use their annual PDLs toward their graduate studies. They may also apply for one Fellowship during their entire program. Requests for PDLs or Fellowships should be submitted to their department chairs using the appropriate applications (see 2.3.3 Professional Development Leaves and Faculty Learning Fellowships). Tuition costs are reimbursed on a per-credit basis up to a maximum rate established by the University (not to exceed actual costs incurred). Only one semester of tuition costs for thesis projects and dissertations that extend beyond program credit requirements is paid. Fees and travel for dissertations are not eligible for reimbursement. When a faculty member drops out of a class, he or she should promptly determine a method of correction or reimbursement with the associate academic vice president for instruction. PDL and Fellowship project assistance is available on the department, college, and University level (through the Thomas E. Ricks Endowment). Generally, the funds should be accessed in that order: department, college, and then University. Teachers of Foundations classes may apply to the College of Foundations and Interdisciplinary Studies for support to develop Foundations courses, or create other relevant professional development opportunities. While department-level funding is available by application on a yearly basis, the other sources of funding are given on a priority basis. Faculty members who have received funding most recently become last priority. This arrangement allows academic leaders to share limited resources as broadly as possible.
Faculty members are eligible to receive two discounted tickets for each campus performing event. Full-time faculty members may receive an additional discounted ticket for each dependent in their families. They should verify the number of dependents with Human Resources.
All faculty members receive a 10% discount at the University Store on most items (excluding scriptures, textbooks, all software and hardware in the Technology department, ink jet refills, gift cards, and clearance or marked-down products).
When faculty members must miss work due to illness, personal reasons (such as attending funerals, weddings, and missionary departures), or professional conferences, they must obtain the approval of their department chairs and ensure that classes and other assignments are fully covered.
Should a prolonged illness or an accident make it necessary to employ a substitute, the situation is resolved on its own merits by the department chair, college dean, and associate academic vice president for instruction. A doctor's release should be presented to Human Resources when the faculty member returns to work. The physician should outline any restrictions or necessary precautions.
A leave of absence is available to faculty members who have worked at BYU-Idaho for at least 12 months and who have approved, special circumstances:
· Experiencing health conditions which render them unable to fulfill their duties and require continuing treatment by a health care provider or inpatient care at a hospital or other facility (up to 12 weeks)
· Welcoming new children into their families (up to 12 weeks-right expires one year after birth or adoption)
· Caring for a spouse, parent (either biological or one who stood in the place of a parent when they were young), or child incapable of self-care because of a mental or physical disability (up to 12 weeks)
· Caring for a relative who is a covered military service member with a serious illness or injury incurred in the line of duty (up to 26 weeks)
· Managing affairs while a family member is on active duty in the National Guard or Reserves in support of a contingency operation (up to 12 weeks)
· Completing a terminal degree (up to 2 years)
· Serving a full-time mission for the Church (up to 2 years)
· Serving as a mission president, mission president's spouse, or temple president or matron (up to 3 years)
Personal leaves are generally without pay and many benefits-although tuition benefits for spouses and children continue (the Church furnishes medical coverage for people serving as temple or mission presidents and their spouses). Faculty members seeking personal leaves should consult with Human Resources for details related to their specific cases. Faculty members should work with department chairs, college deans, and the Academic Office to complete the appropriate approval documentation.
Since faculty members do not accumulate sick leave, BYU-Idaho pays faculty members during approved medical leaves based on full years of service:
|Length of Service||Additional Pay|
|Less than 12 months||Not eligible|
|1 year of service||1 pay period|
|2 years of service||2 pay periods|
|3 years of service||3 pay periods|
|4 years of service||4 pay periods|
|5+ years of service||5 pay periods|
When a full-time or temporary faculty member is unable to perform at least 70% of regular job duties for more than 45 calendar days (including Saturdays and Sundays) because of sickness or injury, he or she may apply for disability insurance benefits. During those 45 days, the faculty member should not perform any work without prior permission from the Academic Office and Human Resources as working part-time delays the disability starting date. Application for benefits should be made as soon as it is known that an illness or injury will require more than 2 months off work and at least 2 weeks prior to the end of the 45-day waiting period.
The faculty member remains on full salary during the 45-day waiting period. If the faculty member is able to return to work within 2 additional months, BYU-Idaho has the option to maintain full salary rather than having the faculty member go on disability. Disability pay covers approximately 2/3 of the salary. Full insurance premiums are paid by BYU-Idaho during the disability period. In order to assist employees, BYU-Idaho supplements disability pay by approximately 1/3 of the salary based on years of service up to a maximum of 12 months:
|Years of Service||Months of Added Pay|
|Less than 5||0|
|6 or 7||2|
|8 or 9||3|
|10 or 11||4|
|12 or 13||5|
|14 or 15||6|
|16 or 17||7|
|18 or 19||8|
|20 or 21||9|
|22 or 23||10|
|24 or 25||11|
Time is not prorated, and a faculty member who has taken off significant amounts of time prior to becoming eligible for a disability benefit may not be supplemented at all. Once the faculty member is released to return to part-time or full-time work, disability pay and supplemental pay is adjusted or terminated.
Full-time faculty members become eligible for full retirement at age 65. Depending upon the years of service and other financial situations, faculty members may retire early at age 62. Faculty members should meet with Human Resources as early as 3 years before they intend to retire but no later than 6 months before their desired retirement dates. Human Resources will confer with DMBA for projected benefit calculations and options.
During the final semester faculty members teach, they have exit interviews with their college deans. Upon retirement, full-time faculty members may be given a modest reception by their department chairs. A gift is provided by the University. If desired, other gifts may be provided by colleagues but should not be purchased using University funds (see 4.5.10 Gifts).
2.5 Human Relations
The Lord has enjoined the Saints, "Above all things, clothe yourselves with the bond of charity" (Doctrine and Covenants 88:125). Faculty members endeavor to apply this principle in their interactions with all members of the campus community-students, faculty, employees, and University leaders. Additionally, their standard of conduct should be exemplary at all times.
The University uses email as its primary means of communication with faculty members. University employee updates are sent by email twice weekly. Colleges, departments, and programs may submit information about activities for inclusion in these email notices.
University Employee Update Contact
The official employee and retiree newsletter is called News & Notes. It is published monthly and includes feature articles, news briefs, employee profiles, thank you notes, and classified ads. Faculty members may submit items as desired, though publication is at the sole discretion of BYU-Idaho.
News & Notes Contact
Upward, the BYU-Idaho online magazine, reaches a large public audience. The University is interested in providing articles that uplift and inspire people to contribute meaningfully to their families and community. Each edition has a theme, and faculty members desiring to contribute ideas or articles may contact University Communications.
Upward, BYU-Idaho Online Magazine
Noon-hour leagues, classes, and teams exist for bowling, strength training and conditioning, aerobics, basketball, and much more. Invitations to participate are sent out regularly by email in the University employee updates.
As part of the University Women's Association, female employees enjoy occasional socials. The luncheons encourage unity between campus departments and areas. They alternate between Wednesdays and Thursdays to accommodate different teaching schedules.
University Women's Association Website
Service awards are given to employees for every five years of full-time service. Human Resources prepares a certificate and gift. Arrangements should be made by the appropriate college deans and department chairs to present the awards at a formal gathering (a social, dinner, or meeting).
University Relations formally acknowledges certain life events with a small gift or flowers: births, hospitalizations of employees, deaths of employees (or their spouses, parents, parents-in-law, or children), and deaths of retirees.
The University or Board of Trustees may provide a gift to employees at Christmas time. Department chairs should not use department funds to purchase other gifts for department personnel at holidays (see 4.5.10 Gifts).
Dating, romantic, or amorous relationships between single faculty members where a power differential exists (such as a department chair and a member of the department) must be avoided. If such a relationship exists, it should be discussed with the academic vice president, and, as a general rule, not entered into or continued while one individual has the power to either reward or penalize the other.
Faculty members should avoid business travel where they are alone with a colleague or student of the opposite gender (see 2.3.7 Professional Travel).
A faculty member, like any employee, has a right to voice a concern. As counseled in Matthew 18:15, a faculty member first attempts to resolve any concerns through a private conversation with the other party. If this course of action fails to yield results, the faculty member should seek assistance in resolving the grievance.
Depending upon the seriousness and type of situation, the faculty member may take the concern to the academic leader directly above him or her, contact Human Resources or the Internal Audit Department, or report the incident through the Church Educational System Compliance Hotline (1-888-238-1062). Moreover, both victims and witnesses are encouraged to report cases involving possible criminal misconduct to law enforcement agencies.
A faculty member may present a grievance orally or in writing to a department chair. If the chair cannot resolve the complaint within a reasonable period, the faculty member puts the grievance in writing and files it with the college dean. Grievances should be filed within two months of the occurrence.
When a formal, written grievance is received by a college dean, he or she meets promptly and individually with both the aggrieved and the accused parties to resolve the concern. The college dean may choose to bring the parties together for a discussion.
If dissatisfied with the resolution, either party may ask that the grievance be moved to the Academic Office. The associate academic vice president for instruction meets promptly and individually with both the aggrieved and the accused and then consults with the college dean and the academic vice president, as needed, to determine an appropriate course of action for resolving the complaint. Actions may include
· A joint meeting with the accused, the aggrieved, and such academic leaders as deemed necessary
· A panel of faculty members mutually acceptable to both the accused and the aggrieved to hear the case and present a recommendation
· A consultation with University legal counsel
· A consultation with Human Resources
· The file being sent to the Executive Office
When a resolution has been determined, the associate academic vice president for instruction provides a written decision to both the accused and the aggrieved.
Either party may file a written appeal with the academic vice president within 30 days of receiving the decision. The letter should include all claims upon which the appeal is based. The academic vice president presents the appeal and a recommendation to the President's Executive Group, which makes the final decision.
At no time should a faculty member suffer retaliation or harassment for having submitted a grievance. Any retaliatory action may be regarded as a separate cause for grievance.
BYU-Idaho is committed to creating and maintaining a community where the personal rights of faculty members, staff, students, and visitors are respected. Sexual harassment, unlawful sex discrimination, sexual violence, and inappropriate gender-based behaviors are prohibited and may include:
· Express or implied requests (or demands) for sexual favors accompanied by a real threat or benefit related to the person's acceptance or rejection
· Conduct (not necessarily sexual) directed at a person due to gender that interferes with his or her ability to perform an assigned job
· Sexually-oriented joking, flirting, or comments about an individual's body or gender
· Unwelcome touching or any touching of a sexual nature
· Display of objects or pictures which are sexual in nature
Faculty members who believe they have been subjected to sexual harassment, unlawful sex discrimination, sexual violence, or inappropriate gender-based behavior should report the incident within 180 days to the offender's line management, who coordinates appropriate actions with Human Resources. An individual may, at any time, bypass management and report the incident directly to Human Resources. Moreover, both victims and witnesses are encouraged to report cases involving possible criminal misconduct to law enforcement agencies.
Upon receipt of a complaint, an impartial investigation is undertaken in a prompt and equitable manner by Human Resources and the appropriate line management. If the alleged perpetrator is a student employed by the University and the act occurred at work, the investigation is coordinated with the Dean of Students.
The University attempts, in good faith, to conclude an investigation within 60 days. If, due to the complexity of a case or other mitigating circumstances, an investigation cannot be completed within that period, both the accused and the aggrieved are notified and given status reports.
Particularly in cases of inappropriate gender-based behaviors, department chairs assist faculty members in understanding the harm and discomfort which may be caused by such behaviors. The fact that someone did not intend to offend is not a complete defense to a complaint. Sanctions for those found in violation of the University's policies may include, but are not limited to, termination from employment, immediate suspension, expulsion, and being physically banned from campus. Legal penalties may also apply in cases involving criminal misconduct.
Note: This section is under review by a faculty / academic office task force and an expanded program that draws upon multiple assessment indicators will take the place of the current student evaluation process.
If, during the annual interview, a department chair determines a faculty member has not shown sufficient evidence of instructional or professional development engagement in an area of assessment, the chair selects one of the following options:
For moderate, resolvable concerns the department chair instigates an informal probationary period with the faculty member. Concerns are outlined in writing and include achievable milestones (typically for one year). No record is forwarded to the dean although the department chair consults with the dean as needed. For more egregious concerns, the department chair follows the formal remediation steps outlined below. All remediation periods require summative reviews for all assessment areas, including self-assessment.
Remediation Period 1 - The faculty member works with the department chair to develop a remediation plan. The plan is designed with achievable milestones, but also addresses the real needs of students, colleagues, and department. The plan calls on University resources (Instructional Development Office) as well as department and college resources. The faculty member and department chair review the plan and a finalized document is submitted to and approved by the college dean.
Remediation Period 2 - At the conclusion of the initial remediation period, the faculty member, department chair, and college dean meet to review progress. At the conclusion of the meeting, the college dean may:
· allow the faculty member to return to the standard Faculty Development and Assessment Program;
· elect to extend remediation efforts (calling on more extensive resources from the Instructional Development Office); or
· if sufficient progress is not demonstrated, the faculty member's contract may be terminated after consultation with the associate academic vice president for instruction and academic vice president (see 2.5.10 Faculty Grievances).
A faculty member may be disciplined or terminated for reasons including, but not limited to, unsatisfactory performance, misconduct, sexual harassment, inappropriate gender-based behavior, insubordination, expression contrary to the institutional mission or Church policies and practices in public or private, failure to obtain an ecclesiastical clearance, or violation of copyright or other laws (see 1.1 Mission Statement, 2.3.3 Faculty Performance, 2.5.11 Sexual Harassment, and 3.3.7 Copyright Clearances).
In most situations, faculty members are notified of problems and allowed a reasonable time period to make corrections; however, certain activities require swifter consequences. Furthermore, full-time faculty members who have not achieved CFS and who have misconduct or remediation challenges may be given unique action plans based on the severity of the issues. For example, no appeal is allowed for a pre-CFS faculty member who has received a termination notice following a period of remediation.
Immediate Termination is appropriate when a faculty member has engaged in illegal or highly unethical conduct, such as the possession, use, or distribution of illegal drugs; the deliberate misuse of prescription drugs, whether on or off campus; using University-owned equipment to access pornography; adultery; fornication; and abusive behavior.
Suspension or administrative leave is typically arranged during a period when legal or moral issues are under investigation by Human Resources, the Academic Office, or public officers. In such cases, a faculty member should not return to work until a conclusion is reached. The associate academic vice president for instruction makes administrative leave decisions. The length of the leave should be commensurate with the nature of the alleged offense and other factors, including the faculty member's past record. A faculty member is generally paid during such a leave, though leave without pay is within the discretion of the associate academic vice president for instruction in those situations deemed severe.
Probation and Remediation are applicable in the majority of situations. When a problem is first noted, the department chair approaches the faculty member with professionalism and in "a proper and affectionate manner" (Joseph Smith-History 1:28). The department chair and faculty member work together to create a document which details expectations, a reasonable timeline for correction, criteria for evaluation, and resources to be committed (including assistance from the Instructional Development Office).
A copy of the plan is provided to the faculty member and becomes the basis for a follow-up review. The faculty member may elect to provide a written explanation to accompany the remediation plan. The college dean and the associate academic vice president for instruction receive and evaluate copies of the remediation plan and any information provided by the faculty member.
If the follow-up review results in a judgment that the problem has not been resolved, the department chair details the additional issues of concern in a letter to the college dean and the associate academic vice president for instruction, providing a copy to the faculty member. The college dean reviews the case and convenes a meeting with the department chair and faculty member.
Together, the faculty member, department chair, and college dean review the remediation plan and letter of additional concerns, develop a written strategy and determine resources needed to achieve acceptable levels of performance, which may include a mandatory consultation with the Instructional Development Office.
If the third review shows that the faculty member's performance has continued below acceptable levels, the department chair details the additional issues of concern in a letter which is sent to the college dean and the associate academic vice president for instruction. The faculty member should also provide a written explanation of performance.
The associate academic vice president for instruction reviews the case and convenes a meeting with the faculty member, department chair, and college dean. Together they review the various remediation plans. They consider the efforts expended toward improvement by the faculty member and the support provided by the department, college, and University.
The associate academic vice president for instruction makes a recommendation about whether the faculty member's appointment should be terminated for adequate cause or if additional remediation efforts will be allowed.
Appeals are made to the academic vice president. If a terminated faculty member believes that the decision to terminate is not reasonable in light of all of the circumstances, the faculty member provides a written appeal letter to the academic vice president within 30 days of the termination decision. The letter should include all claims upon which the appeal is based.
The academic vice president usually meets with the faculty member to review the specifics of the case. The academic vice president renders a decision within two weeks. In the event that the faculty member desires a second appeal, he or she must file a written letter of appeal with the University president within 30 days of the academic vice president's decision.
The University president determines, after review of the appeal letter and the information collected by Human Resources and the associate academic vice president for instruction, what action is appropriate: upholding the termination decision, appointing an appeal hearing to fully review the matter, meeting with the faculty member, setting aside the termination, or imposing some other discipline or probation in lieu of termination.