2. Faculty

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.

2.1.1 Honor Code

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 pants. Female faculty members are expected to wear dresses, skirts, or dress pants. 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 Student Health Center to grow beards for medical conditions or special video performance assignments connected with a Church video production. 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

2.1.2 Ecclesiastical Clearance

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.

CES Annual Ecclesiastical Clearance Policy

2.1.3 Statement of Nondiscrimination

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

2.1.4 Continuing Faculty Status

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 instructional skills, and campus citizenship. A faculty member with CFS has his or her teaching contract renewed annually, conditioned upon receiving the required ecclesiastical clearance, and upon endorsement by their chair and dean (see 2.3.2 Faculty Teaching and Professional Development Plans and 2.3.3 Faculty Performance).

The process for qualifying for CFS is typically three years in length. During this probationary period, CFS candidates participate in a development program designed to assist them in qualifying for ongoing employment.

A CFS faculty member is appointed by the college dean in consultation with the department chair to serve as a mentor to each new faculty member. This mentor is typkically selected from the same department as the CFS candidate. The mentor helps the new faculty member create a Faculty Teaching and Professional Development Plan and a philosophy of education statement. The mentor encourages and helps coordinate classroom visits to and from colleagues. The 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. 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, and discuss instructional materials, pedagogy, and assessments. Specific observation comments are provided on observation forms by the Faculty Development Office. CFS committee members write a report of their visits, which is sent to the CFS mentor with a copy provided to the new faculty member. (see 5.5.1 Continuing Faculty Status Process).

The department chair, with the assistance of the department office assistant, compiles a CFS binder on each new faculty member. It includes data collected from classroom observations, materials generated by the new faculty member, comments from the 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 at the conclusion of the process by the associate academic vice president in instruction in making a final CFS determination (see 4.5.1 Continuing Faculty Status Process).

Continuing Faculty Status Handbook

2.1.5 Terminal Degree

All CFS faculty members are expected to hold a graduate degree (Masters or Doctorate). Additionally, faculty members may pursue a terminal degree in their disciplines. Salary placement is set according to degree type and adjusted at intervals during, and at the completion of the terminal degree studies. Appropriate degree levels for each program area is determined by department chairs in consultation with program faculty members and the college dean.

Newly hired CFS faculty members who do not hold the specified degree for their discipline area may be hired previously with the requirement that a terminal degree be obtained prior to granting CFS status. Faculty members considering an additional degree should discuss their plans and oucomes with their department chair as part of their long-term Faculty Teaching and Professional Development Plan and carefully consider the benefit such studies bring to the department and university. Faculty members are responsible for researching the accreditation credentials of institutions of interest prior to enrolling. Any institution not accredited by one of the seven recognized regional accrediting organizations may not qualify for tuition assistance or salary adjustment. Faculty members should consult with their department chair and college's associate dean for faculty development prior to enrolling in any 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. Credits for directed studies, research, or dissertation are not eligible for tuition assistance (see 2.4.1 Salary and 2.4.13 Professional Development Funding).

A one-time special Fellowship is available for the completion of a terminal degree. It is encouraged that this Fellowship be taken at the most advantageous point possible (usually during the dissertation process). Faculty members apply for this using the standard processes for Fellowship approval (see 2.3.4 Professional Development Leaves and Faculty Learning Fellowships).

2.2 Meetings and Schedules

Faculty members are professionals who give a full measure and monitor their own workloads to accomplish their responsibilities. CFS and visiting faculty members contracts cover 47.5 weeks. A typical work week is 40-45 hours per week 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. The University encourages faculty members to limit after-hours work to occasional and reasonable amounts. Any exceptions to a typical full-week work schedule, such as a Fellowship or professional travel requiring absence from a class, must be approved by the department chair. On-going exceptions must be approved by the college dean (see 2.2.2 Faculty Load Contracts, 2.2.3 Office Hours, 2.3.4 Professional Development Leaves and Faculty Learning Fellowships, and 2.3.7 Professional Travel).

2.2.1 Teaching Load

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. If a class is team taught, the total load given cannot exceed 1.5 times the credit for the course.

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. Credit is assigned using the formula 1 credit = 1-3 contact hours per week.

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 that 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. Credit follows the same model as lab courses.

Internship courses allow faculty members to interact with students who are applying principles previously learned in their coursework, either at a work site or on a mentored project. They yield .1 load hours per student to a maximum of 2 credits. Load for departments who use the internship program overseen by Academic and Career Advising are 0-1 load hour.

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. Load is assigned the same as face-to-face courses.

Exceptions to these guidelines are referred to the associate dean of curriculum for review and approval by the Curriculum Council.

2.2.2 Faculty Load Contracts

Different contracts exist for CFS, visiting, and adjunct faculty members. Contracts for CFS faculty members include Professional Development Leave (PDL), and only faculty members who have achieved CFS qualify for a reduced contract. Exceptions must be approved by the associate academic vice president for instruction (see 2.3.4 Professional Development Leaves and Faculty Learning Fellowships and 2.1.4 Continuing Faculty Status).

CFS faculty members 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) per semester; faculty members on the 75% contract have a minimum of 12 load hours and a maximum of 15 (including PDLs) per semester. Exceptions to this guideline are temporary and must be approved by the college dean. 

In the days immediately preceding and following each semester worked, faculty members attend meetings, grade papers, and perform other professional development activities.

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. 

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 creates a significant financial disadvantage for them. 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 overload pay for teaching evening sections, Summer Session, or Christmas classes. Contracts for these assignments are recommended by the department chair in consultation with college dean.

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.

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. Faculty members without CFS may not be scheduled for work beyond a total of 39 annual load hours.

Faculty members on 75% contracts generally teach two semesters each year. The off-semester comes at the discretion of the department chair in counsel with the faculty member. When there are important family needs, department chairs are encouraged to make provisions for that faculty member. In most circumstances, department chairs are encouraged to rotate the off-semester in order to keep all tracks equal for optimal student experience.

During the off-semester, the faculty member is assigned a 100 hour development project. This project is in addition to the 3 hours of PDL they are eligible for during their regular teaching semesters. This assignment can be professional development related and part of the faculty member's multi-year Teaching and Professional Development Plan, or it can be a department assignment made by the department chair. The 100-hour commitment is discussed with the department chair at the time of the annual interview.

Eligibility for a Fellowship is pro-rated. All CFS faculty members are eligible after completing 15 semesters of teaching (see 2.3.4 Professional Development Leaves and Faculty Learning Fellowships).

Visiting faculty members are contracted to teach 36-39 hours for one year. As needed, a visiting faculty member may be hired for additional years, not to exceed three.

The responsibilities of visiting 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. Additionally, they teach no more than 8 hours in their first semester or when re-hired after a non-contracted semester. Their responsibilities focus exclusively on instruction and assisting students. Adjunct faculty members are generally not assigned mentoring, curriculum development, 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. Adjunct faculty members may attend department, college, and University meetings, as desired, - though their attendance is optional (see 3.3.6 Textbooks and Supplies).

Adjunct faculty members are required to complete four hours of training activities each semester for the first three semesters of their employment. The Faculty 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 contract. They receive a stipend when the training activities are completed. As adjunct faculty members complete the initial three semesters training, they are encouraged, but not required, to participate in professional development activities. Professional development activities beyond those required in the initial year are compensated up to four hours per calendar year with the approval of the department chair.

2.2.3 Office Hours

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 students.

Faculty members typically schedule one office hour per section taught, (3-5 office hours per week). Adjunct faculty members typically schedule 1-2 office hours per week. CFS faculty members are expected to be available to students on a daily basis throughout the workweek.

CFS faculty members participate in a deliberate and well-planned mentoring program with students, counseling them regarding their educational plan and careers. For safety and propriety reasons, faculty members should keep their office doors open when meeting with students individually.

2.2.4 Required Meetings

CFS and visiting faculty members are encouraged to attend all Devotionals.

CFS and visiting 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 CFS and visiting faculty members are expected to attend special new faculty training meetings for one full year after hire (see 6.2.15 New Faculty Trainings).

2.3 Duties and Opportunities

In addition to teaching and mentoring students, faculty members participate in a range of professional development activities. 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 CFS faculty member.

2.3.1 Teaching

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, 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. Canceling classes near holiday's 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 canceled. (See 2.4.16 Personal Leaves, 2.4.17 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).

2.3.2 Faculty Teaching and Professional Development Plans

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. CFS faculty members create and maintain multi-year Faculty Teaching and Professional Development Plans covering four categories:

  • Content Knowledge and Academic Depth
  • Scholarship of Learning and Teaching
  • Skills Development
  • Campus Citizenship

CFS faculty members meet with their department chairs in an annual interview to report on past and current teaching and professional development activities, review future 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; 2.4.13 Professional Development Funding; and 4.5.4 Faculty Professional Development Interviews).

Visiting faculty members are also encouraged to develop a written professional development plan during their time at the University focusing on integrating and leveraging their experiences for future employment opportunities beyond BYU-Idaho.

Faculty Professional Development Plan

2.3.3 Faculty Performance

On an annual basis, department chairs assess their CFS and visiting faculty members' performance in the four professional development categories. They discuss the faculty members' performance in the annual interviews. Data from students, peers, and other sources should be reviewed and considered (see 4.5.4 Faculty Professional Development Interviews).

Content Knowledge and Academic Depth encompasses ongoing content area development, including curriculum development activities. A record of activities accomplished should be included in the Faculty Teaching and Professional Development Plans. These plans include: 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 review ongoing self-assessment and systematic inquiry into student learning and classroom instruction. Historically, acceptable student evaluations have been instructor ratings above 5.0. These metrics should be supplemented with and evaluated against other feedback from mid-semester and end of semester evaluations, peer or teaching team feedback, etc. Data obtained through surveys, the SCOTs program, direct measurement of student learning, nationally normed tests, and other measures, may also be used in discussing engagement in this category of faculty performance. Additional insights may be found through a review of syllabi, course activities, and lesson plans; student assessment data; participation in teaching teams; participation in University-sponsored learning and teaching activities; and classroom observations from peers.

Skills Development advance a faculty member's abilities with teaching technologies, discipline-specific technology and skills, and assessment tools. Department chairs review a faculty member's participation in training activities 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 invited. 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).

2.3.4 Professional Development Leaves and Faculty Learning Fellowships

The University provides CFS faculty members with Professional Development Leaves (PDL) and Faculty Learning Fellowships to promote growth and content depth. The projects faculty members complete during PDLs and Fellowships provide opportunities to develop as teachers and scholars, strengthen mentoring activities, and practice their craft. Such projects both directly and indirectly bless students who are instructed by accomplished, skilled, and knowledgeable faculty members. PDLs and Fellowships may focus on a variety of activities, including, but not limited to:

  • Receive specific training in teaching or technology
  • Exploring and deepening understanding of the scholarship of learning and teaching
  • Revising current classes in a substantive way
  • Producing teaching videos, case studies or simulations
  • Developing or maintaining curriculum for campus or online courses
  • Serving as a team lead for a course
  • Mentoring student research
  • Significant skill maintenance projects
  • Participating in scholarly and creative endeavors such as researching and writing in a content area and attending and presenting at conferences
  • Consulting or working in industry
  • Teaching temporarily at another university
  • Qualifying or renewing professional certificates or licenses

CFS faculty members are granted PDLs and Fellowships according to established policies and procedures and are based on the quality of the proposals. Proposals usually originate from individual faculty members, but can also be made by teaching teams or department chairs.

PDL projects are granted on a load hour basis, with each load hour representing a 40-45 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 are encouraged to propose specific projects for a PDL as part of their Faculty Teaching and Professional Development Plan. They then submit this plan to their department chair, who may choose to review the plan and requested resources with the college dean and Faculty Development Committee. Faculty members apply for PDLs annually, as part of their annual review with their department chair (see 2.3.2 Faculty Teaching and Professional Development Plans).

To preserve the value of PDLs, faculty members should not be given overload contracts in the same semester that they receive a PDL. In the absence of a reviewed and approved Teaching and Professional Development Plan, faculty are expected to teach a full 12 hour load per semester and typically no professional development resources will be available.

Fellowship projects are granted on a load-hour basis, with each load hour representing a 40-45 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. Faculty members are generally not eligible for PDLs in the same calendar year when a Fellowship is taken (see 2.2.2 Faculty Load Contracts).

Faculty members coordinate the use of PDLs in years preceding and following a Fellowship to develop a comprehensive and powerful learning experience and effective curriculum enhancement (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. These representatives provide important suggestions that strengthen proposals and increase the likelihood of their passing the administrative review (see 5.1.3 Faculty Development Committee).

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 associate dean. The proposal is then reviewed by the college dean and the college's Faculty Development Committee. Recommended Fellowships are sent to the University Faculty Development Council for final approval. The associate academic vice president for instruction is responsible for monitoring the quality of Fellowship proposals.

Upon completion of the Fellowship, faculty members complete a report of their Fellowship activity which focuses on how the outcomes of the Fellowship were accomplished and implemented in the classroom and their effect on the faculty member's professional skills. This report is submitted to the associate dean for faculty development in their college.

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 a Fellowship period.

Faculty Professional Development Application

2.3.5 Intellectual Properties

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.

Unless the University enters into a specific written agreement that provides otherwise, the University shall own the intellectual property rights associated with any work in any of the following circumstances:  

  • University works: University expressly directed a member of the campus community to create a specified work, or the work is created as a specific requirement of employment or as an assigned University duty or is included in a written job description or an employment agreement.
  • Assignment: The Creator has voluntarily transferred the copyright, in whole or in part, to the university. 
  • Substantial use of University resources: The University has contributed 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 is determined by consultation between the faculty member and the department chairs involved together with the Office of Faculty Development under the direction of the Academic Office. 

Any instructional material created by a member of the campus community for use in a course or in other department programs, shall be considered a University Work, and must be made freely available to the University for internal instructional, educational, and administrative purposes, unless such a license will impede scholarly publication or similar activities. Furthermore, if upon authorization, a faculty or staff member transfers copyrights of this material to a publisher, he or she shall provide rights in the agreement for perpetual gratis use by the University and CES for internal instructional, educational, or administrative purposes.

A faculty member should notify his or her department chair when creating intellectual property when using University resources or when mentioning a connection to the University in marketing or publicity information surrounding a publication. (The department chair should be given a copy of the intellectual property and any marketing information in advance.)

From time to time, a faculty member may wish to modify the allocation of ownership and usage rights from the original agreement with respect to specific intellectual properties. Faculty members should consult with the Intellectual Property specialist about this process. 

For additional information, including guidelines for working with the University Store, see the Intellectual Property Rights Specialist website and the Intellectual Property Policy links below. 

Intellectual Property Rights Specialist website
Intellectual Property Policy

2.3.6 Research

Student-centered research activities, especially those that provide experiential learning opportunities for students in their programs of study, are encouraged. CFS faculty members may receive University support to conduct collaborative and mentored student research. Faculty members generally apply for these resources when they apply for PDLs and Fellowships.

The Research & Creative Works Conference is held each semester. It highlights course work, research, and mentored and creative projects in which students take a leading role. Students 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, especially research that has the potential for imposing physical, emotional, financial, or legal harm to participants, the University, or the Church or that target vulnerable populations (e.g., minor children, pregnant women, prisoners, the elderly, and others, as defined by law). Proposals for such studies must be registered with the University using the approved form.

Faculty members and students conducting research projects must obtain informed consent for all research on human subjects.

Data collection on any project involving human subjects should not begin until a research proposal has been approved by the IRB (see 6.3.1 Human Subjects Research).

Mentored Student Research Form

2.3.7 Professional Travel

CFS faculty members are encouraged to participate in professional conferences, retreats, and industry and peer university visits. All professional development travel should be part of the faculty member's annual development plan with clear outcomes and demonstrable benefits to the department, college, and University. Given the year-round calendar that BYU-Idaho uses, faculty members may sometimes 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 canceled.

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. Final approval is provided by the travel administrator when all required policies and procedures are completed.

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 with a University purchase card, a check from the University, or a personal credit card. Receipts must be submitted for reimbursement if a personal card is used.

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 gender. They should not share rooms with students -- unless the students are their immediate family members.

Work responsibilities often require 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 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 should be budgeted by the department (see 2.5.9 Social Relationships with Colleagues).

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 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 (using a personal vehicles means the employee's vehicle insurance is responsible). 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 the standard fleet rate.

Approved cash advances are transferred to a faculty member's bank account by direct deposit, which may take up to two days, or collected at the Bursars Office up to seven days before a trip begins. When an advance exceeds the expenses reported on the reconciled Travel Application form after travel, the difference is paid by the employee and returned to the Bursars Office.

Reasonable business-related cell phone expenses are reimbursed separately from the Travel Application. Faculty members should submit a check request to their department chair for the total dollar amount of the calls with the statements 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 travel administrator.

Travel Policies
Travel Application
Mixed Gender Travel Policy

2.3.8 Campus Service Assignments

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, colleges, Foundations program, or the University. In most cases, these service assignments do not have load associated with them; however, the academic vice president can authorize exceptions under extenuating circumstances.

2.3.9 Campus Administrative Assignments

Faculty members are sometimes asked to fulfill administrative assignments in University leadership positions. Generally, the load for administrative assignments should not exceed half of a faculty member's contracted load without permission from the academic vice president (see 4.1 Department Leadership, 5.1 College Leadership, and 6.1 Academic Office Leadership).

Faculty members who are asked to serve in leadership capacities should have a good sense of vision, understand disciple leadership principles, 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

2.3.10 Faculty Association

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.

2.3.11 Conflict of Interest

A conflict of interest occurs when a CFS or visiting 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

As part of the faculty member's annual interview with their chair, they should have an open and transparent discussion regarding potential conflicts of interest. 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 CFS 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. Faculty members seek prior permission from the department chair to use University equipment other than their assigned office computers and printers (see 4.4.5 Personal Copies and Printing Fund).

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 workday 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

2.4 Resources

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.

2.4.1 Salary

The compensation philosophy of the University for faculty salaries creates a conservative and equitable salary schedule. The budget for faculty salaries is set by the Board of Trustees. On a regular basis, Human Resources conducts an analysis of data submitted to the United States Department of Education and other relevant salary surveys, to confirm that salaries are competitive and within an appropriate range. Faculty members are compensated based on years of teaching, professional, or industry experience; degrees earned; and type of contract (see 2.2.2 Faculty Load Contracts).

A remuneration amount is provided for faculty working on an approved terminal degree. Interested faculty members should review their plans with their department chair then visit with Human Resources to review the remuneration plan. Faculty members are responsible to notify Human Resources upon completion of hours or degree and provide their unofficial transcript (see 2.1.5 Terminal 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.

2.4.2 Insurance

All faculty members are covered by workers' compensation insurance for accidents that happen on the job. CFS and visiting faculty members are eligible for medical insurance benefits through the Deseret Mutual Benefit Administrators (DMBA). Human Resources assists with questions related to this benefit.

Deseret Mutual

2.4.3 Office Space

CFS and visiting 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. Additionally, the University provides a number of drop-in offices for use by adjunct faculty members who are not assigned office space by their departments.

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.

Office Furnishings Policy

2.4.4 Computers

Faculty members are given either desktop or laptop computer access in their offices. Adjunct faculty members without designated office space have access to computer equipment in drop-in offices. They should 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 and are maintained by Technology Support representatives. Among their several duties, the Technology Support representatives install approved software and applications.

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.

Computer Equipment Policy

2.4.5 Email

Faculty members are given a University email address for the duration of their employment. Retirees are able to keep this 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. 

2.4.6 Cell Phones

CFS 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.

2.4.7 Mobile Devices

Faculty members who have a demonstrated need for a mobile device may request one through their department chair. Proposals are submitted to the academic vice president and IT portfolio manager for Academics and must outline how the device will be used to benefit the University (see 4.4.6 Mobile Devices).

2.4.8 Campus Mail System

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.

2.4.9 Building Access

Academic buildings are generally open from 6:00 am until 11:30 pm. 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. If their classrooms are not occupied, faculty members may utilize those at will for preparation purposes (see 2.4.3 Office Space).

All faculty members have free access to the Hart Building and the BYU-Idaho Center recreational facilities during regular hours, 5:00 am to 11:30 pm. BYU-Idaho approved exercise clothing is required when using the Hart Building and BYU-Idaho Center courts. Approved exercise clothing can be purchased at the University Store. The families of CFS and visiting faculty members have free access to the facilities but will need to buy 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.

2.4.10 Teaching Assistants

As faculty members and students collaborate on many types of academic and student employment projects, the University learning community is strengthened. Accordingly, CFS and visiting faculty members may utilize student employees in fulfilling their teaching assignments and professional development projects. Faculty members act in an important mentoring role to ensure 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. At the department chair's discretion and contingent on available funding, adjunct faculty may also be assigned teaching assistants.

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 Faculty Development Office.

Teaching assistants should receive University-provided training in FERPA guidelines and they should be given appropriate computer and faculty office access. Pay is based on an hourly wage determined by the University (see 3.5.2 Family Education Rights and Privacy Act Guidelines, and 4.4.11 Hiring Students).

2.4.11 Tuition Benefit

Faculty members are eligible for a BYU-Idaho tuition waiver each semester they teach, which must be used in the semester earned. CFS and visiting 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 CFS 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 once 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 CFS faculty members become eligible for a tuition waiver once the faculty member has been employed for one year and has reached age 27 or once the faculty member has been employed for 2 years. The tuition waiver may be used at BYU Hawaii, BYU-Idaho, BYU-Idaho Online, BYU, and the LDS Business College. Each dependent can elect a full or half waiver for any semester they are eligible. 

Tuition Waiver Benefits for BYU-Idaho Credit Courses Policy

2.4.12 Professional Development Support

The University provides resources to aid faculty members in their professional development efforts. The Faculty Development office sponsors many training opportunities for CFS and adjunct 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 Faculty Development office 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 Ad-hoc Commitees).

SCOTs Program
Instructional Development

2.4.13 Professional Development Funding

The University is blessed to have administrative and Board support for CFS 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.

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. All faculty members, including visiting faculty and adjunct faculty may apply for professional development funds. A priority for funding is given to CFS faculty proposals. Only CFS faculty are eligible to apply for Faculty Learning Fellowships.

While department-level funding is available by application on a yearly basis, other sources of funding are awarded based on outcomes and merit of the project. College Faculty Development committees evaluate professional development applications that include request for funding. Applications with good alignment of outcomes to the faculty member's professional development goals and department needs that demonstrate student focus and contain elements of collaboration with other faculty members are given highest priority. 

Faculty Professional Development Application

2.4.14 Tuition Assistance

Tuition assistance is available to CFS 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 chair using the appropriate applications (see 2.3.4 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.

2.4.15 Discounts

All faculty members are eligible to receive two discounted tickets for most campus performing events. CFS faculty members may receive an additional discounted ticket for each dependent in their families. 

All faculty members receive a 10% discount at the University Store on most items.

2.4.16 Personal Leaves

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 chair 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 medical leave of absence is available to CFS faculty members who have worked at BYU-Idaho for at least 12 months and 1,250 hours 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)

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

A non-medical personal leave of absence is available to faculty members under approved, special circumstances:

  • 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 a medical leave of absence should consult with Human Resources for details related to their specific cases. Faculty members seeking a non-medical leave should work with department chairs, college deans, and the Academic Office to complete the appropriate approval documentation.

2.4.17 Disability Benefits

When a CFS or visiting 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
5 1
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
Over 25 12

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.

2.4.18 Retirement

CFS faculty members become eligible for full retirement at age 65. Depending upon the years of service and other financial situations, faculty members may be eligible for early retirement 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 can provide employees with projected benefit calculations and other retirement information.

During the final semester faculty members teach, they have exit interviews with their college dean. Upon retirement, CFS faculty members may be given a modest reception by their department chair. 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.

2.5.1 University Employee Updates

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

2.5.2 News & Notes

The official employee and retiree newsletter is called News & Notes. It is published monthly and includes feature articles, news briefs, and messages from the president. Faculty members are encouraged to submit story ideas, though publication is at the discretion of the University.

News & Notes Contact

2.5.3 Upward

Upward, the BYU-Idaho online magazine reaches a large public and alumni audience but is also designed for campus and online students and employees. Themes represents significant efforts priorities associated with the University's mission. Individual features provide information about specific programs and aspects of the University. New issues of Upward are generally published each semester.


2.5.4 Recreational Noon-hour Groups

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.

2.5.5 University Women's Association

As part of the University Women's Association, female employees enjoy occasional socials. The luncheons encourage unity between campus departments. They alternate between Wednesdays and Thursdays to accommodate different faculty schedules.

University Women's Association Website

2.5.6 Service Awards

Service awards are given to employees for every five years of full-time service. Human Resources prepare 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).

2.5.7 Recognition for Life Events

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.

2.5.8 Holiday Gifts

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).

2.5.9 Social Relationships with Colleagues

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, and 3.5.1 Social Relationships with Students).

Mixed Gender Travel Policy

2.5.10 Faculty Grievances

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 concerned 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 department 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. College deans can consult with the appropriate associate vice-president and Human Resources.

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.

Church Educational System Compliance Hotline

2.5.11 Sexual Misconduct

BYU-Idaho is committed to creating and maintaining a safe and respectful environment for the campus community. The University prohibits sexual misconduct in all of its forms, including sexual harassment, sexual violence, dating violence, domestic violence, and stalking. The University's Sexual Misconduct policy creates a behavioral expectation of respect and appropriateness for the campus community. A wide variety of conduct may constitute sexual harassment in the workplace, and may include (but is not limited to) any of the following: 

  • Sexually suggestive or offensive joking, flirting, or comments
  • Unwelcome and intentional touching
  • Sexually oriented verbal abuse
  • Sexually oriented comments about an individual's body
  • Displaying objects or pictures that are sexual in nature
  • Sending sexually explicit or offensive text messages or other communications

Faculty members who believe they have been subjected to sexual harassment should report to the University's Title IX Coordinator (titleix@byui.edu or 208-496-9200). The Title IX coordinator oversees all reported violations of the University's Sexual Misconduct Policy and coordinates with Human Resources to stop, prevent, and remedy incidents of sexual misconduct. University employees who become aware of or reasonably suspect any incidents of sexual misconduct (including incidents disclosed to an employee by a student) must promptly report the information to the Title IX coordinator. If a report of sexual misconduct involves potentially criminal acts, the victim has the option of reporting the incident to local law enforcement and can be assisted by the Title IX coordinator in notifying such authorities.

Upon receipt of a report of sexual misconduct, the Title IX coordinator oversees an investigation process that is thorough, prompt, and impartial.

Discipline for a faculty member found in violation of the University's Sexual Misconduct Policy will be consistent with the Faculty Discipline and Termination Policy. Legal penalties may also apply in cases involving criminal misconduct (see 2.5.13 Discipline and Termiation).

Sexual Misconduct Policy

2.5.12 Remediation

If, during the annual faculty professional development interview, a department chair determines a faculty member has not shown sufficient evidence of good stewardship and professionalism, the chair selects one of the following options (see 1.1 Mission Statement, 2.1.1 Honor Code, and 2.3.3 Faculty Performance):

Probation is applicable in the many non-egregious 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). concerns are outlined in writing and include achievable milestones (typically for a one year period). No record is forwarded to the dean, although the department chairs 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 by the department chair or college dean for all areas of concern, including self-assessment by the faculty member.

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 reflects the real needs of students, colleagues,  the program, and the department. The plan may call on University resources (Faculty 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:

  • end remediation;
  • elect to extend remediation efforts (calling on more extensive resources from the Faculty Development Office); or
  • if sufficient progress is not demonstrated, the dean may recommend to the associate academic vice president for instruction and academic vice president that the faculty member's contract to be terminated (see 2.5.10 Faculty Grievances).

The faculty member may provide a written explanation of their 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 final recommendation for termination for adequate cause or authorization for additional remediation efforts to the Academic vice president.

2.5.13 Discipline and Termination

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 Misconduct, 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, 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; or 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 in consultation with the academic vice president. 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.

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 review the matter, setting aside the termination, or imposing some other discipline or probation in lieu of termination.

Substance Abuse Policy
Electronic Communications Policy