Faculty Policies, Procedures, and Guidelines

Academic Freedom

The university subscribes to the American Association of University Professors’ statement on academic freedom that follows (adopted by the faculty, December 17, 1975):

Teachers are entitled to full freedom in research and in the publication of the results, subject to the adequate performance of their other academic duties, but research for pecuniary return should be based upon an understanding with the authorities of the institution.

Instructors are entitled to freedom in the classroom in discussing the subject, but should be careful not to introduce controversial matter which has no relation to the subject. Limitations of academic freedom because of religious or other claims of the institution should be clearly stated in writing at the time of appointment.

University teachers are citizens, members of a learned profession, and officers of an educational institution. When they speak or write as citizens, they should be free from institutional censorship or discipline, but special position in the community imposes special obligations. As persons of learning and educational officers, they should exercise appropriate restraint, should show respect for the opinions of others, and should make every effort to indicate that they are not institutional spokespersons.

Appeals Process

1. Statement of Purpose

As a Christian institution, the University is committed to the belief that God’s will is revealed through the Bible. Scriptural guidelines and the leading of the Holy Spirit should direct Christians in working together to resolve conflict. Therefore, it is the intent of all parties in any process to follow as closely as possible the Christian model in maintaining or restoring fellowship within the community of believers.

In Matthew 18:15-17, a model is presented in Christ’s own words:

“And if your brother sins, go and reprove him in private; if he listens to you, you have won your brother. But if he does not listen to you, take one or two more with you, so that by the mouth of two or three witnesses every fact may be confirmed. And if he refuses to listen to them, tell it to the church…” (NAS)

2. Formal Process

When attempts at an informal resolution of conflicts have been unsuccessful, when a promotion application has been rejected, or when formal notice of a contract reduction or termination has been given by the University, full-time faculty may request a hearing before the “Faculty Appeals Committee.”

1. Membership. The Faculty Appeals Committee shall consist of the president and three faculty members. These faculty representatives shall be elected by the faculty with nominations coming equally from the appellant and the Office of Academic Affairs.
2. Duties. The committee shall have the authority…
   1. to hear an appeal from a current faculty member whose contract has been reduced in length, whose contract has been terminated, or who has not received a contract for the next year.
   2. to review matters of a serious nature related to faculty employment when other channels of appeal have been exhausted.
   3. to hear an appeal from any current faculty member who has been denied promotion in rank.
3. Appeals. Full-time faculty members may petition for a hearing before the Appeals Committee providing they present a written request to the vice president for academic affairs within thirty days of receiving written notice of termination or within a reasonable time after an informal process of conflict resolution.
4. Hearing Procedure
   1. The president will chair the meeting and will make the final decision with input from the three elected faculty representatives.
   2. The hearing may be recorded at the petitioner’s request.
   3. To assist in the hearing, the petitioner may choose to have other persons present, such as a peer, a pastor, a spouse, or a close friend.
   4. The administrative hearing is not a legal proceeding but an attempt at Christian mediation. It is not intended to be public in nature. In it the University will cite just cause for any personnel action it has taken, and the faculty member affected shall be given equal opportunity to comment in support of his or her position. The process seeks first and foremost “to speak the truth in love,” regardless of which party may be asserting a complaint.

3. Alternative Process

If good faith effort through the above hearing procedure fails to resolve the conflict and the faculty member still feels the complaint has not received proper consideration, the appellant may within thirty days of the president’s decision write a formal letter of appeal to the chair of the board of trustees. The board chair will make a final decision on the matter, with input from the Executive Committee of the board at his or her discretion.

Appointment Letter

1. Appointments to the John Brown University faculty are normally for two academic years for full-time teaching members at the rank of instructor, for three academic years for full-time teaching members at the other ranks, and for one academic year for full-time faculty members whose obligations are fifty percent or less for teaching and research. Appointment letters are sent out in advance of their effective date to give current faculty ample opportunity to make plans for the following year. Signing the appointment letter by the required date signifies the faculty member’s intention to accept the terms of the appointment letter and to fulfill their obligations as a member of the faculty for the appointment year. Under normal circumstances, should the University not intend to offer an appointment letter to a current faculty member, notice of that intent will be given by February 15.
2. It is understood that under normal conditions, the University intends to appoint existing faculty to succeeding appointments. However, nothing in this section shall limit the University’s ability to issue temporary appointments or decide in its discretion, not to offer an appointment letter to a current faculty member. These “normal conditions” typically warranting multi-year, “succeeding appointments” are as follows:
   1. A faculty member has been chosen for the role via at least one national search process;
   2. A faculty member has completed their terminal degree, made significant progress toward completing that degree, or has extraordinary professional experience that would warrant special consideration;
   3. A faculty member is consistently performing at least at the “Meets Expectations” level according to our evaluation and promotion procedures;
   4. If any of a, b, or c are not being met, a faculty member will typically receive a temporary appointment and a national search will typically be scheduled, for which the faculty member is welcome to apply;
   5. If any of a, b, or c are not being met, a faculty member will typically receive succeeding appointments if their student evaluation and formal evaluation results are consistently in the “Exceeds Expectations” or “Outstanding” range.
3. A faculty member may be dismissed during the appointment year for just cause. The University shall issue a notice of just cause for the termination which includes the reasons for the termination. In this context, “just cause” includes, but is not limited to the following:
   1. Inadequate performance of professional responsibilities by faculty member;
   2. Violation of university personnel, academic, or operational policies by faculty member;
   3. An act of illegal, immoral, or unethical behavior by faculty member;
   4. Incapacity of faculty member;
   5. Insubordination by faculty member, such as willful and/or repeated refusal to carry out directives from a supervisor;
   6. Inadequate funding, or insufficient need, for the faculty member’s position;
   7. failure to comply with the terms of the appointment letter.

Each member of the faculty is assured of a forthright approach to such problems and of the cooperation of the University in exploring alternatives to make continued employment a possibility.

4. A faculty member wishing to terminate employment with the University is expected to give at least one month’s notice in writing and to complete the current academic semester.

Conflict of Interest

Refer to Section 7.3 Conflict of Interest in the Employee Handbook. Note that complimentary textbooks and related materials obtained for examination or possible adoption are exempt from the $25 limit for tangible gifts. Also, please see the section on Textbooks for disposition of such items.

Course Delivery Modes

In-Person - Course instruction takes place in an in-person setting. Online information and tools may be used to supplement the in-person learning, but they do not replace any of the in-person meeting times. In-person meeting dates, times, and locations are listed in the Course Schedule.

Asynchronous Online - Course instruction is entirely online with no face-to-face meetings of the entire class required. No specific meetings times are listed in the Course Schedule.

Synchronous Online - Course instruction is entirely online with some meetings online where the instructor and students engage in real-time. Real-time meeting dates and times are listed in the Course Schedule.

Hybrid - Course instruction takes place in both in-person and online (either asynchronous or synchronous) settings. Meeting dates, times, and locations are listed in the Course Schedule.

HyFlex - All course instruction is available in in-person, synchronous online, and asynchronous online settings. Students can move between the various settings as they see fit. Meeting dates, times, and locations are listed in the Course Schedule.

Decorum

Members of the faculty are expected to support, by their own examples, the regulations governing students in the matters of conduct. The Student Handbook explains these regulations and outlines the process of relating to students in matters of conduct.

Faculty members are expected to dress in good taste at all times and should be familiar with expectations applicable to students found in the Student Handbook. Faculty should refuse class admission to students who are dressed inappropriately based upon guidelines found in the Student Handbook.

Faculty Emeritus Status

Faculty Emeritus status is awarded to faculty members who retire from John Brown University after honorable service to the institution of at least five years. Emeritus status is approved by the President upon recommendation of the Vice President for Academic Affairs. In most cases, emeritus status is a lifetime designation for the recipient. As an honorific designation, emeritus faculty receive the same retirement benefits as other JBU retirees as represented in the Employee Handbook.

Faculty Employment Objectives

In addition to the standards of conduct as stated in Section 7.1 Standards of Conduct in the Employee Handbook, faculty are expected to meet the following faculty employment objectives:

1. The Scriptures establish the basic values that should guide the development of Christian character and govern Christian behavior. These include:

• Making Christ preeminent in our lives.
• Loving God with all our being and our neighbor as ourselves.
• Seeking after righteousness and practicing justice in our dealings with one another.
• Exercising our freedom responsibly within the framework of God’s moral law, with loving regard for the sensitivities and weaknesses of others.
• Seeking the forgiveness of God and others for our shortcomings.
• Seeking the help of the Holy Spirit as we help others.
• Seeking God’s will through prayer and study of the Scripture.

2. In keeping with the spirit of the basic Christian values stated above and with employment objectives, faculty members are expected to:

• Attend chapel regularly and participate actively in the institution’s other Christian formation opportunities.
• Attend faculty meetings and assigned committee meetings.
• Emphasize the integration of faith, learning, and living inside and outside the classroom.
• Encourage and support spiritual growth in students.
• Perform satisfactorily the duties of teaching, including meeting classes, keeping appointments, advising, keeping office hours, reporting grades promptly, and responding appropriately to directives from administrators.
• Exemplify personal integrative values by participation in some cross-section of extracurricular events.
• Support Biblical ethics and morality by personal lifestyle.

Faculty Evaluation and Promotion

In April of 2007 the faculty, cabinet, and board approved a significantly revised version of the faculty evaluation and promotion document which established the present model for the systematic evaluation of the faculty. A systematic evaluation consists of four parts–student evaluations, peer evaluations, supervisor evaluations, and a self-evaluation-and is to be conducted every at the beginning of the Fall semester of the fourth year for instructors and at the beginning of the fall semester of the sixth year for assistant and associate professors. The Office of Academic Affairs maintains and publishes annually a table of scheduled evaluations so that faculty will have advance notice of evaluation obligations. The evaluation process results in a compilation of documents relating to the faculty member’s teaching effectiveness, scholarship, service to the university and community, and spiritual growth-and culminates in a written response from the Office of Academic Affairs. See Appendix G - Faculty Evaluation and Promotion Procedures  for the complete information on the faculty evaluation and promotion procedures.

Evaluation of Adjunct Instructors

Department chairs and program directors should evaluate adjunct instructors at least once a year.

These are the guidelines for adjunct instructor evaluations:

1. The adjunct faculty member completes a self-evaluation and submits it to the appropriate department chair or program director (for online undergraduate business or psychology).The self-evaluation should include something like the following, though colleges and departments are free to specify their own expectations:

a. A reflection based on reviews of recent course evaluations.

b. Identification of 2-3 areas of success and/or achievements.

c. Identification of 2-3 areas of potential growth that could positively impact the next time teaching.

2. The adjunct faculty member and department chair/program director meet to discuss the self-evaluation.

3. The department chair/program director sends the self-evaluation and a summary of the discussion to OAA to include in the adjunct faculty member’s file.

Faculty Growth and Development

The University seeks to employ experienced faculty members who are highly qualified academically and spiritually. However, it is continually a challenge to stay current in one’s professional field, to adapt to changing conditions, and stay abreast of new developments in teaching techniques and in methods of integrating biblical truth with one’s discipline. Faculty growth and development are institutional imperatives.

Faculty Growth Plans

Each full-time faculty member must maintain a Faculty Growth Plan (FGP) that is to be updated, at a minimum, as part of each annual check-in, performance review, and systematic evaluation. The purpose of the FGP is to encourage a focus on the future and promote regular reflection on professional growth. Faculty members should address teaching effectiveness, scholarship, service, spiritual modeling and student care, and administration (as appropriate) and should rank themselves according to the standard faculty evaluation scale, outlined in Appendix G - Faculty Evaluation and Promotion Procedures , for each of these areas. They should also include an evaluation of their professional growth during the previous systematic evaluation cycle and an outline of plans for the succeeding cycle, thus providing a way to document professional development for their systematic evaluation and promotion processes. Faculty members are required to discuss their FGP with their supervisor as part of their annual check-in, performance reviews, and systematic evaluations.

The following guidelines for the growth plan are suggested:

• Faculty growth plans should focus on all areas of professional responsibility.
• Plans should be individualized to reflect the faculty person’s own perceived needs for growth in light of individual strengths and weaknesses.
• The success of growth plans will be best realized when they are self-designed and self-imposed.
• Successful plans require that faculty be specific in their statements of goals and in their descriptions of accomplishments and assessment.
• Growth plans may involve innovation and experimentation.
• Growth plans should promote the creation of a sense of community wherein persons are helping other persons to grow.

Research and Writing

The university encourages involvement in scholarship and creative endeavors and in the publication and presentation of work, subject to the adequate performance of other duties. Arrangements for research involving remuneration during the period covered by a university contract must be based upon an agreement in writing with the vice president for academic affairs. The university has established load reassignment and summer grants that may be applied for by contacting the coordinator of faculty development.

Sabbatical Leaves

See Appendix F - Sabbatical Leave Policy and Application  for a summary of criteria and appropriate forms.

Leaves of Absence

Requests by instructional faculty members for leaves of absence are to be made through the vice president for academic affairs. The granting of such requests turns largely on the availability of someone to assume the faculty person’s responsibilities during the interim.

Criteria Relating to Leave of Absence (Adopted May 2, 1974):

1. Policy. Since the leave of absence implies an obligation on the part of the University to rehire an individual, a leave of absence must be regarded as a privilege rather than a right. A faculty member may be entitled to an unpaid leave based on the Family Medical Leave Act. See Section 4.19 Leaves of Absence without Pay in the Employee Handbook. The availability of an adequate replacement is a governing factor in all cases.
   1. Applications will be accepted only from faculty persons who will have completed three or more full academic years of teaching (or other instructional service) at the university prior to the leave.
   2. The applicant must intend to return to the university to continue employment immediately after the leave of absence.
   3. The leave (if on a full-time basis) will be without salary and shall not exceed one calendar year. (An additional year, if necessary, in a graduate study program, may be requested by the individual).
   4. Time taken for a leave of absence will not be counted toward years of experience at the university.
   5. Criteria for approval of a leave of absence request will include the needs of, and the benefits to, the university.
2. Procedure
   1. Application by letter will be made to the vice president for academic affairs at least one semester (preferably one year) prior to the period for which the leave is requested. The following points must be addressed in the letter of application:
      • The specific dates of the leave.
      • The anticipated advantages to the university and to the individual.
      • A statement of the applicant’s intention to return to John Brown University.
      • Approval by signature of the college dean.
   2. The vice president for academic affairs will forward the application to the president with a recommendation for action.
   3. Any payments that are normally made by payroll deduction, such as the hospitalization insurance premium for family coverage, may be continued at the employee’s election providing arrangements are made to transmit such payments through the Business Office.

Professional Organizations and Travel

The administration encourages faculty membership and participation in appropriate professional groups.

Currently, $800 per full-time faculty member is allotted to each college for professional meetings. Faculty may use these funds for travel to conferences, meetings, workshops, graduate study reimbursement or research/study venues as well as for memberships and journals. Faculty should work with the college dean for approval of the use of these funds.

There are limited supplemental funds available for faculty whose college funds have been spent. Faculty members may apply to the Faculty Development Committee for supplemental funding. Preference for supplemental travel funds will be given to faculty who are participating at a conference or meeting in a formal way. The definition of participation is broad and includes, but is not limited to, reading a paper, giving an oral or poster presentation, exhibiting a piece, or serving on a committee or as an officer. This is a competitive process.

Other Faculty Development Opportunities

The Office of Faculty Development also sponsors a variety of activities throughout the year. New faculty orientation for all new faculty during the first week of August and the new faculty institute takes place during the fall semester designed for first-year faculty. The fall workshops are typically held during the third week of August and prepare the faculty for the year ahead through workshops, special speakers, and worship. The Balzer Lecture kicks off the academic year by featuring a lecture by a member of John Brown University’s academic community on an issue that demonstrates the integration of faith and learning. Faculty lunches feature the scholarship of faculty members or examine crucial pedagogy issues facing faculty. Faculty mentors are also provided for all first-year faculty as well as other faculty members desiring to grow in various areas of teaching, scholarship, or spiritual modeling.

Faculty Loads

Faculty Loads

Standard faculty contracts are for 9 months and include 24 hours of teaching load, 12 hours in the fall and 12 hours in the spring. 10-month contracts typically also include 3 additional hours load in the summer, and 11-month contracts include 6 additional hours load in the summer.

Adjunct Load

Part-time faculty hired for adjunct teaching are limited to 6 hours of load per term (total, including on-campus undergraduate, online undergraduate, graduate, academic partnerships), 13 hours of load per calendar year (January to December), and 18 hours of load per academic year (July to June). In extraordinary circumstances, an individual may be allowed to teach over 6 hours in one term, provided that the individual’s total load does not exceed 13 hours for the calendar year nor 18 hours for the academic year. This includes summer term teaching. Part-time faculty hired for course development, supervision (including independent studies), or other activities that are paid by a stipend and are not related to course load will have load assigned to the activity based on the stipend received. This load is counted towards the yearly maximums.

Part-time university employees who are hourly employees or whose contract is less than 1560 hours per year will not be allowed to teach any courses.

Half-Time Load

Standard half-time faculty contracts are for 9 months and include 12 hours of teaching load, 6 hours in the fall and 6 hours in the spring. 

Overloads

Full-time teaching faculty who are on 9 month contracts should normally be limited to an annual total 9 hours of teaching load over their contracted load for the fall and spring semester. This includes teaching in all of the various JBU programs (on-campus undergraduate, online undergraduate, graduate, academic partnerships). In addition, this includes course development, supervision, or other activities that are paid by a stipend and are not related to course load will have load assigned to the activity based on the stipend received. Summer teaching should not exceed 6 hours per term. Overload pay is at the adjunct rate. Faculty with reduced loads may not teach overload without approval from the VPAA.

The policies in the previous paragraph also apply to full-time teaching faculty who are on 10 or 11 month contracts, as well as other full-time university employees, with one exception: For people in this category, summer teaching should not exceed 3 hours of overload per term.

Half-time teaching faculty should normally be limited to no more than 5 hours of teaching load over their contracted load during their contracted service.

Independent Studies

Faculty should not direct more than three independent study courses and five independent study students in any one semester. Refer to Teaching Responsibilities in Faculty Responsibilities for more information on independent studies.

In exceptional circumstances, a full-time faculty member may submit a request to the VPAA or the dean of undergraduate studies to teach more hours. However, this is generally not advised as it would not only overwork the individual but would also seem to have an effect on the time available for department, college, and university service.

Service, Scholarship, Spiritual Modeling, and Student Care

Teaching should take up around 70% of full and half-time faculty time and other areas of faculty responsibility should take up about 30% of full and half-time faculty time. Supervisors and faculty should discuss expectations in these areas through faculty growth plans and the systematic evaluation process.

Harassment

See Section 7.7 Harassment in the Employee Handbook.

Intellectual Property

Faculty members generally own the copyright on material that they create. When specifically paid to create course material, the following statement will appear on the Payroll Action Form for the course development:

By signing this Payroll Action Form, I am agreeing that John Brown University (JBU) is compensating me, as Course Developer, to create course materials to be used by multiple JBU instructors. I understand that this compensation represents the entire compensation that I will receive for the created material. In exchange for this compensation, I release to JBU the right for future use of all content, design, and material for this course, in its entirety, including that created by me as Course Developer. Additionally, as Course Developer, I retain the right to future use of the specific content that I have created for the course. I also understand that JBU may, without my express permission or approval, make future updates and modifications to course content, design, and material.

Moving Expenses

The university pays for moving expenses for new faculty as defined in the Moving Policy in the Employee Handbook (Section IV., 4.28). The Human Resources Office will help new faculty make all necessary preparations with a moving company for their move and work within the guidelines of the moving policy. All paperwork associated with faculty moving expenses is handled through human resources.

Policy on Travel and Mileage Compensation for Faculty

John Brown University full-time faculty are eligible for reimbursement for travel when they use their personal vehicles for university business in accordance with the policies below and the university’s “Domestic and Foreign Travel Policy” for all employees. Faculty receive no travel reimbursement for travel to their primary place of employment but are eligible for reimbursement for travel to a secondary place of employment. For example, an instructor whose primary place of employment is the main campus in Siloam Springs will be eligible for travel reimbursement for teaching a course at the Rogers Center. When available, it is preferred that the faculty member use a JBU vehicle instead of their personal vehicle when local travel originates from Siloam Springs.

An individual’s “Primary place of employment” is the location where the preponderance of their university teaching or administrative duties occur.

Adjunct faculty are not eligible for mileage reimbursement but are eligible to be compensated for their travel time according to the policy as explained below.

Faculty whose overload or adjunct teaching assignments require them to travel to an instructional site more than fifty miles from their primary JBU place of employment are eligible for an additional travel stipend. Such stipends are considered taxable compensation. This additional compensation is being paid on top of mileage reimbursement (if applicable) because of the time involved and not as a mileage reimbursement. Stipends are not paid if the teaching assignment is part of the faculty member’s full-time teaching contract. See Appendix S - Policy on Travel and Mileage Compensation for Faculty  for the policy and rates.

Professional Ethics

A faculty member is expected to act responsibly at all times both in speech and writing. This includes exercising special care to be accurate in statements, to use appropriate restraint, to show respect for the opinions of others, and to make it clear when opinions are expressed that they are personal and not institutional.

A faculty member should avoid criticism of the administration, staff, faculty, and administrative policies and procedures, especially in the presence of students. In the interest of campus harmony, as well as finding effective solutions to problems, faculty members are encouraged to voice their concerns through proper channels. Constructive criticism communicated to those who have the authority to fashion solutions has far greater potential for positive change than engaging in fault-finding with those who have no control over the outcome.

(A wholesome tongue is a tree of life. Proverbs 15:4)

Recruitment of Faculty

The vice president for academic affairs, with assistance from college deans, department chairs, and/or directors, is responsible for the recruitment of qualified individuals for faculty and/or professional positions. See Appendix H - Criteria for Requesting New Positions .

The general expectation is that all faculty (full-time, part-time, and adjunct) possess an academic degree in an appropriate discipline at least one level above the level at which they teach, except in programs for terminal degrees or when equivalent experience is established. In terminal degree programs, faculty members possess the same level of degree. When faculty members are employed based on equivalent experience, the appropriate supervisor must submit a letter to be included in the faculty member’s file explaining the rationale for granting equivalent experience. In certain unusual circumstances (a late resignation, for instance), short term appointments of faculty members who do not meet these guidelines may be made with the approval of the vice president for academic affairs.

When determining qualifications based on equivalent experience, the experience should include a breadth and depth of experience outside of the college classroom in real-world situations relevant to the discipline and degree level in which the faculty member would be teaching. Specific skills, work experience, certifications, and additional credentials could be considered. The letter explaining the rationale for granting equivalent experience should address these criteria explicitly as they relate to the course or courses to be taught. The dean of undergraduate studies will work with the supervisor to determine whether the rationale is sufficient to determine qualification to teach.

The following minimum expectations should be met for teaching at the undergraduate level if no appropriate master’s degree or higher:

• At least five years of relevant work experience
• A combination of appropriate certifications or credentials and relevant work experience

The following minimum expectations should be met for teaching at the graduate level if no terminal degree:

• A master’s degree and at least five years of relevant work experience
• At least ten years of relevant work experience
• A combination of appropriate certifications or credentials and relevant work experience

Retirement

Refer to Section 4.14 Retirement Incentive in the Employee Handbook.

Salaries

See Appendix J - Faculty Salaries .

Vacation and Holidays

The schedules of faculty on 9-, 10-, or 11-month contracts are driven primarily by when classes are in session. Faculty should inform their supervisors when they will be away from campus during the times classes are in session. The summer schedules of those on 10- or 11-month (i.e., full year) contracts are influenced by whether the extra months are for teaching or administrative responsibilities and specific expectations should be discussed with supervisors.

The schedules of faculty on Personnel Action Forms (PAF), and those whose duties are primarily administrative or service oriented, are not as directly tied to when classes are in session. These faculty receive all official university holidays as stated in Section 4.16 Holidays in the Employee Handbook and can take vacation as specified on their PAF but are otherwise generally expected to work even if classes are not in session. In other words, these faculty members follow the staff vacation and work policies.