This is a Natural Area so please be mindful of your impact - trash cans are located throughout the park for your convenience. An employee absent from the University for the purpose of attending normal training periods as a member of a reserve or state military unit or duty authorized by proper authority shall be on leave of absence with full pay. The President may, for good cause, suspend an accused faculty member pending immediate investigation or speedy hearing as provided when the continuing presence of the faculty member poses a danger to persons or property or an ongoing threat of disrupting the academic process. The Wi-Fi was very strong. They took way longer this time to move me!
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The maximum probationary period prior to the awarding of tenure is six years, so that when tenure is granted, it comes with the seventh contract. Neither leaves of absence nor part-time appointments count as part of the probationary period, but up to three years of full-time teaching experience at the rank of assistant, associate, or full professor with an appointment in a tenure-track or tenured position at other colleges and universities may count. The following chart shows how such prior service affects the maximum length of the probationary period at Texas State:.
For continuing faculty in the second semester of the second year, or in a third or subsequent year, written notice shall be given not later than August 31 st that the subsequent academic year will be the terminal year of appointment. Although the Rules and Regulations of the Board of Regents require that persons in the third or subsequent year be notified no later than August 31 st of that year, the University has customarily given notice no later than May 31 st.
The University intends to continue its customary practice whenever possible. The academic promotion of a faculty member is discretionary on the part of the President, the Chancellor and the Board of Regents. Faculty members who are not recommended for promotion shall not be entitled to a statement of reasons for the decision against the recommendation. However, supervisors are encouraged to offer suggestions for a program of professional development in teaching, scholarly or creative work, and leadership or service that may enhance the likelihood of promotion in the future.
In non-reappointment of non-tenured faculty or denying promotion to faculty, administrative officers need not give reasons; however, they may not deny reappointment to non-tenured faculty members or deny promotion to faculty members for exercising their academic freedom or rights guaranteed by the laws or constitution of the state of Texas or the United States.
If non-tenured faculty members believe that they have been given non-reappointment notices or contracts or were denied promotion for illegal reasons, they may submit to the President of Texas State their written allegations that the decision not to reappoint or to deny promotion constitutes a violation of a right guaranteed by the laws or constitution of the state of Texas or the United States.
If such allegations are made, the University President will appoint a hearing officer to adjudicate the issue. Tenured faculty members shall not be terminated without a showing of good cause following reasonable written notice and opportunity for a fair hearing.
In cases of good cause where the facts are admitted, summary dismissal may follow. In cases where the facts are in dispute, the President will appoint a special hearing tribunal whose membership, including its chair, shall be composed of faculty whose academic rank is equal to, or greater than, that of the faculty member whose termination is proposed.
The President may, for good cause, suspend an accused faculty member pending immediate investigation or speedy hearing as provided when the continuing presence of the faculty member poses a danger to persons or property or an ongoing threat of disrupting the academic process. An employee who is suspended or discharged from a particular duty or job at the University may be suspended or discharged from all other duties or jobs in the University for the same or other good cause.
In cases of good cause where the facts are admitted by the faculty member, summary dismissal may follow. In cases of dismissal of tenured or non-tenured faculty, the accused faculty member shall be informed in writing of the charges which, on reasonable notice, will be heard by a hearing tribunal whose membership, including its chair, shall be appointed by the President from members of the faculty whose academic rank is equal to or higher than that of the accused faculty member.
At such a hearing:. Following receipt of the recommendations of the hearing tribunal, the President shall review the record, plus any additional written briefs the parties wish to submit, and render a decision, stating his or her reasons thereof in writing and communicating the same to the faculty member.
The original findings, recommendations, and suggestions of the hearing tribunal, a transcript of the hearing, any briefs submitted, and the decisions, recommendations, findings, and suggestions of the President shall be delivered to the Board. The President may submit a written response to the request for review. By a majority of the total membership, the Board may approve, reject, or amend any decisions, findings, recommendations, and suggestions before it, or recommit the matter to the President for reconsideration or the hearing of additional evidence.
The Board shall notify the faculty member in writing of the reasons for its decision. Faculty who believe they may have a viable grievance may approach the University Ombudsman for consultation and assistance in mediation to informally resolve grievances without resort to, or prior to, the formal hearings process addressed below. The grievance policy defines a faculty member as a person employed full-time by Texas State whose duties include teaching, research, administration, or the performance of professional services.
The Ombudsman is a neutral person with whom faculty members can voice concerns, evaluate situations, organize thoughts, and identify options. Since the ombudsman keeps no records identifying faculty members, the Ombudsman can offer a good first step for faculty who don't know where else to turn or how to proceed.
The Ombudsman is independent in structure, function, and appearance to the highest degree possible within Texas State. The Ombudsman is independent of the University's formal administrative structure and strives to consider all sides of an issue in an impartial and objective manner. The Ombudsman cannot impose solutions, but identifies options and strategies for resolution of disputes. The Ombudsman, as a designated neutral, remains unaligned and impartial.
The ombudsman strives to promote procedural fairness in the content and administration of Texas State's practices, processes, and policies. The Ombudsman does not engage in any situation that could create a conflict of interest. The Ombudsman holds all communications with those seeking assistance in strict confidence, and does not disclose confidential communications unless given permission to do so, except as required by law, or where, in the judgment of the ombudsman, there appears to be imminent risk of serious harm.
The Ombudsman provides information relating to university policies and procedures and facilitates the resolution of problems and grievances through informal investigation and mediation, but does not replace or supersede other university grievances, complaint or appeal procedures.
If this does not prove satisfactory, faculty members may consult with the faculty Ombudsman. The Ombudsman serves as a confidential, neutral, informal and independent resource for faculty concerns and conflicts at Texas State. As an independent resource for problem resolution, the Ombudsman works to ensure that all members of the faculty are treated equitably and fairly.
The Ombudsman can provide confidential and informal assistance to help resolve issues related to both the workplace and academic environments. Faculty members alleging discrimination may seek redress through the Office of Equity and Access. Equity and Access will follow its processes for review and investigation.
If, in the judgment and discretion of the Board of Regents, reductions in legislative appropriations for faculty salaries; governmentally mandated reductions in faculty positions; significant loss of enrollment; consolidation of departments or other reorganization; dropping of courses, programs, or activities for educational or financial reasons; or financial exigency makes such action advisable, the employment of a faculty member who has been granted tenure or of any other faculty member before the expiration of the stated period of his or her employment, may be terminated in accordance with the provisions of Chapter V, Section 4.
Academic disciplines ebb and flow over time as student career choices and the educational predilections of the society change. Inevitably, the size of the full-time-equivalent faculty allocated to a department or program will fluctuate, expanding in periods of growth and contracting in periods of retrenchment. The Provost customarily has the responsibility of adjusting departmental faculty size appropriately during such routine periods of growth or decline, so that in the long run all departments are treated equitably and the educational goals of the institution are achieved.
Tenured faculty may not be arbitrarily dismissed as a result of these routine periodic adjustments to departmental full-time equivalent FTE faculty. Thus, the Provost must insure that each department maintains a healthy balance between tenured and untenured faculty; if too few are tenured, there can be no departmental continuity; if too many are tenured, the department loses flexibility.
Within limitations imposed by state and federal legislative and executive authority, Texas State, like other public universities, does conceive, recommend, and execute its own educational policies. The power to govern the institution rests primarily with the Texas State Board of Regents, which is responsible for operating the university.
Practically, though, the duties of governance are largely delegated to and shared by administration and faculty. Through a complex system of hierarchical administrative offices, advisory councils, ad hoc and permanent committees, and elected and appointed faculty bodies, governance in one way or another involves every member of the University community.
It is the responsibility of all administrators and faculty members to familiarize themselves with and participate in the process of governance. The following paragraphs identify the major components of this process at Texas State. The Board of Regents , a nine-member panel appointed by the governor, is responsible under state law for general control and management of the universities in the Texas State University System: A board committee of three members has specific responsibility for this university.
Regent approval is required for most formal pieces of business transacted by the University: Since so many substantive decisions require Regent ratification, the role of the administration and faculty in governance is essentially recommendatory. The Board of Regents meets regularly four times a year.
Much of the responsibility for conducting the day-to-day operation of the institution is delegated to the Texas State University President and his or her administrative staff. The President is appointed by, and serves at the pleasure of, the Board of Regents. In , for the first time, the Board of Regents appointed a search committee composed of Regents, faculty, administration, students, alumni, and community members to screen and recommend candidates for the presidency.
The President has discretionary powers to promote effective administration of the institution and deal with issues that may arise between board meetings. By virtue of these injunctions, the on-campus organizational structure referred to above is in essence an extension of the Presidential Office.
The President has legal authority to approve or reject recommendations on matters that ultimately require explicit board approval and to make binding final decisions on recommendations involving subjects that do not require board action. It meets weekly to deal with major issues, make recommendations on policy, set goals, launch programs, and coordinate implementation of programs and plans.
In addition, the Provost systematically solicits suggestions on faculty governance by meeting monthly with the faculty senate in the President's academic advisory group PAAG. Much of the authority to conduct business and develop recommendations granted the President is delegated throughout the administrative structure. At Texas State, the administrative structure is divided into six categories: Each of these divisions of the University is headed by a Vice President or Director.
A complete list of Presidential councils and committees is available at http: Simply stated, a Provost is the chief academic officer of a college or university. The academic administration-consisting of the Provost, college deans, school directors, and department chairs-is responsible for providing effective academic leadership, securing an accurate evaluation of instruction, scholarly and creative activity, service, and maintaining a high level of faculty morale.
The Provost represents Texas State in academic matters before the Coordinating Board and the accrediting organization, the Southern Association of Colleges and Schools and Schools Commission on Colleges SACSCOC , supervises the development of curriculum new courses and program proposals , oversees recruitment of faculty, and presides at commencement. In addition, the Provost designs the University's academic calendars, sets the examination schedule, orients new faculty, and administers salary notices and renewal of appointments.
The Provost is also charged with supervision of budgeting within the division, allocation of staff positions, administration of the process of tenuring and promoting of faculty, and a number of other matters relating to the academic process. CAD meets weekly to consider matters pertaining to faculty, programs, budgets, and a wide spectrum of academic issues. Academic Affairs division policies are created by this council. CAD meets once each semester with the senate to discuss academic policy matters of mutual interest.
The academic segment of the University, administered by the Provost, is subdivided into ten colleges: The chief academic and administrative officers of colleges are deans, all of whom hold academic rank.
The college deans monitor the various academic activities of the departments and programs within the college: The college deans have the ultimate responsibility to see that students are properly counseled; they supervise school directors and department chairs in the drawing of degree outlines, delegate the preparation of degree audits, and certify students for graduation.
Each dean presides over a college council composed of all associate and assistant deans, school directors, department chairs and, in some colleges, program directors and faculty representatives as well , which meets weekly to discuss common problems, establish college policy, and prepare recommendations on university matters. College deans are selected by the Provost and the President from a list of candidates identified by a search committee composed of faculty and administrators. That committee, appointed by the Provost, advertises the position, screens applicants, interviews candidates, and ultimately recommends the top prospects to the President.
Each chair is a leading faculty member who, as a member and representative of the faculty and the department at large, must articulate departmental aspirations, standards, and points of view to other groups inside and outside the University.
In addition, the chair is chief executive of the department, responsible for implementation of departmental, college, and university policy. Thus, the chair is an administrator whose participative managerial leadership largely determines the direction and quality of the academic program and the routine administrative business of the University. Through the department chair, faculty and administrative interests and points of view must be reconciled, to ensure the spirit of collegiality so essential to a healthy academic institution.
The appointment of the department chair is the prerogative of the Provost and the President. When recruitment of an academic department chair is required, a search committee, with a majority of its members from the affected department, advertises the position, screens applicants, interviews candidates, and ultimately recommends several prospects to the Provost and President.
The Provost and President normally secure the preference of the department members, especially the tenured faculty, before extending appointment to a chair or an interim chair. Much of the routine academic business of the University is transacted or supervised by the department chair. The chair must preside at departmental meetings, maintain departmental records, record faculty absences, assign faculty offices, plan and supervise departmental registration, schedule classes, see that textbooks are ordered, hire student employees, allocate travel money, etc.
In short, it is the chair's duty to see that the department's routine business is transacted efficiently and expeditiously. Such routine matters are important to faculty, so the chair should carefully coordinate planning with the department at large.
The department chair does not make important departmental policies or personnel decisions on a unilateral basis. Rather, the chair relies heavily on the advice of the departmental voting faculty, as defined in the constitution of the faculty see Appendices and the departmental personnel committee PC. The personnel committee will make recommendations to the chair on all matters involving personnel: Faculty preferences on these matters may be determined either by consensus or ballot depending on the circumstances; however, upon any issue, a formal ballot vote must be taken if one or more members of the group so requests.
In such balloting chairs do not vote, even to break ties. All personnel decisions shall be reached by secret ballot. The chair is obligated to ascertain the advice of the faculty, but not compelled to follow it. The decisions of the chair are overriding within the department; although if the faculty's decisions are overruled, an explanation must be given. If a chair denies explanations to either faculty group, representatives of the relevant group may discuss the matter with their college dean and then the Provost.
If the chair disagrees with proposals where a formal faculty opinion has been reached, the chair must forward those recommendations verbatim to the appropriate members of the administration, although the chair may attach additional comments as well. In addition to conferring with the voting faculty and personnel committee, the chair should see that all faculty are fully informed of departmental and institutional policies, consulted on issues that affect them, and accurately apprised of developments and decisions that bear upon their status at the University.
Through departmental meetings, memoranda, email, individual conferences, fall orientation sessions, bulletin boards, etc. Appointments, Evaluation and Promotion.
Personnel matters-the recruitment, retention, and promotion of faculty-constitute one of the most important subjects on which the department chair and personnel committee must prepare recommendations. The chair is the central recruiting officer for the department and must take initiative to see that it is staffed to meet both short and long-term curricular and programmatic needs.
These personnel needs should reflect the strategic planning goals of the department. In consultation with the personnel committee, the chair also should see that faculty are recruited in such a way as to maintain a reasonable balance among the subfields within the discipline, to secure diversity in the geographical origin of terminal degrees, and to satisfy the objectives of the University's equity and access policy, UPPS 4.
Texas State University is committed to an inclusive education and work environment that provides equal opportunity and access to all qualified persons. The procedure for appointment of new faculty is initiated at the departmental level. A request for replacement of an existing vacancy or creation of a new faculty position requires consultation with the personnel committee and approval of the department chair, college dean, and Provost.
Once the position is approved, the chair, with the approval of the dean, director of Equity and Access and the Associate Provost, appoints a committee charged with recruiting and screening applicants. After recruiting, screening, and interviewing candidates, this committee recommends final appointment to the administration.
The President makes the final recommendation to the Board of Regents, who authorize all appointments. Temporary faculty may be employed under an emergency hire provision, with the advertising and posting requirements waived, with approval of the director of Equity and Access and the Associate Provost. Texas State issues two general types of appointments to non-tenured faculty: Continuing faculty include those persons hired in a traditional academic rank senior lecturer, assistant professor, associate professor, or professor with the clear understanding that they may be rehired for one or more additional years.
Continuing faculty may be hired on either a "term" or "tenure" status. Subject to university policies on the nature and length of the probationary period and the applicability of prior service see above under "Tenure" , faculty on tenure track may be reemployed on a yearly basis and may eventually be considered for and awarded tenure. Eligibility for reappointment is contingent on satisfactory annual evaluations during the probationary period. Initial employment on a tenure-track contract does not, however, guarantee that tenure will be given; rather, it indicates merely that tenure is possible.
With the exception of term appointments, continuing faculty must be given appropriate notice as provided under "Termination of Non-tenured Faculty," previously discussed supra , if their appointment is not to be renewed. Faculty awarded tenure, and subsequently reappointed, continue to be subject to annual reappointments based on successful annual reviews.
Tenured faculty are also subject to post-tenure review, which is part of the regular annual performance evaluation process. Any faculty member who has received three negative annual performance evaluations under this post-tenure review may be considered for dismissal or other appropriate disciplinary action.
Term appointments may be renewed annually up to a maximum of five years per term if the faculty member's performance has met expectations and if renewal is in the best interests of the department.
Therefore, eligibility for reappointment is contingent upon satisfactory annual performance evaluations during the term period. Term appointments are generally limited to faculty hired in clinical, research, and faculty of practice appointments, in addition to senior lecturers. Senior lecturers may be appointed for a specific term, not to exceed three years. Temporary faculty, generally referred to as adjunct faculty, include lecturers and part-time faculty at any rank hired for a one-semester or one-year appointment, on a per course or other basis.
Since the appointments for temporary faculty are for an explicit, well-defined and limited time period, they simply expire; no separate notice of termination is required, nor will it be provided. Each fall, the department chair will submit to the personnel committee a list of faculty whose status will require formal action during the year:. In addition, the chair should inform faculty as to what vacancies will need to be filled for the following year due to resignations, retirements, expiration of term appointments, etc.
If the chair inadvertently omits the name of any faculty member eligible for tenure or promotion, the faculty member's name may be added for consideration by any member of the personnel committee upon demonstration that the individual meets the minimum criteria set forth below. Also, faculty members may petition the personnel committee for consideration if they feel that they meet policy requirements for tenure or promotion, even though their chair has not submitted their names to the committee.
On the other hand, the personnel committee need not consider a faculty member who is technically eligible for tenure or promotion under institutional rules, but who chooses not to be put forward.
All recommendations on personnel matters involving faculty originate with the departmental personnel committee.
Personnel committee members have the responsibility of evaluating the candidate's professional qualities, their ability or promise as teachers and scholars and their contributions or potential service as university citizens. Members may submit documents in support of any candidate's professional qualifications; such evidence will be made a part of the record. Members must be present to vote. A simple majority of members voting is sufficient to recommend the granting or denial of appointment, reappointment, tenure, or promotion.
No member is required to vote on a recommendation. Chairs preside at these meetings but they do not vote, since they submit their own independent recommendations. After the formal vote is taken, the appropriate form, Attachment B including a statement prepared by the personnel committee reflecting its action , is completed and signed by the department chair and a representative of the personnel committee.
The chair is responsible for seeing that the comments accurately reflect the rationale for recommending the candidate for tenure and promotion.
If the chair does not concur with a recommendation of the personnel committee, the chair nonetheless will process the form and forward all required supporting documents along with the chair's own recommendation. Personnel committee deliberations on personnel matters are confidential. Therefore, personnel committee members must refrain from discussing such matters with persons who are not members of the personnel committee.
The chair alone is responsible for initially informing individual faculty members of departmental decisions affecting their status. The department chair will promptly inform the affected faculty member of all recommendations prepared by the chair and the personnel committee with regard to the faculty member's position at the University. In the case of tenure, promotion, or reappointment of non-tenured personnel, this information will be formally conveyed in writing to the faculty members within three class days, and a copy of the letter will be placed in their personnel file.
If higher administrative authority does not concur with the recommendation of the department concerning a faculty member, the appropriate administrative officer will communicate such action in writing to the faculty member involved and the personnel committee via the chair.
Candidates denied tenure or promotion who allege violation of academic freedom or discrimination against a protected status may present the allegation to the President and request a hearing as provided for in Chapter V, Section 4.
When reappointment is denied a continuing faculty member on a tenure-track or term appointment, a letter from the appropriate administrative officer will be written according to the policy of due notice specified above under "non-reappointment of non-tenured faculty.
The academic administration college dean, Provost, and President shares with the department chair and personnel committee the responsibility for hiring, advancing, and terminating faculty. As noted above, the personnel committee evaluates the faculty member's professional qualities and performance. In addition, the administration judges the faculty member's worth to the institution generally.
Each department will have a policy regarding the evaluation of faculty. The policy will include a definition of criteria and appropriate instruments and sources for information, and it will specify the relative importance assigned to various criteria for each major decision affecting faculty. Sources may include a combination of evaluations suitable to the department, such as a self-evaluation by the faculty member; evaluations by administrators, peers, and students; evaluations from those outside the department and from other sources.
Each policy will provide for anonymous student evaluation of the teaching of all faculty at least once a year. Each policy will provide an explicit description of the level of performance necessary to meet departmental expectations. In addition, each policy will provide the opportunity for faculty members to review and add written comments to their own annual evaluations before they are placed officially in departmental personnel files or sent forward for performance and merit considerations or other actions.
This policy will be developed by a departmental committee that includes representatives from the non-tenured and tenured faculty, and it must be approved by the departmental personnel committee, chair, college dean, Provost and the TSUS Office of General Counsel. The departmental chair is responsible for providing all faculty with a copy of the policy and assuring that it is fully implemented.
The policy must be reviewed, revised if necessary, and re-approved every three years. All faculty will be evaluated annually by their academic department or school. The performance evaluation covers the preceding calendar year and must be completed by March 1 st.
The purposes of annual faculty evaluation are to provide for self-development; to identify, reinforce, and share the strengths of faculty; to extend opportunities for continuous professional development; and to strengthen the role of faculty members within their departments.
The evaluation also provides information that may be used in tenure and promotion recommendations, the award of merit raises, and in decisions regarding the retention of faculty or tenure itself. This annual evaluation of faculty is a responsibility of faculty governance, a duty shared by departmental chairs and departmental personnel committees. Laws of the State of Texas concerning the evaluation of tenured faculty are found in Education Code, Section The annual departmental evaluation of faculty serves as the basis for decisions regarding the retention of faculty and salary increases.
In evaluating performance, the departmental personnel committee, chair, and college dean will consider the faculty member's contributions in the context of departmental, college, and institutional needs and the faculty member's past performance and career path.
Faculty who meet or exceed departmental expectations as determined by the annual evaluation will be eligible for reappointment.
If a faculty member is on an extended-term contract, failure to meet departmental expectations will cause the department to consider whether reappointment is warranted. If the department, acting through the personnel committee, determines that a non-tenured faculty member is not to be retained, it will give appropriate notice to the chair. The chair is responsible for communicating the decision to the faculty member. If the faculty member is to be retained, the chair will provide the faculty member with specific written suggestions for improvement.
After the regular annual evaluation of faculty is complete, if the department process finds in the first instance that a faculty member may have failed to meet departmental expectations, the post-tenure review process continues. Tenure and promotion decisions are based on judgments.
High quality teaching is a necessary but not sufficient achievement upon which to base tenure and promotion. Colleges are also strongly encouraged to establish a policy and procedure for external review for candidates for tenure and promotion to associate professor.
Typically, the probationary period prior to the awarding of tenure is six years. Faculty who have outstanding records may apply for tenure without prejudice before the end of the six-year probationary period.
Faculty members whose rank is below associate professor must apply for promotion to associate professor at the same time they apply for tenure. A faculty member may not be tenured by default or because of failure to recognize that the time for tenure or promotion has arrived. Suspension or tolling of the tenure clock is possible upon formal request in order to accommodate one or more of the following situations: The rules regarding tolling of the tenure clock are found in Chapter V, Section 4.
It is expected that a faculty member who meets the criteria for tenure will also meet the criteria for promotion to associate professor. An untenured faculty member whose rank is below associate professor must also apply for tenure at the same time he or she applies for promotion.
Assistant, associate and full professors must hold the terminal degree or be adjudged by the personnel committee and administration to be in a critical area where the terminal degree is not necessary. If an individual does not have the recognized terminal degree, the maximum rank that will normally be attained will be assistant professor. Faculty normally serve five years in rank before being eligible for promotion.
The year in which the promotion is reviewed will count as one of the years in rank. An outstanding record of leadership and service is normally expected for promotion to full professor; a sustained level of effective service is necessary for promotion to associate professor. Candidates must verify and sign all applicable forms, provide documentation that supports their application for all criteria, use the official Texas State Vita [ Form 1A or 1B ], and follow and adhere to the published timeline for the tenure and promotion process.
If the chair is being considered for tenure or promotion, a personnel committee member chosen by the group will preside. Personnel committee members will not vote on their own promotions or be present when they are being considered, and, with the exception of College Review Groups, associate professors will not vote on the promotion of a colleague to full professor. Likewise if assistant professors or instructors are on the personnel committee, they will not vote on the promotion of colleagues to a higher rank.
Once this vote is completed, both full and associate professors will convene to vote on candidates for tenure and promotion to associate professor. Within three class days of the decision by the chair, the chair will notify the candidate of the action. The following two decisions require written notification:. Reasons for denial of promotion will be explained. The candidate will be advised in creating a program of professional development to enhance the likelihood of future promotion.
The following two decisions require written notification. The Provost will formulate a recommendation to the President on each candidate, and the President will make the final recommendations to the Chancellor and Board of Regents. Each person in the review and evaluation process has a professional responsibility to treat information that evaluates another's work as confidential. All votes in the process must be kept confidential.
Faculty members who are denied tenure are not entitled to a statement of the reasons upon which the decision is based Chapter V, Section 4. Providing that the denial of promotion does not result in the terminal contract, faculty members should be informed regarding the reasons for denial by the responsible administrator, whether it is the chair, dean, or Provost. It is the responsibility of the candidate to request a meeting to determine the reasons for denial.
Unless otherwise mandated by the Texas legislature or by the Board of Regents, Texas State faculty salary raises, other than those related to promotion, will be based on merit. This system is based in language found in the biennial state General Appropriations Act, which indicates that salary increases shall be awarded on the basis of merit and performance in accepted activities.
As soon as possible after legislative funding becomes available, the Provost will announce the institution's decision regarding the distribution of money to be spent on merit, promotions, equity, and new faculty positions. Departments and colleges are explicitly required to provide written criteria regarding salary increases and to specify procedures approved by the deans and Provost; therefore, definitions, standards, and evaluation methodology vary across campus.
Faculty members uncertain about their eligibility for salary increases can best seek clarification by reading the appropriate departmental and college policy documents and by discussing their status with their chair and dean. Any faculty member denied a merit increase will be counseled personally by the department chair who will provide specific reasons for denial and suggestions for improvement.
Faculty who are dissatisfied with the chair's final merit recommendation may appeal to the college dean and shall be afforded an opportunity to meet with the dean to offer information in support of their position; if the dean upholds the chair, he or she shall be required to explain why.
The decision of the dean is final. Appeals of salary decisions may be made through the normal faculty grievance procedure as described in Chapter V, Section 2. Texas State is committed to maintaining a faculty salary system that fairly compensates faculty members for their services. There are no requirements as to when the University must initiate faculty salary equity studies. Beginning with fiscal year , the University instituted a budgeting system that permits participation by faculty and academic administrators in the allocation of money for the following year.
Under this system, requests for both salary and operating money originate at the departmental level. Each department can request, and must justify, funding at several possible levels. As the department's primary account manager, the chair consults with the personnel committee and has responsibility for developing and monitoring the departmental budget and any other budgets supporting specific programs, as well as insuring operation within approved budgetary constraints.
Each spring, the Budget Office initiates preparation of the budget for the next fiscal year. The chair reviews and updates the unit's budgets.
Further reviews and approvals come from the dean, Provost, and Budget Office, and the President makes final budget allocations with approval of the Board of Regents.
When funding is available, a request for new funds cycle is initiated, beginning with recommendations made by chairs and their departments. Pending available funding, requests for funding new faculty positions are solicited through a new faculty position authorization cycle. Departments and chairs make and prioritize requests, which are reviewed by the dean, who submits a prioritized list of requests for the college to the Provost, who consults in turn with the President in approving new positions.
Funding for new programs, including resources for new faculty, equipment, staff and facilities, is requested at the time the new program proposal is submitted for review and approval. These tentative budgets may be revised during the proposal approval process. Funding for some aspects of a new program must be requested during the new faculty position authorization cycle or during the request for new funds cycle. Individual faculty members have a stake in university policy and are expected to participate in the policy-making process.
The faculty role, inherent in the nature of our system, is recommendatory. Faculty members may suggest policy recommendations or react to the proposals of others through their department chairs, faculty senators, or members of a university committee studying the subject at issue. Suggestions can be handled more expeditiously if they are submitted in writing. When faculty members submit a written proposal to a high-level administrative official, they should provide all intermediate administrators with a copy.
Likewise, when faculty members seek to discuss a policy matter with a high-level administrator, they should inform others in the reporting line of their intent and the subject to be discussed. The purpose here is not to restrict in any way the freedom of faculty members to advance their points of view; rather, it is to insure that good communication exists. Thus, faculty and administrators alike are expected to heed the injunction of the American Association of University Professors AAUP , that all channels of communication be well understood and open to scrutiny.
In addition to the hierarchical offices and attendant councils described above, Texas State has permanent and ad hoc committees charged with developing recommendations on various subjects of special or continuing interest. Faculty and administrators should always coordinate policy recommendations with the appropriate committee.
Some committees are appointed directly by the President, but most are appointed by the faculty senate upon recommendations submitted each spring by the committee on committees. All faculty committee reports are routed through the senate to insure proper distribution of information. Faculty members interested in particular committee assignments should fill out the Faculty Senate Preference Poll sent out each spring or contact the chair of the committee on committees.
Each fall, committee assignments for the year are published in the Roster of Councils, Committees and Teams, which is available to the entire faculty at http: Committees appointed by the faculty senate have been placed in one of four categories: A faculty senator is assigned to coordinate the activities of the committees within each category.
Faculty Senate Committee functions and memberships can also be accessed on the faculty senate website. The Senate is authorized to communicate directly with the President; even if the normal channels of communication become clogged or inoperative, faculty recommendations can still be submitted for high-level, on-campus consideration. In addition, the senate evaluates and ranks applications for developmental leaves, conducts the selection process for the institution's Piper award nominees and the recipients of the Everette Swinney Faculty Senate Excellence in Teaching awards.
Faculty senate serves as a clearing house for faculty committee reports, supervises faculty elections, appoints such standing bodies as the committee on committees and the faculty handbook committee, creates ad hoc committees to study special issues, etc. The chair of the faculty senate sits as an ex officio member of the council of academic deans, the board of the alumni association, and numerous other committees.
The senate posts its minutes on its website. Faculty senate meetings are open to the public and are held in J. Kellam, Room at 4: Abandoned and unclaimed personal property discovered on campus shall be turned over to the University Police Department or materials management for safekeeping. Property shall be considered abandoned if it appears from the circumstances under which the University comes into possession of the property that the owner has thrown it away or has voluntarily left or lost it without an intent or expectation to regain it.
The University Police will make every reasonable effort to identify and return the property to the owner. The owner may obtain his or her property from the University Police Department after providing proper identification.
After days, the University Police may dispose of the unclaimed property or take the unclaimed property to the University warehouse to be sold as a part of normal surplus property sale. Procedures for disposing of property can be found in UPPS Faculty members are to meet classes at every regularly scheduled period.
Anticipated absences from class meetings because of illness or other cause must be reported as soon as possible to department chairs so that they can either obtain a substitute or convey the faculty member's directions to the class. Faculty members absent because of their own illness or illness in the immediate family must complete a leave approval form even though no classes were missed. The form is available in departmental offices. They should also consult the Human Resource Office concerning possible problems relative to extended absence.
Chapter V, Section 4. Faculty members are authorized to be absent, and will be granted paid funeral leave, for the purpose of attending funerals of the faculty member's spouse, or the faculty member's or spouse's parents, brothers, sisters, grandparents, grandchildren or children. Faculty must notify the department chair as soon as possible so that the chair may make appropriate arrangements for classes. In unusual cases e. The individual absent will suffer no loss of salary.
Faculty members absent because of professional necessity requiring state approved travel should complete the regular travel request form. State and federal regulations require the University to keep a record of vacation and sick leave accrual and absences of each employee, and the reasons for employee absences-whether from sickness, vacation, holiday, other paid leave, or leave without pay. Such records shall be available for public inspection in keeping with the provisions of the Texas Public Information Act.
Faculty members shall not, without approval of the President or a designee, collect from students any fees or charges to be expended for university purposes or sell books, notes, materials or instructional supplies to students.
Faculty at the rank of lecturer or above, and other instructional personnel as designated by the University President, may not accept pay from students for extra instruction or teaching of students registered in the University. With prior written approval of the department chair, teaching assistants and instructional assistants may accept pay from students for extra-class instruction or coaching but only in courses or sections of courses with which they have no instructional connection.
At any on-campus event where alcoholic beverages are to be consumed, prior approval must be secured through the office of the dean of students and from the director of the University Police. At least ten working days prior to the event, a request for approval must be submitted to the dean of students to ensure proper planning, appropriate notification, scheduling of facilities, and coordination. Access to Texas State information resources is a privilege, not a right, and all users are subject to the provisions of UPPS In accepting any Texas State computer account username, NetID, or any other access ID the user agrees to abide by applicable Texas State University and System policies and legal statutes, including all federal, state, and local laws.
These include all policies that address the usage of Texas State computer accounts and Texas State information resources. These also include policies and statutes that prohibit harassment, plagiarism, or unethical conduct, or that pertain to theft, copyright infringement, software license violations, attacks on networks and computer systems, and other computer-related crimes. Usage is subject to security testing and monitoring, and it affords no privacy guarantees or expectations except as otherwise provided by applicable privacy laws.
Graduation ceremonies are held in December, May, and August. Each faculty member is expected to attend at least one graduation ceremony each year in suitable regalia. Academic regalia may be secured for a nominal rental fee or purchased at cost from the University Bookstore.
While conducting university business or using university facilities, you may neither use nor provide for use of software in any manner that violates license agreements. You are responsible for discerning and complying with software copyright restrictions, regardless of how the software was obtained.
The Copyright Act, Title 17, United States Code provides a number of specific guidelines for proper use of copyrighted materials in classrooms, musical performances on campuses, and library copying.
Proposals for new programs majors, minors, degrees, etc. Because procedures for both internal and external approvals may change from time to time, faculty members wishing to initiate curriculum changes should consult their department chairs or school directors. Departments may adopt additional rules and regulations pertaining specifically to that department so long as they do not conflict with general university and system policies. In fact, departments are required to develop their own policies on several subjects, including faculty evaluation, tenure and promotion, and performance and merit.
In accordance with the Drug Free Workplace Act of , the unlawful manufacture, distribution, dispensing, possession, or use of a controlled substance is prohibited in all university workplaces.
A university employee who violates this prohibition is subject to disciplinary actions up to and including discharge. The University prohibits smoking and the use of all tobacco products on all university property including the following:. Artists or actors who participate in authorized performances which require smoking or the use of another tobacco product as part of artistic productions are exempt from this tobacco policy.
Participants in academic research projects involving tobacco products are exempt from this tobacco policy if approved by the institutional review board on human subjects and the Provost and Vice President of academic affairs. Further information regarding the tobacco policy and its enforcement is found in UPPS Conflict of interest must be avoided in all instances of outside employment.
Any faculty member who seeks to engage in remunerative employment or consulting shall notify and obtain written permission before beginning such outside employment or consulting. Guidelines are found in UPPS Faculty should refer to these documents for information related to travel expenses and allowances; conflicts of interest; our code of ethics; benefits, gifts and honoraria; political activities; use of official authority; dual office holding; and training in ethics.
Individual faculty members may examine their personnel files at any level. The official, original files application, appointment, promotion, and other employment related documents are maintained by the Faculty Records Office in the Office of the Provost. Additional files, which vary in content and may be incomplete, are kept by the department chair, college dean, and the Human Resources Office. Faculty members desiring to review their files should contact the appropriate office so that a representative can arrange for a mutually convenient time to examine the file.
The procedures to gain access to these files contain safeguards to ensure that material is neither removed nor added. Copyright and Patent Policy. In general, these rules indicate that the University claims no ownership of fiction, popular nonfiction, poetry, music compositions or other works of artistic imagination that are not institutional works.
Copyright of a work commissioned by the University or a "work made for hire" as defined by federal copyright law shall be held by the University. Copyright of all materials, including software, that are developed with the significant use of funds, space, equipment, or facilities shall be held by the University.
Copyright ownership of all material that is developed in the course of, or pursuant to, a sponsored research or support agreement shall be determined in accordance with the terms of such agreement, or, in the absence of such terms, the copyright shall be held by the University.
There are several University policies related to copyrights that faculty need to be familiar with:. Ownership and Use of Copyrighted Works. Faculty members who wish to require for use in the classes they teach any textbook, notebook, manual or other materials, written or prepared by a member of the University faculty, and for which a charge is to be made, must obtain authorization to do so. The deadline for submission of requests for materials to be used during the fall semester will be July 1 st , for materials to be used during the spring semester will be November 1 st , and for materials to be used during summer sessions will be April 1 st.
Authorization to use materials will be for only one fiscal year, September 1 st to August 31 st , and approval must be renewed. Following action by the department chair, the request and accompanying materials will be forwarded through the school dean to the Provost. Following action by the dean and the Provost, the faculty member will be furnished a copy of the request form indicating approval or disapproval and the materials will be returned to the faculty member.
Meetings of all university faculty are called by the President, Provost, or one of the VicePresidents. General faculty meetings are normally held once each year.
In addition, the faculty senate may call meetings, either on its own initiative or on the written petition of ten percent of voting members of the faculty. College meetings are called by deans of the respective colleges at their own discretion, and departmental meetings are the responsibility of the department chair or department personnel committee.
All faculty meetings will be scheduled events that members of the faculty should attend unless meeting times conflict with their primary educational tasks. Your BobcatCard is your official university photo ID, which is required for verification purposes at various facilities throughout campus. Photo ID cards are used for privileged authorization, library use, door access, and optional purchasing and banking functions on and off campus. A Separation Checklist and Employee Separation form must be completed by all terminating faculty and staff members.
Appropriate administrative heads are charged with the responsibility of initiating the "separation checklist" as required depending on when the terminating faculty or staff member is leaving campus, but no later than two weeks prior to the individual's termination date. After the department initiates the checklist, the terminating employee shall hand carry it to the Human Resources Office for clearance.
Human Resources will check for "holds" at other university offices and provide information and forms for insurance and retirement plan benefits. After clearing Human Resources, the employee shall take the checklist to payroll in JC Kellam building as the final step in the check-out process.
Students' grades may not be posted in any manner that identifies the student or makes the student's identity easily traceable. Grades or other educational records should not be released to unauthorized persons. Faculty nominations to the graduate faculty originate in the department. Each department and college has established membership criteria. These criteria have been approved at the departmental and college level with external review by the graduate faculty review group and approval of the dean of the graduate college.
The graduate faculty representative, department chair and college dean have the responsibility to see that these standards are met.
Their recommendations are forwarded to the dean of the graduate college for action. Notification of appointment will be received from the dean of the graduate college. Core doctoral, associate doctoral, and regular graduate faculty may be nominated for terms up to five years. Adjunct doctoral and adjunct graduate faculty may be nominated for terms up to three years.
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We love working with Jose and Andrew, they always make the move smooth. Didnt send as many people as discussed the first day which resulted in more OT 1 2 3 4 5. I like them guys but I still had 1 item less is My sofa may be you can think ove 1 2 3 4 5.
The crew was just so so nice. They kept me informed on what I needed done 1 2 3 4 5. The guys were amazing. Everything went off perfectly 1 2 3 4 5. Unprepared, ill equipped, amateurish 1 2 3 4 5. Good results especially since we had to expedite!
Adequate 1 2 3 4 5. Hidden charges and men were lazy and took 4 hrs to move a 1 bedroom apt 1 2 3 4 5. Many things were Broken and I am not happy 1 2 3 4 5. Customer service lied to me 1 2 3 4 5. Amazing professional, fast friendly and efficient 1 2 3 4 5. Excellent 1 2 3 4 5. All My Sons did an awesome job with moving us!!!! Easy, great, and quick! This was the first experience I have ever had moving! Took way too long. Workers only cared about tips. On time, very efficient, friendly and fast 1 2 3 4 5.
They took way longer this time to move me! The time had to work all together! The movers were personable, effecient, and professional. Very expensive, scuffs on items. Movers were nice 1 2 3 4 5. Dave, Dave, and Drake were nothing but the best!!!!! Professional, courteous, and prompt service!
Great job guys 1 2 3 4 5. Was not pleased with the move! My mo be was according to the schedule, efficient and the crew was courteous. The movers were very professional 1 2 3 4 5. Movers did great however office failed. Corporate told us movers would be at our house by am but showed up at noon. Therefore could not complete move. The best crew of movers ever 1 2 3 4 5. It went very smoothly! Everything went as well as could be expected 1 2 3 4 5.
Late, home damaged, items damaged. Charges were too high. Extraordinarily professional and attention to detail!!! Overall the moving experience was great; but one mover was not doing his job 1 2 3 4 5. Left property at old spot. Call you guys to refund, never called 1 2 3 4 5.
I had a damaged item. I received professional, courteous help 1 2 3 4 5. Aren't you supposed to be professionals? Very very pleased with James and his crew!!
Quick, efficient and friendly 1 2 3 4 5. Great service 1 2 3 4 5. I appreciate the hard work. Thank you COOK and crew 1 2 3 4 5. He did everything he could to make this experience pleasant 1 2 3 4 5.
Very efficient 1 2 3 4 5. Great guys did an outstanding job. Not counting the schedule glitch, the move and crew were very good! Everyone was super professional a d efficient! Jacob and Rob did a great job 1 2 3 4 5. Effective and efficient 1 2 3 4 5. Great bunch of guys. Everything fabulous 1 2 3 4 5.
Great experience start to finish. AMS is highly organized and efficient!!! It was wonderful 1 2 3 4 5. Driver was helpful and polite helper was unprofessional.
I was very pleased with their cordial professionalism 1 2 3 4 5. The two people moving us were extremely professional thanks 1 2 3 4 5. Movers went the extra mile helping me.?? Fast efficient took great care of my items. Very quick and efficient 1 2 3 4 5. Courteous service with exceptional care! Did not put boxes in correct rooms over charged 1 2 3 4 5.
Blake, Cortez and Matt were awesome! On time, followed directions as a team. Loved how everything was wrapped though it was a short distance move 1 2 3 4 5. Fast, efficient and helpful 1 2 3 4 5. Jacob and rob are great a d very hard working. Seamlessly 1 2 3 4 5. The movers took exceptional care in moving the furniture 1 2 3 4 5. Very professional men, clean and curtius company made moving less stressful.
Moving To branchburg , NJ. I would definitely recommend your company!! Chris Perkins and the moving crew were efficient for our business move. Another company left us,stranded. Matt, Keith, and Brandon were very professional and I was very impressed. Movers worked Very hard and dedicated. I did not like pricing change. Andres and crew were great 1 2 3 4 5. Everything went pretty smooth 1 2 3 4 5. Austin, Brandon and Nathan offered great customer service.
Super smooth, easy, and stress free. The guys were great. It was a record time. They total move was 3. I packed most except for furniture 1 2 3 4 5. Half the boxes not marked. Not a good experience, 4 hours turned to 9, damage! Aaron, Liam, and Josh did a a great job! Outstanding 1 2 3 4 5. These four men were simply wonderful, worked so hard. Long, and very frustrating at the end.
Furniture scratched and damaged on sides or corners 1 2 3 4 5. Fast efficient friendly but late 1 2 3 4 5. The crew was absolutely outstanding! Each employee gave careful consideration to our move. They went the extra mile. Pleased with service 1 2 3 4 5. Nice people, they work well together 1 2 3 4 5. I would not contract with you again 1 2 3 4 5. Omg they were awesome 1 2 3 4 5. The crew really hustled well and were very professional 1 2 3 4 5. Efficient 1 2 3 4 5. Worst service I ever had They worked very well!
Half the crew showed up 15 min, and damaged property 1 2 3 4 5. The movers felt like brothers by the time it was over! Quick and safe 1 2 3 4 5. Very fast and efficient, nice guys 1 2 3 4 5. Although it was exhausting the crew worked very very hard! Carl and Ted were fantastic. Very helpful and professional 1 2 3 4 5. Charged 2 x quoted and did one half of what they quoted 1 2 3 4 5. Moving To Broomfield , CO. Moving To Wellington, FL.
Awesome great crew 1 2 3 4 5. Very fun and professional 1 2 3 4 5. We had some damaged items that I sent pictures of and have received no response 1 2 3 4 5. Everything was professional And personable. Al, Stefon, Deion, Steve and Tony were very professional, helpful and courteous; 1 2 3 4 5.
Took At Least twice as needed, not a big move. Jeremy and Carter were really awesome! They were extremely helpful and entertaining! The dresser was never shrink wrapped before moving.
Day one and Jeff worked their buts off. Moving From coral springs , FL. Moving To coral springs , FL.
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