FACULTY HANDBOOK 2015 - 2016 - Martin Methodist College · 2017-01-04 · 1 FOREWORD This Faculty...

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MARTIN METHODIST COLLEGE

FACULTY HANDBOOK 2015 - 2016

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TABLE OF CONTENTS

TABLE OF CONTENTS ...................................................................................................................... ii FOREWORD ................................................................................ ...................................................... 1 MISSION STATEMENT .......................................................................... .......................................... 2 VISION STATEMENT ........................................................................................................................ 2

PART I -- HISTORY AND ORGANIZATION History of the College... .................................................................................... ............................. 3 Organization and Control. .................................................................................. ............................ 4

PART II – ADMINISTRATIVE ORGANIZATION ........................................................................... 5 Responsibilities of Administrative, Staff, and Faculty Officers ..................................................... 5 Administrative Officers ................................................................................................................. 5 President ................................................................................................................................... 5 Provost and Vice President for Academic Affairs .................................................................. 6 Vice President for Finance and Administration ...................................................................... 7 Assistant Vice President for Human Resources and Operations ...................................... 8 Vice President for College Advancement ............................................................................... 9 Vice President for Campus Life and Enrollment Management ............................................ 10 Vice President Effectiveness and Dean of Extended Academic Programs .......................... 11 Director of Athletics .............................................................................................................. 12 Director, Center for Church Leadership ................................................................................ 13 Responsibilities of Academic Staff Officers ..................................................................................... 15 Registrar ................................................................................................................................. 15 Director of Warden Memorial Library .................................................................................. 15 Director, Student Resource Center ........................................................................................ 16 Director, First Year Experience ............................................................................................ 17 Responsibilities of Faculty Officers .................................................................................................. 18 Division Chairs ................................................................................................................. 18 Program Coordinators ....................................................................................................... 19

PART III – THE INSTRUCTIONAL PROGRAM ............................................................................ 21 The General Education Core ......................................................................................................... 21 Academic Divisions ...................................................................................................................... 22

PART IV -- PERSONNEL POLICIES Faculty Employment Procedures .................................................................................................. 23 Non-Discrimination ...................................................................................................................... 23 Types of Appointments ........................................................................................................... 23 Position Approval ................................................................................................................... 24 Recruitment and Interview Procedures ................................................................................... 24 Recruitment of Adjunct Faculty .............................................................................................. 25 Employment Agreements ........................................................................................................ 25 Full-Time Faculty ............................................................................................................. 25 Adjunct Faculty ................................................................................................................. 26 Payment Procedures ...................................................................................................................... 26 Benefits ............................................................................................................................. 26

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Faculty Appointment, Promotion, and Tenure .............................................................................. 27 Types of Appointments ........................................................................................................... 27 Regular Full-Time Faculty ................................................................................................ 27 Regular Part-Time Faculty ................................................................................................ 27 Temporary Faculty ............................................................................................................ 27 Adjunct Faculty ................................................................................................................. 27 Faculty Records ....................................................................................................................... 27 Criteria for Appointment, Promotion, and Tenure .................................................................. 28 Faculty Rank and Promotion ............................................................................................. 29 Instructor ..................................................................................................................... 29 Assistant Professor ...................................................................................................... 29 Associate Professor ..................................................................................................... 29 Professor ...................................................................................................................... 30 Procedure for Applying for Promotion ................................................................................... 30 Promotion and Tenure Portfolio Check List ..................................................................... 31 Tenure ..................................................................................................................................... 32 Eligibility for Tenure ........................................................................................................ 33 Procedure for Applying for Tenure ................................................................................... 33 Denial of Promotion or Tenure ......................................................................................... 34 Post-Tenure Review .......................................................................................................... 34 Non-Renewal of Contracts and Termination Procedures ........................................................ 34 Resignation ........................................................................................................................ 34 Retirement ......................................................................................................................... 35 Termination by the College ............................................................................................... 35 Appeals Process ................................................................................................................ 35 PART V -- BUSINESS ARRANGEMENTS ................................................................................... 37 Divisional and Office Budgets .................................................................................................... 37 Purchases ...................................................................................................................................... 37 Travel at College Expense ........................................................................................................... 37 Use of College Vehicles .............................................................................................................. 38 Keys .............................................................................................................................................. 39 Maintenance Service Requests .................................................................................................... 39 Obsolete, Worn-Out or Surplus Property .................................................................................... 39 Outside Employment Policy ........................................................................................................ 39 Student Assistants ........................................................................................................................ 39 Campus Parking of Motor Vehicles ............................................................................................ 40 Firearms Policy ............................................................................................................................ 40 Part-Time and Overload Pay ...................................................................................................... 41 PART VI -- FACULTY RIGHTS AND RESPONSIBILITIES ................................................... 42 Academic Freedom ................................................................................................................. 42 Faculty Responsibilities .......................................................................................................... 42 Class Attendance ............................................................................................................... 45 Faculty Absences .............................................................................................................. 45 Instruction ......................................................................................................................... 45

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Quality of Instruction .................................................................................................. 46 Teaching Load ............................................................................................................. 46 Teaching Overloads .................................................................................................... 46 Staff Members Who Teach ......................................................................................... 46 Teaching for Other Institutions ................................................................................... 47 Summer School Teaching ........................................................................................... 47 Course Syllabi ............................................................................................................. 47 Examinations and Tests .............................................................................................. 48 Quality of Tests ..................................................................................................... 49 Grading ........................................................................................................................ 49 Faculty Mentors ................................................................................................................ 50 Teacher Student Relationship ..................................................................................... 51 Student Files and Standardized Test Scores ............................................................... 51 Committee Assignments ................................................................................................... 51 Faculty Development ........................................................................................................ 52 Office Hours ...................................................................................................................... 52 Proper Dress ...................................................................................................................... 53 Registration ....................................................................................................................... 53 Pre-Registration .......................................................................................................... 53 Change of Schedule .................................................................................................... 53 Reports and Other Materials ............................................................................................. 53 Faculty Meetings ............................................................................................................... 54 Safeguarding and Care of College Property ..................................................................... 54 Textbook Selection ........................................................................................................... 54 Use of Technology ............................................................................................................ 55 Code of Computing Practice ....................................................................................... 55 Categories of Online Classes ............................................................................................ 56 No-web content classes ............................................................................................... 56 Web-enhanced classes ................................................................................................. 56 Blended classes ........................................................................................................... 56 Online classes .............................................................................................................. 56 Developing Online Courses .............................................................................................. 56 Academic Processions ....................................................................................................... 57 Learned Societies and Professional Associations ............................................................. 57 Research and Service to the Community .......................................................................... 57 Sponsorships ..................................................................................................................... 58 College and Community Involvement .............................................................................. 58 News Releases ................................................................................................................... 59 Master Calendar and Notices of Planned Activities ......................................................... 59 Graduate Study ................................................................................................................. 59 Sabbatical Leave ............................................................................................................... 59 Faculty Evaluation ............................................................................................................ 59 Criteria for the Evaluation of Faculty Performance .................................................... 60 Evaluation Components .............................................................................................. 61 Annual Goals and Objectives ................................................................................ 61 Division Chair Evaluations ................................................................................... 61

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Student Evaluations ............................................................................................... 61 Peer Evaluations .................................................................................................... 61 Provost/Division Chair Evaluations ...................................................................... 61 Use of Evaluation Results to Improve Faculty Performance And the Educational Program ............................................................................... 62 Program Evaluation ........................................................................................................... 62 Adjunct (Part-Time) Faculty Evaluation ........................................................................... 63 Criteria for the Evaluation of Part-Time Faculty .............................................................. 63 Part-Time Faculty Course Evaluations ............................................................................. 64 Evaluation Process for Part-Time Faculty ........................................................................ 64 PART VII—GENERAL ACADEMIC PROCEDURES .................................................................... 65 Curriculum and Course Approval Procedures .............................................................................. 65 Requests for Curricular Changes ............................................................................................ 65 Class Attendance Policy ................................................................................................................ 66 Catalog Policy ......................................................................................................................... 66 Writing Your Attendance Policy ............................................................................................. 66 Impact of Attendance on Grades ....................................................................................... 67 Make-Up Work ................................................................................................................. 67 College Sponsored Events .......................................................................................... 67 General Absences ........................................................................................................ 67 Class Attendance During Inclement Weather ............................................................................... 67 Administrative Withdrawal Because of Absences ........................................................................ 67 Students with Disabilities .............................................................................................................. 68 Transfer Credits ............................................................................................................................. 68 Grades ........................................................................................................................................... 69 Grading Practices .................................................................................................................... 69 Grading System ....................................................................................................................... 70 Grades, When Reported .......................................................................................................... 70 Grades, How Revealed ............................................................................................................ 70 Grades of “W”, “WP”, and “WF” ........................................................................................... 70 Incomplete Grades and Removal of “I” Grades ...................................................................... 71 Grades in Developmental Courses .......................................................................................... 71 Repeated Courses .......................................................................................................................... 71 Withdrawal From a Repeated Course ..................................................................................... 71 Directed Study and Correspondence Courses ............................................................................... 72 Directed Study Guidelines ...................................................................................................... 72 Student Grievance Procedures ...................................................................................................... 73 Convocation Requirements ........................................................................................................... 74 Martin Moments Requirements .................................................................................................... 74 Event Options .......................................................................................................................... 75 Attendance Requirements ....................................................................................................... 75 Academic Conduct .......................................................................................................................... 6 Standards for Satisfactory Academic Progress (Probation & Suspension) ................................... 76 Academic Honors .......................................................................................................................... 77 Baccalaureate Degree Requirements ............................................................................................. 78

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Associate’s Degree Requirements ................................................................................................ 78 Commencement ............................................................................................................................ 78 Accommodation of Students with Disabilities .............................................................................. 79 Confidentiality of Student Records ............................................................................................... 80 Types of Records .................................................................................................................... 80 Release of Records .................................................................................................................. 81 Access to Records ................................................................................................................... 81 Academic Support Services .......................................................................................................... 81 Warden Memorial Library ...................................................................................................... 81 Loan Period ....................................................................................................................... 82 Fines .................................................................................................................................. 82 Identification ..................................................................................................................... 82 Reserves ............................................................................................................................ 81 Copier ................................................................................................................................ 82 Interlibrary Loan ............................................................................................................... 82 Purchase Requests ............................................................................................................. 82 Audio-Visual Equipment .................................................................................................. 82 DVD’s ............................................................................................................................... 82 The Student Resource Center .................................................................................................. 83 Appendix A (Absence Request-Vacation/Sick Leave Request) ......................................................... 84 Appendix B (Syllabus Guide) ............................................................................................................. 86 Appendix C (Martin Methodist College Academic Honor Code) ...................................................... 89 Appendix D (Travel Request Form) ................................................................................................... 95 Appendix E (New Program Proposal Prospectus) .............................................................................. 97 Appendix F (Constitution of Faculty Organization and Faculty Senate) .......................................... 100 Appendix G (Committee Bylaws and Assignments for 2015-2016) ................................................ 106 Appendix H (Holidays for Fiscal Year 2015-2016) .......................................................................... 121 Appendix I (Organizational Chart for 2015-2016) ........................................................................... 123

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FOREWORD This Faculty Handbook has been prepared to introduce you to the work environment and to outline the policies and guidelines of Martin Methodist College. The provisions of this Handbook apply to all faculty members. This Handbook is produced by the Office of the Provost and Vice President for Academic Affairs and supersedes all others previously issued. If you have questions relating to the contents of this Handbook, please contact the Academic Affairs Office. The material in this handbook in no way replaces or supersedes anything published in the College Catalog or the by-laws of the College. In the event of an apparent or real contradiction, the Catalog and the by-laws shall be given precedence. All members of the faculty are expected to be thoroughly familiar with The Faculty Handbook, the College Catalog, and the Staff Handbook (which is available on the College Web Page). The Faculty Handbook, the College Catalog and the Personnel Handbook are amended or revised as required. Amendments and revisions are subject to approval by the Martin Methodist College Board of Trustees. The contents of this Handbook are not intended nor should they be interpreted to establish a contractual relationship with any faculty member or to induce reliance thereon. MMC reserves the right to modify, revoke, suspend, terminate or change any or all of the contents of this Handbook, in whole or in part, at any time, with or without notice. All faculty members will be bound by any such changes or revisions.

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MARTIN METHODIST COLLEGE

MISSION STATEMENT

Martin Methodist College, as an institution of higher education related to the United Methodist Church, has as its mission to:

• provide challenging educational programs grounded in the liberal arts and sciences that are designed to prepare students for future careers and lives of continued learning;

• promote a diverse and globally-conscious learning community that nurtures intellectual, spiritual, social and personal growth;

• serve the region and church through educational, spiritual, social and cultural programs.

New mission statement approved by Board of Trustees, April, 2012.

VISION STATEMENT

Martin Methodist College is committed to being the educational epicenter for south central Tennessee and a college of opportunity for our students, community and church.

Approved by Board of Trustee, April, 2012.

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PART I

HISTORY AND ORGANIZATION HISTORY OF THE COLLEGE Martin Methodist College bears the name of Thomas Martin who provided for the establishment of a school for girls in Giles County by giving the original endowing gift of $30,000 through a provision in his will in 1870. His bequest was the fulfillment of a dream of his daughter Victoria who, before her death at the age of twenty, requested that her father establish such a school for young women. Thomas Martin, the son of a Methodist minister, was born in 1799 and moved to Pulaski, Tennessee, while he was quite a young man. He possessed unusual business acumen and made his mark in the business world very early in life and soon became a millionaire. He was a friend of President James K. Polk of nearby Columbia, Tennessee, and was once offered the position of the United States Treasurer. He served as president of the Nashville and Decatur Railroad, president of a local savings bank, an influential political figure in the region, and a loyal member of the Methodist Church in Pulaski. For many years the College was operated as a four-year boarding college for women, with an elementary division for the children and young people of Pulaski. Many persons of influence are numbered among its illustrious graduates. Its first building stood near the site of the present administration building, Martin Hall. As the College grew, new facilities were added and the site of the campus expanded. In 1908 an agreement was reached whereby the Board of Trustees transferred the property of the College into the hands of the Tennessee Conference of The Methodist Episcopal Church, South. The name was changed from Martin Female College to Martin College, and financial support for the institution, as well as its influence, began to increase. In 1938 the College became coeducational. The number of male students has grown until the student body shows a ratio of approximately half women and half men. As the College grew, adjoining property was purchased and added to the campus. In 1983 the College constructed the Robert E. Curry Christian Life Center from the proceeds of a capital funds campaign. The center is used by Martin Methodist College students, faculty, and staff as well as persons from the community and the churches of the Tennessee Conference. In April 1986 the Board of Trustees added the word "Methodist" to the College's name. This addition affirms Martin's strong ties to The United Methodist Church as well as clearly stating the values of the Wesleyan tradition, which undergirds the College. Martin Methodist College became a four-year institution beginning in the 1993-94 academic year. The decision by the Board of Trustees to become a baccalaureate degree granting institution was one

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of the most far-reaching decisions in the history of the school and was implemented to expand and enhance the school's opportunities to achieve its missional objectives. Martin is now in its second century of service which emphasizes "quality education in an atmosphere of genuine concern for the individual student." ORGANIZATION AND CONTROL Martin Methodist College is an agency of The Tennessee Conference of The United Methodist Church. The immediate control is delegated to a Board of Trustees which consists of both laypersons and ministers. The trustees are nominated by the Board of Higher Education and Campus Ministry of the Tennessee Annual Conference and are elected by the Conference in its annual session. The Board of Trustees in turn elects the President of the College.

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PART II

ADMINISTRATIVE ORGANIZATION The Chief Executive Officer of the College is the President. The President is directly responsible to the Board of Trustees. Administrative officers serve as professional advisors to the President and participate in formulating and administering policies and regulations for fulfilling the purpose of the College including: assignment of duties, service standards and staff development. They recommend to the President the appointment of members of the faculty, staff, and their retention, promotion, transfer and salaries.

RESPONSIBILITIES OF ADMINISTRATIVE, STAFF, AND FACULTY OFFICERS

President

The President serves as the chief executive officer for Martin Methodist College and oversees all areas of management of the institution. The President is elected by the Board of Trustees and is annually reviewed by the board to assure continuing performance that is in the best interest of the College. The President chairs the College’s Executive Council, Program Council and Staff Council. Primary Responsibilities 1. Plans, initiates and oversees the total operation of the College. 2. Serves as the official spokesperson for the College and as the official communication channel

between the Board of Trustees and the various constituencies of the College. 3. Serves as adviser to and executive agent for the Board of Trustees and its Executive and

Governance Committees and as an ex-officio member of all Board committees as provided in the Bylaws.

4. Initiates and leads the planning and development of all College-wide activities, program,

policies, and processes; and approves all programs, policies, and personnel matters including new hires, salaries, promotions, and terminations.

5. Serves as the final court of appeal for student suspensions and expulsions, employee grievances,

and the imposition of discipline or penalties. 6. Oversees the College’s planning effort, especially the annual Management Planning process and

all any strategic planning and long-range planning initiatives. 7. Working with the Provost and Vice President for Academic Affairs and the Faculty, oversees the

College’s academic program and assures the effectiveness of all instructional activities.

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8. Working with the Vice President for Financial Affairs, oversees the fiscal operation of the College to assure both short-term stability and long-term viability.

9. Working with the Vice President for Advancement, oversees the College's fund raising and

communications programs to assure both annual efforts to provide current operational funds and the long-term attention to endowment and capital needs.

10. Working with the Vice President for Student Affairs and Enrollment Management, oversees the

recruitment and admission of students and the effective administration of campus life. General Responsibilities 11. Supports the College’s Planning and Improvement processes by overseeing the annual

Management Planning objectives and leading the annual Performance Review Process. 12. Is discrete and confidential about the activities of the Office of the President, the Executive

Council and all College operations. 13. Completes other assignments as required by the annually defined objectives of Martin Methodist

College and the Office of the President or as directed by the Board of Trustees.

Provost and Vice President for Academic Affairs and Dean of the Faculty The Provost and Provost and Vice President for Academic Affairs serves as the chief academic officer and directs the area of administration that includes the academic program, faculty relations, academic advising and mentoring, academic records, learning resources and coordination with licensure and accreditation agencies. The Vice President serves as a member of the College’s Executive Council and reports directly to the President. Primary Responsibilities 1. Oversees all aspects of the academic curriculum, including coordination of the Committee on

Curriculum and Academic Policy and the regular review of all academic programs. 2. Oversees the planning and initiation of any additions of academic programs based on the

objectives of the Martin 2020 plan. 3. Coordinates the work of the Faculty, including the oversight of class assignments and

scheduling, faculty development, faculty searches and the faculty performance review process. Serves as liaison with the Faculty Senate.

4. Oversees the academic mentoring program and activities of the Student Resource Center. 5. Oversees the work of the Registrar and assures effective services related to academic records.

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6. With the Director of Planning and Improvement, oversees the work of the Director of Institutional Research and assists in the coordination of the institutional effectiveness process in relation to the academic program.

7. Oversees the work of the Librarian and the services of the college’s library and other provisions

for learning resources. 8. Oversees the academic elements of the work of the Director of the Evening Program. 9. Oversees all continuing education programs offered for the community and region.

10. Serves as staff liaison with the Board of Trustees Committee on Academic Program and Policy. General Responsibilities 11. Supports the college’s Planning and Improvement processes by setting annual Management

Planning objectives and completing the annual Performance Review Process. 12. Is discrete and confidential about the activities of the Office of Academic Affairs and the

Executive Council. 13. Completes other assignments as required by the annually defined objectives of Martin Methodist

College and the Office of Academic Affairs or as indicated by the President of the College.

Vice President for Finance and Administration and Treasurer

The Vice President for Finance and Administration and Treasurer serves as the chief financial officer of the College and supervises all budget and fiscal matters, personnel and operations, as well as maintenance, housekeeping and auxiliary services. In addition, the Vice President for Financial Affairs serves in the official capacity of Treasurer in relation to the Board of Trustees. The Vice President serves as a member of the College’s Executive Council and reports directly to the President. Primary Responsibilities 1. In coordination with the President, supervises all aspects of the annual budget-development

process in preparation for submission to and approval by the Board of Trustees 2. Monitors and controls the annual budget, including review of all financial expenditures,

providing regular reports for the departments and administrative councils as needed. 3. Supervises all accounting, reporting and auditing activity in accordance with NACUBO

standards. 4. Supervises all auxiliary enterprises, including the bookstore and The Martin movie theater.

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5. Supervises all physical plant operations to include maintenance, grounds and housekeeping. 6. Supervises all personnel policies and procedures. 7. Oversees all administrative services in cooperation with departmental supervisors. 8. Supervises and monitors all aspects of contract and risk management, including approval of all

contracts negotiated for or by the College. 9. Supervises the technology services for the College, including network and database

management.

10. Oversees the work of the College’s Media Center and the activities of the local origination television channel, 3PTV.

11. Serves as Treasurer of the College in relation to the Board of Trustees and carries out all duties

as required in the Bylaws or as assigned by the Board.

12. Serves as staff liaison with the Finance Committee, Audit Committee, Building and Property

Committee and the Construction Committee of the Board of Trustees General Responsibilities 13. Supports the College’s Planning and Improvement processes by setting annual Management

Planning objectives and completing the annual Performance Review Process. 14. Is discrete and confidential about the activities of the Office of Financial Affairs and the


College and the Office of Financial Affairs or as indicated by the President of the College.

ASSISTANT VICE PRESIDENT OF HUMAN RESOURCES & OPERATIONS

The Assistant Vice President of Human Resources and Operations serves as the College’s chief personnel officer and oversees the Physical Plant Department which includes Maintenance, Grounds and Housekeeping. The Assistant VP of HR and Operations serves on the Building and Property Committee, Staff and Program Council, Disciplinary Committee, Campus Security Committee and reports directly to the Vice President for Finance and Administration. Primary Responsibilities 1. Responsible for processing the necessary paperwork for new employees of the College and

maintaining personnel records

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2. Responsible for processing the College’s payroll through ABRA, which includes quarter and year end reporting

3. Responsible for enrollment and changes to the College’s Group Insurance and Retirement Plans

Including (Retirement, Medical, Dental, LTD, Life, FSA and Supplemental Insurance) 4. Responsible for filing Workers Compensation Claims 5. Responsible for the maintenance, registration and licensing of the College’s vehicles 6. Manage the Physical Plant Budget and Personnel which includes maintenance of the buildings,

grounds and housekeeping for the College 7. Responsible for special projects (e.g. renovation projects, capital expenses and major purchases

from the plant fund) 8. Responsible for coordinating and planning any technical or special event set ups for the College General Responsibilities 9. Supports the College’s Planning and Improvement process by setting annual Management

Planning objectives and completing the annual Performance Review Process

10. Is discrete and confidential about all personnel matters for the College

11. Completes other assignments as required by the annually defined objectives of Martin Methodist College or as indicated by the Vice President of Finance for the College

Vice President for College Advancement The Vice President for College Advancement serves as the chief advancement officer for the College and directs the area of administration that includes alumni relations, annual fund raising, capital fund raising, corporation and foundation relations, and planned giving. The Vice President serves as a member of the College’s Executive Council and reports directly to the President. Primary Responsibilities

1. Plans and oversees all activities of the Annual Fund and secures necessary support for current operating budget.

2. Plans and initiates with the President all programs for capital fund raising based on the college’s

approved plans. 3. Plans and oversees all activities related to planned giving.

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4. Oversees the identification, research, cultivation, and solicitation of key wealthy individuals in relation to the college’s general needs or specific projects, involving staff, board members and other volunteers as appropriate.

5. Directs the identification, research, cultivation, and solicitation of major corporations and

foundations in relation to the College's general needs or specific projects. 6. Oversees the prospect management system to assure the responsiveness of all fundraising

programs. 7. Oversees a direct mail program to support the prospect management system, planned gift

program, and special fund-raising projects 8. Plans and oversees programs for special recognition groups, including the President’s Society,

the Annual Fund recognition clubs, the Scholarship Benefactors, and the Thomas Martin Society.

9. Plans and oversees a careful and complete gift record system.

10. Plans and oversees the proper acknowledgement of all gifts.

11. Plans and oversees a program of stewardship for all gifts, especially gifts to endowment. 12. Plans and oversees the maintenance of a careful system of donor and prospect files to serve the needs of the prospect management system.

13. Plans and oversees an Expectancy File for planned gifts.

14. Serves as staff liaison with the Development Committee of the Board of Trustees. General Responsibilities

14. Supports the college’s Planning and Improvement processes by setting annual Management Planning objectives and completing the annual Performance Review Process.

15. Is discrete and confidential about the activities of the Office of Advancement and the Executive

Council. 16. Completes other assignments as required by the annually defined objectives of Martin Methodist

College and the Office of Advancement or as indicated by the President of the College.

Vice President for Campus Life and Enrollment Management The Vice President for Campus Life and Enrollment Management serves as the chief admissions and student affairs officer and directs the area of administration that includes the recruitment and

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admissions, financial aid, retention, residential life and student affairs. The Vice President serves as a member of the College’s Executive Council and reports directly to the President. Primary Responsibilities 1. Oversees all aspects of the recruitment program, including direct mail and school visits, as well

as preview and scholarship days and individual student visits to the campus. 2. Oversees the admissions process, including full documentation of student credentials and

coordination with the Registrar on orientation and registration of new students. 3. Manages the financial aid process, including full documentation of all student applications and

awards, and coordination with the Net Tuition Task Force. 4. Manages the student affairs process, including retention, the academic and student life honor

code, campus safety and security, dining services, student activities, summer programs and counseling services.

5. Serves as staff liaison with the Board of Trustees Committee on Admissions and Campus Life. General Responsibilities 6. Supports the college’s Planning and Improvement processes by setting annual Management

Planning objectives and completing the annual Performance Review Process. 7. Is discrete and confidential about the activities of the Office of Admissions and Campus Life

and the Executive Council. 8. Completes other assignments as required by the annually defined objectives of Martin Methodist

College and the Office of Admissions and Campus Life or as indicated by the President of the College.

Vice President for Effectiveness and Dean of Extended Academic Programs The Vice President for Institutional Research and Effectiveness, serves as the College’s institutional research officer, and coordinates all assessment activities on campus. The Vice President for Institutional Research and Effectiveness Chairs the Institutional Effectiveness Council, serves as a member of the Executive Council, and reports directly to the President. Primary Responsibilities 1. Plans, coordinates, and evaluates the college’s institutional effectiveness programs:

a. Oversees the design and management of the institutional research database.

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b. Assists with the development and application of appropriate institutional assessment and evaluation measures.

c. Offers in-service training to provide better understanding of assessment, evaluation and

improvement functions.

d. Provides support for the planning and improvement functions, as well as for the periodic SACS accreditation procedures.

e. Regularly evaluates the effectiveness of institutional assessment measures.

2. Serves as the primary liaison with all accreditation and licensure agencies and assures that the

college remains in good standing with all if its programs. 3. Prepares and manages the budgets for the Office of Institutional Research and Effectiveness. General Responsibilities 3. Performs other duties as necessary and/or assigned by the President.

Director of Athletics

The Director of Athletics is the chief athletic officer for Martin Methodist College and directs all areas of administration that relate to intercollegiate athletic programs and facilities. The Director of Athletics serves as a member of the College’s Executive Council and reports directly to the President. Primary Responsibilities 1. Plans, initiates and oversees all programs for intercollegiate athletics. 2. Oversees the roster of intercollegiate sports to be offered and supervises the hiring and

administration of the coaching staff. 3. Manages the athletic department budget, including the development of a monthly budget,

supervision of expenditures and the raising of the funds necessary to maintain the intercollegiate athletics program and facilities, including any booster club activities.

4. Coordinates ticket sales for all intercollegiate contests and assures careful oversight of all

receipts. 5. Oversees the operation and maintenance of the Christian Life Center, the East Campus Athletic

Complex and all athletic facilities of the College. 6. Manages the College’s affiliations with intercollegiate athletic conferences and associations and

represents the College at all conference and association meetings that may be required by those relationships.

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7. Coordinates the scheduling of intercollegiate contests for all teams and assures the timely

posting of all schedules on all appropriate College calendars. 8. Coordinates the sports information programs to assure the accuracy of information 9. Initiates and submits certification of eligibility for all intercollegiate athletes.

10. Compiles and submits all required conference, regional, state or federal reports pertaining to athletics.

11. Coordinates the athletic marketing efforts to extend the visibility of all athletic programs. 12. Plans, initiates and oversees activities related to the Champions of Character program and the

College’s Program Center. General Responsibilities 13. Supports the college’s Planning and Improvement processes by setting annual Management

Planning objectives and completing the annual Performance Review Process. 14. Is discrete and confidential about the activities of the Office of Athletics and the Executive

Council. 15. Completes other assignments as required by the annually defined objectives of Martin Methodist

College and the Office of Athletics or as indicated by the President of the College.

DIRECTOR OF THE CENTER FOR CHURCH LEADERSHIP

The Director of The Center for Church Leadership serves as the College’s chief church relations officer and oversees the area of administration that includes campus ministry and religious life, church educational services and church relations. The Director serves on the College’s Executive Council and reports directly to the President. Primary Responsibilities 1. Supervises and evaluates the College’s programs of campus ministry and religious life: a. Oversight of the worship programs and other religious life offerings for students, faculty and

staff.

b. Supervision of the College’s community service programs, including Martin SERVES c. Supervision of the activities of the Leadership Development Team.

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d. Oversight of pastoral counseling services for students. e. Supervision of campus organizations related to religious life and campus ministry. 2. Supervises and evaluates the College’s church relations programs, including: a. Plans and manages activities related to strengthening the College’s relationship with

congregations, districts, conferences, as well as the national boards and agencies.

b. Oversight of the Church Leader Scholarship program.

c. Oversight of the Church Partner Plan, including attracting new partner congregations and managing the relationships with existing church partners.

d. Oversight of the Martin Representatives program to identify and regularly communicate with

a liaison in every congregation of the Tennessee Conference.

e. Manage the involvement of campus personnel and organizations with congregations. 3. Plans, manages and evaluates the College’s educational services offered to the church:

a. Plans and initiates the programs of the Tennessee/Holston Course of Study. b. Plans and initiates Campus Ministry Institute, Youth Ministry Institute, Christian

Communication Institute and other institutes as needed. c. Plans and initiates the Lay Ministry Academy and other academies as needed.

4. Serves as the staff liaison to the Church Relations Committee of the Board of Trustees. General Responsibilities 5. Supports the college’s Planning and Improvement processes by setting annual Management

Planning objectives and completing the annual Performance Review Process. 6. Is discrete and confidential about the activities of the Center for Church Leadership and the


College and the Center for Church Leadership or as indicated by the President of the College.

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RESPONSIBILITIES OF ACADEMIC STAFF OFFICERS

Registrar The Registrar reports to the Provost and Vice President for Academic Affairs and is the chief academic records officer for the College. The Registrar is responsible for: maintaining student records, policy development, budget development and evaluation of the Registrar’s Office. Primary Responsibilities 1. Maintains permanent records on all current and past students. 2. Evaluates transcripts of transfer students and issues transcripts when requested.

3. Prepares eligibility lists for the NAIA; prepares eligibility lists for honor societies and for other

types of recognition linked to academic performance. 4. Prepares reports for IPEDS, TICUA and other governmental or non-governmental entities as

requested. 5. Prepares semester-end reports on students who have attained academic recognition as well as

those who have not made satisfactory academic progress. 6. Evaluates students for completion of graduation requirements; 7. Plans and coordinates the registration of students at the beginning of each term. 8. Assigns classrooms and coordinates the development of class schedules. 9. Publishes the final examination schedules and facilities for semester examinations. 10. Assists the Provost and Vice President for Academic Affairs and the Vice President for

Advancement in general supervision of graduation activities, including the line-of-march and seating arrangements for faculty, students, and guests.

11. Prepares and manages the budgets for the Office of Registrar.

Director Warden Memorial Library

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The Director of the Warden Memorial Library is responsible for the supervision, direction, policy development, budget development, planning and evaluation of library services. The Director reports to the Provost and Vice President for Academic Affairs and Dean of the Faculty. The position carries the following responsibilities: Primary Responsibilities 1. Coordinates all personnel decisions related to the library, including hiring and scheduling of full-

time and part-time library personnel, including student workers, and encourages professional development of all library personnel;

2. Works with the Library Committee to coordinate selection and acquisition of all books, journals,

microforms, and databases for the library; 3. Maintains appropriate records for library materials loaned to readers; 4. Promotes library resources/services to students and faculty and conducts library tours; 5. Implements new technology and provides bibliographic instruction to students, faculty, and other

users; 6. Directs weeding of the collection when necessary; 7. Prepares the annual operating budget for submission to the Provost during the budgeting process,

and maintains library financial records for purposes of budgetary control; General Responsibilities 8. Other – Manages the Johnston Center, 9. Serves on appropriate college committees and performs other duties as assigned by the President

or Provost and Vice President for Academic Affairs.

Director of the Student Resource Center The Director of the Student Resource Center is responsible for providing vision, leadership and direct oversight to the Student Resource Center its various programs, services, and activities, which include: academic support services such as group and individual tutoring, computer assisted instruction, supplementary academic advising, career counseling, and job placement assistance. The Director reports to the Provost and Vice President for Academic Affairs and Dean of the Faculty. The position carries the following responsibilities: Primary Responsibilities

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1. Develops academic learning support services, coordinates delivery of these services, academic learning skills courses, supplemental instruction, and tutoring services, etc. and oversees assessment of these endeavors.

2. Assists the career counselor in providing career counseling services; provides career planning

programs; assists with resume development and interview procedures, and etc.; 3. Works with the Vice President for Campus Life and Enrollment Management in providing space

for counseling services on an individual or group basis as needed. 4. Assists and coordinates with academic mentors on counseling students on academic probation or

in other academic difficulties; assists students with documented disabilities so that they may achieve academic goals.

5. Inventory and make available to both faculty and students a list of resources available for use, 6. Establishes hours of operation; 7. Maintains the Center Webpage and advertise the services of the Center to the general student

body; 8. Recruits and supervises work study students and peer tutors; 9. Supervises budgetary planning and control; and coordinates with faculty from each division to

determine resource needs for the center. General Responsibilities

10. Performs other duties as necessary and/or assigned by the President or Provost and Vice President for Academic Affairs.

Director of the First Year Experience Program

The Director of the First Year Experience Program reports to the Provost and Vice President for Academic Affairs and is responsible for coordinating the FYE program in conjunction with the FYE Steering Committee. The FYE Director is responsible for policy development, budget development and evaluation of the FYE program. Primary Responsibilities

• Provides coordination among those involved in the FYE Program, the Academic Affairs Office and the Campus Life Office.

• Collaborates with colleagues across the campus to ensure the full implementation of a fully integrated First Year Experience and to support the academic and personal development of first-year students;

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• Monitors academic progress of first-year students in conjunction with faculty, the Provost and Vice President for Academic Affairs, and the Registrar;

• Teaches two sections of the first-year course each term; • Assists the Vice President of Campus Life with the development and implementation of both

summer and fall orientation; • Works with the Office of Institutional Research in developing and reviewing assessment

processes to monitor the program’s effectiveness; • Chairs the Common Reader Committee and the FYE Faculty Committee; • Assists the Director of the Student Resource Center in meeting the needs of first-year

students; • Chairs the FYE Steering Committee; • Creates, collaborates in, and/or leads workshops on issues relevant to first-year students and

FYE faculty development ; • Coordinates with FYE faculty to provide academic advisement for new students during

summer orientation. • Arranges for speakers for the FYE program.

General Responsibilities

• Serves on appropriate college committees and performs other duties as assigned by the President or Provost and Vice President for Academic Affairs.

RESPONSIBILITIES OF FACULTY OFFICERS

Division Chairs

Academic Division Chairs report to the Provost and Vice President for Academic Affairs and are responsible for coordinating the academic programs offered with their divisions. Primary Responsibilities 1. Review the development of program goals and objectives and the assessment of programs and

activities within their divisions after receiving them from Program Coordinators; 2. Assist in curriculum development and revision; 3. Assist the Provost and Vice President for Academic Affairs in providing leadership and in

reviewing jointly with instructors the results of evaluation tools used; 4. Represent the divisional faculty on the Academic Council; 5. Coordinate the up-dating of divisional material for Catalog revisions; 6. Promote a team approach to programs and activities within the division;

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7. Provide leadership in promoting instructional improvement within their division; 8. Assist during registration and coordinate academic mentoring (advising) within the division; 9. Coordinate the preparation of divisional budgets;

10. Provide leadership and assistance in the recruitment and selection of new faculty; 11. Calls meetings of division faculty as needed; 12. Works with Program Coordinators, the V.P. for Academic Affairs, and the Registrar in reviewing

class schedules, teaching loads, and the assignment of faculty to classes. General Responsibilities 13. Completes other assignments as required by the annually defined objectives of Martin Methodist

College or as indicated by the Provost and Vice President for Academic Affairs or the President of the College.

Program Coordinators

Program Coordinators report through the Chairs of the Academic Divisions to the Provost and Vice President for Academic Affairs and are responsible for planning, coordinating and evaluating the particular major under their supervision. Primary Responsibilities 1. Determine the program goals and objectives, and assess the outcomes; 2. Assist in curriculum development and revision under the supervision of the Division Chair and

the Provost and Vice President for Academic Affairs; 3. Coordinate with the Director of Institutional Research in the evaluation of their programs; 4. Serve as a member of the Curriculum and Academic Policies Committee; 5. Keep program material current for the catalogue; 6. Participate in instructional improvement within the division; 7. Submit annual budgets to the Division Chair; 8. Serve as a mentor to students; 9. Serve on search committees for faculty hiring;

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10. Provide leadership and assistance in the recruitment and selection of new faculty within their academic area;

11 Call and chair departmental meetings as needed; 12. Assist the Division Chair/Registrar/V.P. for Academic Affairs in scheduling, determination of

teaching loads, and the assignment of faculty members to classes; 13. Select textbooks within the department, and submit textbook requests to the Division Chair; 14. Where appropriate to the discipline, place and supervise interns; 15. Aid in career counseling and placement General Responsibilities 15. Completes other assignments as required by the annually defined objectives of Martin

Methodist College or as indicated by the Provost and Vice President for Academic Affairs or the President of the College.

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PART III THE INSTRUCTIONAL PROGAM

GENERAL EDUCATION CORE

The General Education Core is the foundation of the College’s curriculum regardless of one’s chosen field of pursuit. The Core includes introductory courses selected from a variety of academic disciplines that are intended to provide students with a strong liberal arts foundation of sufficient breadth and depth of learning experiences to prepare them for advanced study in their chosen discipline.

The overall goal of the core curriculum is to help students become discerning citizens who possess the knowledge, skills, and values associated with being well educated. Graduates of Martin Methodist College should demonstrate:

1. the ability to organize, interpret, and communicate ideas clearly and accurately both orally and in writing;

2. an awareness of the importance of balanced intellectual, spiritual, social, and physical development;

3. an awareness of the importance of human interaction and ethical judgment in a diverse and global society;

4. analytical skills using quantitative, qualitative, and scientific concepts. Courses in the General Education Core curriculum address the goals listed above. In many of the courses in composition, literature, history, music, art, drama, and religion, research papers and oral presentations require students to organize and interpret ideas and communicate these ideas in written and oral formats. Required classes in literature, history, religion, art, music, and drama offer students the opportunity to broaden their perspectives, so they can appreciate the richness of our Western heritage and the heritage of other cultures. Classes in history, literature, psychology, sociology, and religion help students to recognize the complexities of human interaction in today’s society and to realize the importance of ethical judgment viewed from a Judeo-Christian perspective. Courses in mathematics, sciences, and technology provide students the opportunity to develop problem solving, logical reasoning, and technological skills, while physical education classes promote improvement in physical conditioning and the importance of maintaining a healthy lifestyle. To further aid in the achievement of these core curriculum goals, each student is required to attend a number of campus events each year, called Martin Moments events. While no credit hours are awarded for Martin Moments, completion of the requirement is noted on the transcript on a pass/fail basis, and satisfactory completion is a requirement for graduation. In addition to successful completion of the required General Education Core courses, assessment of outcomes in the General Education Core are made by using nationally normed tests before entrance into the college and again during the sophomore year. The college is presently requiring all entering students to take the American College Testing Program’s Assessment Test (ACT), the Educational Testing Service’s Scholastic Aptitude Test (SAT), or if over the age of 21 and not ACT

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or SAT score, the COMPASS placement test prior to admission to the college. All sophomores will complete an appropriate assessment instrument.

ACADEMIC DIVISIONS The academic program at Martin Methodist College is administered through SIX Academic Divisions. These, along with their Chairs, are: Business, Dr. William Sodeman; Education, Dr. Grace Meier; Humanities, Dr. Kayla Wiggins; Mathematics and Sciences, Dr. Jac Cole; Nursing, Dr. Joyce Anderson; and Social Sciences, Dr. John White. In addition, there are within the six academic divisions, 19 Program Coordinators. These are: Division of Business: Accounting, Ms. Paula Stephenson; Dr. Bill McKenney;

Management Information Systems, Ms. Nan Wakefield. Division of Education: Elementary Education, Dr. Grace Meier; Secondary Education, Dr.

Kerbe Lee; Human Performance and Physical Education, Dr. Daniel McMasters.

Division of Humanities: English and Liberal Arts, Dr. Kayla Wiggins; Church Vocations,

Christian Education, and Philosophy and Religion, Dr. Pat Whittemore; IEP Program, Dr. Eric Stalions; TESOL and ESL Program, Ms. Natalie Lewter, Music, Mr. Mark Hagewood.

Division of Mathematics Biology and Chemistry, Dr. Douglas Dorer; Chemistry, Mathematics & Sciences: Dr. Chris Mattingly Nursing: No program coordinators Division of Social Sciences: Behavioral Sciences, Dr. John Lancaster; Criminal Justice, Dr. John

White; History, Dr. Kenneth Vickers. Other Program Directors within the academic area include: Director, Student Resource Center, Mr. B. J Keeton; Director, Evening Program, Ms. Suzanne Hillhouse. Library support for all of the above academic programs and other support services is under the direction of Mr. Richard Madden.

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PART IV PERSONNEL POLICIES

FACULTY EMPLOYMENT PROCEDURES NON-DISCRIMINATION Martin Methodist College is an affirmative action institution and does not discriminate on the basis of race, sex, creed, national origin, physical handicaps, or age in the administration of its educational policies, administration, scholarship and loan programs, employment, athletics, and other college-administered programs. Any employee or job applicant who has a complaint or grievance regarding this matter should contact the Office of the Human Resources during regular office hours to make an appointment with the employee grievance officer of the college TYPES OF APPOINTMENTS Martin Methodist College uses five types of faculty appointments: regular full-time and part-time, part-time, temporary, and adjunct as follows: Regular Faculty. These appointments are full-time faculty assignments and are subject to college

policy on promotion and tenure and any provisions in individual contracts of employment. Regular faculty have full entitlement to the rights, privileges and benefits accorded faculty by the College.

Regular Part-Time Faculty. These appointments are full-time assignments, but these individuals

combine part-time teaching with other duties, such as coaching, administrative duties, etc. These individuals are under contract and qualify for the general rights, privileges and benefits accorded all full-time employees. Regular part-time faculty with coaching assignments are not eligible for tenure.

Temporary Faculty. These appointments are for full-time assignments for a limited period of

time, usually one term or one academic year, with the appointment terminating automatically at the end of the specified period. Temporary faculty are not eligible for promotion or tenure, but do share, during the period of employment, the general rights, privileges, and benefits accorded regular faculty.

Part-Time Faculty. These appointments are for less than full-time assignments, but typically are

for half-time or more. Part-time faculty are under contract and qualify for the general rights, privileges and benefits accorded regular faculty, except where regular and/or full-time status is stipulated. Part-Time faculty are not eligible for promotion or tenure.

Adjunct Faculty. These appointments are temporary appointments for part-time assignments

specifying both the part-time workload and the period of time, normally one term, with the appointment terminating automatically at the end of the specified period. Adjunct faculty are not eligible for promotion or tenure.

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POSITION APPROVAL (FULL-TIME FACULTY) When a vacancy occurs or the need for a full-time faculty or staff addition arises, the Division Chair and the Provost and Vice President for Academic Affairs (Provost) will prepare a statement of need, the rank to be offered, proposed salary, and a job description which will be submitted to the President for approval. If the President approves the recommendation for employment, the V.P. for Academic Affairs will appoint an appropriate search committee. Search committees typically are utilized in all regular full-time faculty appointments. However, in the event a vacancy occurs at such a date that the time required for the normal search process is precluded, the Division Chair, with the approval of the V.P. for Academic Affairs, may make temporary appointments without the use of a search committee. RECRUITMENT AND INTERVIEW PROCEDURES Although the College reserves the right to employ faculty and staff without announcement, positions are usually advertised in journals of the appropriate academic area, in a publication with nation-wide general circulation such as The Chronicle of Higher Education, or in local newspapers. Announcements may also be sent to appropriate graduate programs throughout the United States. To become a candidate for an advertised position, a person must submit a letter describing his/her qualifications and interests in the position, a current resume', three current letters of recommendation (or names, addresses and telephone numbers of references) and official transcripts of all undergraduate and graduate work completed. At the discretion of the search committee, the call for transcripts and letters of recommendation may be postponed until the top candidates are selected from among the applicants. Part-time and temporary faculty who wish to be considered for any full-time position must make application and will be considered along with other candidates in the search process. Once the search is completed and the search committee has chosen its top two or three candidates, on campus interviews will be arranged. No individual may be employed if he/she has not been interviewed in person by the search committee. As a part of the interview process, a candidate will be required to make a formal presentation on an appropriate subject. These presentations will be announced in advance by the search committee and will be open to faculty, students and administration of the College. No one can be recommended for an initial appointment who has not been interviewed by the V.P. for Academic Affairs and/or the President of the College. Once interviews are completed, the search committee will comment on the strengths and weaknesses of the candidates and submit its recommendation to the Provost who in turn will forward the recommendation along with his own to the President. The President will make the final selection of the candidate to be employed. After a candidate has been selected for employment by the President, he/she must provide the Academic Affairs office with official copies of all college transcripts before a contract will be offered. The appointee shall receive in his contract the precise terms and conditions of his appointment, including, but not limited to academic rank and title, contract period, effective date of appointment, rate

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of compensation, any special conditions attached to the particular appointment or position, any special departmental standards, and a deadline date for acceptance. A person's signature on a contract will be taken as evidence that he/she has read the contract and understands the terms of employment. For full-time positions that involve a combination of both teaching and non-teaching obligations, the candidate must have the same academic credentials and meet the same criteria for employment as full-time teaching faculty. RECRUITMENT OF ADJUNCT FACULTY Adjunct faculty are required to have the same academic credentials and to meet the same criteria for employment as full-time faculty. Part time faculty are recruited when needed by placing advertisements in local newspapers or through contacts with other local colleges or universities. The Division Chair follows the same procedure in screening applicants as in the hiring of full-time faculty. Recommendations are made to the Provost and Vice President for Academic Affairs, who also interviews the applicants, and officially offers the position of employment to the applicant. Part-time faculty will be provided with a contract specifying the courses they will be teaching and the pay they will receive. Both the Division Chair and the Provost and Vice President for Academic Affairs bear responsibility for ensuring the integrity of the applicant's credentials and his or her ability to teach in an exemplary manner. EMPLOYMENT AGREEMENTS (CONTRACTS) Full-Time Faculty: Contracts are prepared annually and mailed to each member of the faculty following the July meeting of the Board of Trustees. Contracts are returned to the Office of the Provost and Vice President for Academic Affairs. Contracts contain signatures of the faculty member, V.P for Academic Affairs and President. Proposed salary increases are incorporated in the budget proposal that goes to The Board of Trustees, which acts on the budget recommendations at its annual Summer (July) meeting and contracts are mailed to the faculty members for their signature as soon thereafter as possible for the following academic year, which commences in August. Exceptions to this may occur if contracts involve Federal funding, which operates on a different fiscal year basis. Faculty contracts are usually for a nine-month period beginning in August and running into May of the following year, although the salary is typically paid over a 12 month period. Individuals, such as professional librarians, holding faculty rank, but with non-teaching duties, and on 12-month appointment, are subject to the same work hour requirements, paid holiday, sick leave and vacation leave policies as non-faculty personnel. Contracts specify position, academic rank, contract period, effective dates of appointment, rate of compensation, any special conditions attached to the particular appointment or position, any special departmental or program standards, and a deadline date for acceptance. A person's signature on the

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contract will be taken as evidence that he/she has read the contract and understands the terms of employment. Adjunct (Part-Time) Faculty: Adjunct faculty are employed on an individual course-by-course basis. The compensation will be negotiated with each instructor for each course taught (based on course hours and specialty). Part-time faculty typically are paid in four installments during the semester, but may request to be paid in one single payment after final grades have been presented to the Office of Academic Affairs. Evening faculty are paid at the end of each term. All part-time faculty must provide the College with an original copy of all transcripts indicating academic preparation. These documents will be maintained in the office of the V.P. for Academic Affairs. Part-time faculty are not eligible for the College retirement system, insurance programs, vacation, tenure, maternity leave, or sick leave. PAYMENT PROCEDURES Faculty are paid on the 26th day of each month. Because of the nature of benefits, regular full-time faculty and professional staff on nine-month appointments will receive their compensation in equal monthly installments spread over the twelve month period. New members of the faculty, whose appointments begin with the fall term, do not receive their first salary payment until the end of September. The College reserves the right to withhold payment for new faculty until all official transcripts and other required documents are received and on file. Adjunct faculty who teach more than one course, typically are paid monthly, but may request to be paid a single payment at the end of the semester. Faculty teaching during summer terms and in the evening program are paid at the end of each term. The College makes payroll deductions as required by state and federal law and other deductions as authorized by the employee and approved by the College. Currently, arrangements can be made for salary deductions for with-holding taxes, health insurance, MBI card fees, dental insurance, group life, disability and catastrophic illness insurance, annuity contributions, rent (when applicable), Sunshine fund, contributions to Martin Methodist College, and any optional insurance withholdings approved by the College. BENEFITS The College provides certain benefits to all full-time faculty, but certain benefits are optional at the employee’s discretion. Should an employee choose not to participate in a particular benefit program, the costs of the benefit will not be awarded to the employee as salary or as a salary supplement. A general description of various benefits provided to College employees is provided in the Personnel Handbook. More specific information concerning particular benefits may be obtained from the Office of Human Resources.

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FACULTY APPOINTMENT, PROMOTION AND TENURE TYPES OF APPOINTMENTS The College uses three types of appointments: regular, temporary, and part-time (adjunct) as follows: Regular Faculty. These appointments are full-time assignments and are subject to college policy

on promotion and tenure and any provisions in individual contracts of employment. Regular faculty have full entitlement to the rights, privileges and benefits accorded faculty by the College. Individuals with faculty status and whose appointment involves part-time administrative or coaching responsibilities may not be eligible for tenure.

Regular Part-Time Faculty: These appointments are for less than full-time teaching assignments, but typically are for half-time or more. Part-time faculty may be assigned other duties, such as administrative duties, student advising, etc. in addition to teaching, are under contract and qualify for the general rights, privileges and benefits accorded regular faculty, except where regular and/or full-time status is stipulated. Part-Time faculty typically are not eligible for promotion or tenure.

Temporary Faculty. These appointments are full-time assignments for a limited period of time,

usually one term or one academic year, with the appointment terminating automatically at the end of the specified period. Temporary faculty are not eligible for promotion or tenure, but do share, during the period of employment, the general rights, privileges, and benefits accorded regular faculty.

Adjunct (Part-Time) Faculty. These appointments are temporary appointments for part-time

assignments specifying both the part-time workload and the period of time, normally one term, with the appointment terminating automatically at the end of the specified period. Adjunct faculty are not eligible for College benefits or promotion or tenure.

FACULTY RECORDS Permanent record files for faculty members are maintained in the Office of the Provost and Vice President for Academic Affairs. Included in these files are employment agreements, personal data records, transcripts, evaluations, correspondence, and other relevant materials. Faculty records related to payroll and benefits are maintained by the Business Office. All faculty records are maintained with proper regard for security and confidentially. Access is limited to those persons whose position carries authorization for record use and review. With reasonable notice and during regular business hours, any faculty member may inspect his/her own record in the presence of the Provost. Notes may be taken, but materials may not be removed, substituted or photocopied without approval of the Provost. Information regarding date(s) of employment, full-time or part-time employment status, and last position title is considered unrestricted and will be released for confirmation requests, routine

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employment reference checks, and business credit checks. Requests for such personnel information, as well as information for business credit checks (salary, etc.), will only be released with written consent from the employee. No telephone inquiries will be honored without prior approval from the employee. Faculty members are expected to assist in keeping their records current by reporting changes affecting directory information, tax and benefit records, additional training and degrees, research, special honors and recognitions, offices and memberships, publications and other pertinent information. New appointees should contact the Personnel Office immediately to complete all appropriate forms, including tax withholding forms, applications for insurance and college benefits. This must be done at least two weeks prior to the end of the month in which the first payment is to be made. CRITERIA FOR APPOINTMENT, PROMOTION AND TENURE Martin Methodist College believes that teaching, scholarly activity/professional development and service to society, the College and the profession provide the foundation upon which an institution of higher learning is built, and that as a contemporary college we must be engaged in all of these activities. As a baccalaureate institution, the College sees the teaching/learning process as the institutional priority, and thus, the priority of its faculty. This does not mean, however, that the institution, and its faculty, does not also have some obligation to engage in scholarly activity/professional development and service. Academic appointment, promotion and tenure are based upon a candidate’s performance in these assigned areas From the institution's viewpoint, teaching, scholarly activity/professional development, and service are all integral parts of the academic profession. Teaching includes the four components of academic program planning and development, instruction, evaluation and student academic mentoring (advisement), and these are the primary areas included within the faculty evaluation process. Consequently, teaching effectiveness is the primary factor, but not the only one, considered in the promotion/tenure process. Effective teaching involves:

• Mastery of one’s subject matter combined with the ability to convey knowledge and skills to students in a creative and cogent manner.

• The ability to stimulate students' intellectual development. Effective teaching should foster in students the processes of critical thinking and/or creativity, clarity of expression, mastery of subject matter, and enthusiasm for learning.

• It is important both to the College and to our students to have diversity in teaching methods and styles which may vary with the subject matter and the level at which one is teaching. Other kinds of interaction with students such as independent study and research, and departmental seminars or performances are also important.

Scholarly activity is recognized to include original research, scholarship and creative endeavors. While original research and creative endeavors are encouraged and supported by the College to a limited extent, they are not required; however professional development activities such as participation in formal coursework, seminars, workshops and other specialized training programs related to updating and extending one’s knowledge within their academic field, enhancing teaching effectiveness, and

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adding new areas of expertise to the existing programs of the college is expected, and is one of the factors considered in decisions concerning promotion and tenure. Meaningful service activities include institutional service, professional service and service to the community. Institutional service through serving on College standing committees, ad hoc committees, and participating in special activities and events is an expectation of all faculty members. Professional and community service, while not required, are encouraged and faculty efforts in these areas are supported as much as possible by the College. These activities by faculty are also considered in the promotion/tenure process. It is not expected that every individual will excel in all of the areas describe above, but neither is it expected that the individual will have a complete void in any of the three areas. Other factors which shall enter into the qualifications for rank include general and professional attitude and adherence to the stated purposes of the college. These criteria will be interpreted in varying degrees for each academic rank and for the different academic fields. FACULTY RANK AND PROMOTION Faculty ranks within the College include: instructor, assistant professor, associate professor and professor. Criteria which must be met for initial appointment to a rank or for promotion to a higher rank are as follows: Instructor: Appointment as an instructor calls for the master's degree in the teaching discipline, or

a master's degree with at least 18 semester hours of graduate work in the teaching area. In developmental courses in which credit hours do not count towards graduation requirements, the minimum requirement is a baccalaureate degree in the appropriate academic discipline.

Assistant Professor: An assistant professor is a member of the faculty, normally in the beginning

years of a teaching career. Appointment or promotion to this rank requires possession of the terminal degree appropriate to the field of assignment, or a master's degree with at least 18 hours in the field of assignment, 24 graduate hours in the teaching field beyond the master’s degree and a minimum of five years of full-time professional experience* at the college or university level. After initial appointment at the instructor rank, a person who completes the terminal degree will be immediately eligible for promotion to assistant professor. Those with less than the terminal degree must serve for a minimum of five year before being eligible for promotion to assistant professor rank. (Individuals hired prior to fall 2003 do not have to meet the 24 additional graduate hours beyond the master’s degree requirement)

Associate Professor: An associate professor is a member of the faculty who has demonstrated

competence in the appropriate discipline. Appointment or promotion to this rank requires five years of continuous employment as an assistant professor and possession of the terminal degree appropriate to the field of assignment, or a master's degree plus one year of additional study (24 graduate hours) beyond the master’s in the teaching discipline.

Those holding a Master of Fine Arts, a Master of Social Work, and a Master of Business

Administration with Certified Public Accountant certification that is maintained by continuous

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education are eligible to be considered for the rank of associate professor after five years of continuous service.

Professor: A professor is a member of the faculty who has attained the maximum rank through proficiency and major contributions to the profession. After five years of continuous service as an associate professor with an earned doctorate (held for at least two years), an associate professor is eligible to become a professor. An associate professor without an earned doctorate is not ordinarily promoted to professor.

Exceptions to the above requirements may include special certificates and or work experience that uniquely qualifies an individual to teach a particular subject or in a particular discipline. In these instances a written justification will be developed and placed in the individual’s permanent file. The above criteria are subject to any standards set by the Commission on Colleges of the Southern Association of Colleges and Schools and by any that might be set by the Board of Trustees of the College. It shall remain the prerogative of the President/Dean of the College to hire needed personnel and waive the listed criteria. This, of course, would be done only in extreme circumstances and with concern for existing standards. In addition to the minimum requirements listed above, all promotions in rank are based upon teaching performance, professional accomplishments, continuing efforts to improve knowledge and teaching and advising skills, and service to the College. * If teaching has been primarily or solely part-time, one year experience will be equivalent to teaching 28 semester hours of credit. PROCEDURES FOR APPLYING FOR PROMOTION Applications for promotion are reviewed once a year by the Promotion and Tenure Committee. Applications must be submitted by the end of the fall term in order to allow sufficient time to complete the entire review process prior to the spring meeting of the Board of Trustees. Individuals wishing to apply for promotion in rank must have completed five full years in their present rank and should submit their application during the fall of the following year for consideration by the Promotion and Tenure Committee. If the deadline is missed, the individual will have to wait until the following fall to apply. All applicants must have met all requirements qualifying them for promotion prior to application for promotion and must provide to the committee a portfolio with appropriate documentation of performance relative to the above criteria. The Promotion and Tenure Committee has requested that the following check list be followed in order to promote consistency and accuracy in the review process.

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Promotion and Tenure Portfolio Check List

Your portfolio should include the following documentation, in the specified order:

1. A statement of your philosophy of teaching. 2. A current Curriculum Vitae. 3. Transcripts 4. Letters of recommendation that address the individual's performance, professional attitudes,

service, etc. from: • Your Division Chair • Colleagues • Students, as appropriate • Others, as appropriate

5. Evidence of successful teaching/performance. • Course evaluations • Annual performance reviews • Syllabi • Other evidence, as appropriate (courses designed and implemented, successful mentoring,

etc.) 6. Evidence of Scholarship and Continued Professional Development

• Attendance at various professional development workshops/activities presented on campus

• professional publications in one's discipline or its pedagogy; • artistic productivity and/or performance; • editorial work or manuscript review in one's discipline; • Membership in professional organizations, including any offices or certificates held • Attendance at professional conferences and workshops, presentation of papers, service on

panel discussions • Student research and independent studies supervised • Student internships/externships supervised • College grants awarded for professional development • External grants applied for or received • grant proposals to support scholarly/artistic activity favorably reviewed by external

agencies 7. Evidence of service beyond teaching and mentoring.

• Committee assignments and contributions • Administrative duties, as applicable

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• Service to the profession and community, as applicable Applications for promotion are reviewed by the members of the Promotion and Tenure Committee who submit a recommendation to the Provost and Vice President for Academic Affairs who reviews the portfolio thoroughly and forwards a recommendation, along with that of the Promotion and Tenure Committee to the President who makes the final decision and recommends action to the Board of Trustees.

If there is a disagreement between the Promotion and Tenure Committee and the Provost and Vice President for Academic Affairs, both the Promotion and Tenure Committee and the Provost must submit separate letters addressing the basis for the particular vote. Again, the final decision rests with the President, who will make the final recommendation to the Board of Trustees. TENURE Tenure requires an in-depth evaluation of faculty for consideration of continued employment with the intent of maintaining a high level of professional competence. Tenure is designed to provide freedom for critical inquiry and open expression. It guarantees academic freedom and acts as a safeguard against unwarranted institutional pressure. When a faculty member is awarded tenure, it is to a particular academic program or discipline. Academic tenure represents a commitment by Martin Methodist College to continue employment of faculty members; however, it should be understood that termination of tenured faculty can occur for adequate and specified cause, voluntary departure, retirement, demonstrably bona fide program change, or financial exigencies. Dismissal of tenured faculty can occur only following a fair hearing in accordance with stated College policies and procedures. A strong case for tenure must be established over the course of a faculty member's probationary appointment. Teaching competence must be clearly demonstrated; scholarly/artistic achievement and contribution to the College must be clearly in evidence. Moreover, one fundamental criterion underlies the granting of tenure to a faculty member, and that is that it been clearly established that the College will benefit from entering into a binding commitment to that individual, a commitment potentially lasting for a professional lifetime. The Tenure Policy, or continuing contract status, of the College shall always remain within the guidelines set by the Board of Trustees. The Institution has the right to establish a maximum percentage of tenured persons on the faculty. When tenure is granted by the Board of Trustees, a permanent relationship between the faculty member and a specific academic program of the College is established with reciprocal responsibilities and obligations. Tenure, therefore, will not be granted as a matter of right, nor will it be granted routinely. The awarding of tenure will symbolize the fact that the faculty member is a model of what a faculty member should be, and that they have regularly met and show promise of continuing to meet the three criteria established by the college for faculty performance. In order to guarantee this end, factors other than length of service will receive primary attention, and these shall include: evidence of effectiveness as an instructor and an advisor; good citizenship; continuing professional growth/scholarly activity; dedication to one’s program, the college, and its students, both within the classroom and without; a life-style and a philosophy of education

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which are compatible with the goals of this church related college; and a sound working relationship with the administration, faculty and staff. ELIGIBILITY FOR TENURE Persons in full-time teaching positions who hold rank of Assistant Professor or higher shall be eligible for tenure consideration, with the following exceptions: a. The positions of administrator and/or coach, if granted faculty status, shall not be granted

tenure. b. The Director of the Library and Assistant Librarian are administrative positions, therefore are

not eligible for tenure. c. Persons in temporary or part time positions, or whose positions are funded through external

sources are not eligible for tenure. Individuals who elect not to apply for tenure following the appropriate probationary period may continue to be hired by the College on an annual or as-needed basis. Renewal of this type of faculty contract is possible, but not guaranteed. PROCEDURE FOR APPLYING FOR TENURE An eligible faculty member may petition for tenure status to the Promotion and Tenure Committee in the fall of the sixth year following five full years of continuous full-time employment. Applications must be received by the end of the fall term in order to allow sufficient time to complete the entire review process prior to the spring meeting of the Board of Trustees. Review of individuals for tenure, as well as for promotion, is conducted only during the spring term, prior to the spring meeting of the Board of Trustees. One's petition must include a portfolio documenting length of service, teaching and advising effectiveness, continued scholarship and service to the College. The materials to be included in the portfolio and the order in which they should follow are described above in the section on apply for promotion. Part of the review process will involve observation by one or more committee members in the applicant’s classroom. In certain instances, where applicant files are incomplete, or if concerns exist, a recommendation may be made to postpone action until the following year so that the particular issue or concern can be addressed. The committee shall recommend approval or denial of tenure to the Provost and Vice President for Academic Affairs, who will in turn review the portfolio materials and forward his/her recommendation along with that of the Promotion and Tenure Committee to the President who will submit a final recommendation to the Board of Trustees. Final authority for granting tenure shall reside with the Board of Trustees.

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If there is a disagreement between the Promotion and Tenure Committee and the Provost and Vice President for Academic Affairs, both the Promotion and Tenure Committee and the Provost must submit separate letters addressing the basis for the particular vote. Again, the final decision rests with the President, who will make the final recommendation to the Board of Trustees. The faculty member will receive notification from the President/Dean that tenure has been granted, denied or postponed. If tenure is denied, the individual will be given a one year terminal contract. In situations where action on tenure is postponed, the President or Provost in notifying the applicant of the decision may recommend appropriate corrective measures. Faculty members may apply for tenure no more than twice. If tenure is not awarded by the end of the seventh year the faculty member will be given employment for one additional year only. DENIAL OF PROMOTION AND/OR TENURE In cases where an application for promotion and/or tenure is denied, the faculty member may petition the Faculty Grievance Committee to review the action. The Grievance Committee will not base its ruling on the merits of the decision itself, but will review allegations that the decision was based in significant degree upon:

a. Substantial and prejudicial deviation from the criteria and procedures described above; or

b. A violation of academic freedom.

The Grievance Committee may not grant tenure. If the Grievance Committee finds that the decision was based in significant degree upon items a or b above, it may recommend a reconsideration. The affected faculty member shall be granted another year of employment, during which the tenure review process is repeated. POST-TENURE REVIEW The granting of tenure involves not just the College’s recognition of a long-term commitment to a faculty member, but the faculty member’s commitment to continued performance as an active member of the faculty. In order to promote continued faculty development, to provide accountability and to ensure faculty productivity, the College conducts a post-tenure review process. This process is similar to the regular tenure application process in which the tenured faculty member will be asked to submit a port folio documenting teaching effectiveness, professional service to the College and to one’s profession, and continued scholarly activity/professional development. Post-tenure review will occur on a five-year rotating basis so that all tenured faculty members will be review once every five years. Post-tenure review will also be initiated if a faculty member receives two consecutive negative annual evaluations. A negative post-tenure review would result in the development of goals that the individual will be required to address and meet. If not addressed adequately within a two-year period, tenure could be revoked and the individual subject to dismissal.

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NON-RENEWAL OF CONTRACTS AND TERMINATION PROCEDURES Resignation: A faculty member who wishes to terminate employment by resignation must notify the Provost and Vice President for Academic Affairs, in writing, of this intent not later than the end of the academic year. Resignation then becomes effective at the end of the contract period unless, by mutual agreement, an alternate date is established. Retirement: A faculty member electing to retire must submit written notice to the Provost and Vice President for Academic Affairs not later than the end of the academic year and preferably as much as a full year in advance of the planned retirement. The effective date of retirement will coincide with the end of the contract period unless a different date is approved. Termination By The College: The college has the power to terminate appointments, including those of tenured faculty, at any time for the following reasons: 1. Unprofessional or contumacious conduct, a. Refusal to teach in accordance with contractual agreement, b. Refusal to do assigned tasks as spelled out in the contract. c. Immoral behavior in the performance of duties, both on and off campus;

d. Use of college letterhead to state personal opinions on public issues thereby giving the impression that one is a college spokesperson;

e. Falsely implying by one's utterances that one is an institutional spokesman in statements made.

2. Unethical conduct with regard to faculty and faculty-student relationships, 3. Incompetence--physical or mental, 4. Justifiable decrease in number of teaching positions - person with fewest years of service

would be terminated first where possible, but decisions made must also serve to preserve the integrity of the overall academic program and the ability to offer a complete program. Criteria to be used in considering reductions may include:

a. Academic program needs; faculty expertise, the loss of which would jeopardize the continuance of program effectiveness or undermine the College’s capability to meet institutional goals;

b. Evidence of capacity for making significant contributions to the division, College and academic community;

c. Excellence of preparation in the academic field; and d. Effectiveness of teaching and service to the College. Notification of termination of tenure or reduction of work status shall be given by the 15th day of November of the year of termination, with the exception of unprofessional conduct and incompetence, or immoral behavior as outlined above. Non-tenured faculty members shall be notified after the Spring Board meeting as to their employment status for the next academic year.

APPEALS PROCESS It is the College's intention to provide due process. Before the termination of an existing contract with a faculty member for cause, the faculty member shall be given a written statement of the

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charges. He/she will be entitled to a fair, full and complete hearing before the Campus Life Committee of The Board of Trustees. Their decision may be appealed to the full Board of Trustees whose decision shall be final.

Notification of termination of tenure or reduction of work status shall be given by the 15th day of November of the year of termination, with the exception of unprofessional conduct and incompetence, as outlined above. Non-tenured faculty members who will not be rehired will be notified as early in the year as possible and no later than immediately after the Spring Board meeting as to their employment status for the next academic year.

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PART V BUSINESS ARRANGEMENTS

DIVISION AND OFFICE BUDGETS At the call of the President, Division Chairs, Program Coordinators, and office managers submit budget requests for operating needs for the fiscal year beginning the following July 1. These requests are submitted to the appropriate administrator and used in developing the College's annual budget. The College re-evaluates the budget after the start of the fall term and may propose a modified budget that is submitted to the Board of Trustees at its fall meeting. Annual budgets are allotted by object classifications. Specific object class budgets cannot be exceeded without prior approval. Requests to make budget adjustment requests by transferring approved budget funds between object classifications should be made through the appropriate administrator. PURCHASES Budget managers must authorize and approve purchase requisitions (e-requisitions) submitted to procure goods and services to be paid from College funds. Individual faculty and staff members may request the purchase of specific goods and services through their Division Chair/Program Coordinator provided funds are available within the divisional/program budget. Requests for equipment, travel and items not normally included within the budget, also must be approved by the appropriate administrator. To initiate a purchase, the desired items should be requested through an E-Requisition from the appropriate budget manager and routed to the appropriate Division Chair for approval. The Division Chair must then route the E-Requisition to the Provost for action before it is forwarded to the Business Office. Once approved, the individual budget manager will be notified of the purchase order number assigned to the purchase request. If a credit card purchase is to be made, the individual should complete a Credit Card Request Form (available in the Business Office) and have it approved by the appropriate supervisor(s). When purchased goods are obtained, the invoice should be forwarded to the Business Office for payment. TRAVEL AT COLLEGE EXPENSE Travel funds are allocated to each division, program, or office based upon budget requests and total funds available for the fiscal year. In addition, the Provost maintains a faculty development fund from which faculty members may request funds for professional travel. Faculty travel at College expense must be approved in advance by the Division Chair to whom the individual is directly responsible and the V.P for Academic Affairs. Funds must be available within the

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travel budget if travel is to be approved. To request approval, the individual should complete and submit a “Travel Request Form” and submit it to the Division Chair who will then submit the request to the Provost for final action. Persons desiring a travel advance must present to the Business Office an approved "Travel Request Form” clearly marked for a travel advance (see form in Appendix E). Travel advances should be cleared within five work-days following completion of travel. If expenses are to be put on a credit card, the faculty member should obtain a College Credit Card from the Business Office rather than using their personal credit card. If gasoline is to be charged a College gasoline card can also be obtained from the Business Office. After completion of the approved travel, expenses claimed by the traveler are to be submitted on an "MMC Expense Report”, which can be downloaded from the College’s website. Expenses claimed must be supported by receipts for lodging, public transportation, and registration fees. Official telephone calls, parking expenses, etc. should be included under "other". Travel by privately owned vehicles is reimbursed at the prevailing rate approved by the College. When travel is performed and some of the expenses are to be borne by an agency outside of the College, identify the total expenses for the trip on the voucher, then reduce the total amount by that to be paid by the outside agency, and show the net amount to be charged to the College. The "MMC Expense Report" form must be signed and dated by the traveler, the Division Chair/Budget Manager and the V.P for Academic Affairs. USE OF COLLEGE VEHICLES College owned vehicles may be used for College business such as professional trips, field trips, group events etc. Requests for the use of vehicles are usually approved in the order in which they are received, but in cases of conflict, such factors as numbers of people involved and distance may also be a factor. Vehicle requests should be made to the Assistant V. P. for Personnel and Operations. If the group is large enough to require a College minibus, a commercially licensed (CDL) driver may be required. If a qualified driver is needed for the trip, that should be a part of the vehicle request. Keys to vehicles may be picked up from the Assistant V. P. for Personnel and Operations and should be returned immediately after the approved trip has been completed. The division or organization using the vehicles will be charged for the cost of gasoline used and for the costs of a commercially licensed driver if that is required. KEYS Keys to buildings, offices, classrooms, etc., are obtained from the Assistant V.P. for Personnel and Operations. Keys are not to be given to students, and are to be returned to the Business Office, the

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supervising administrator, or the Assistant V.P. for Personnel and Operations when an employee retires or leaves the employ of the College. MAINTENANCE SERVICE REQUESTS Except in emergency situations, requests for service and minor repairs or adjustments by the Maintenance Department should be made through the College Webpage. To submit a work order, click on quick links at the top of the Webpage and then click on work order requests.

OBSOLETE, WORN-OUT OR SURPLUS PROPERTY In order to have worn out, obsolete or surplus property removed from a divisional or office inventory, the Division Chair or office supervisor should submit such a request in writing to the area administrator who will approve the request and forward it to the Vice President for Business Affairs for action. If assistance is needed in removing materials once they are removed from the inventory, this should be noted in the original request. OUTSIDE EMPLOYMENT POLICY Full-time members of the faculty and staff are permitted to engage in outside employment, provided permission is first obtained from the supervising Vice President, and provided further, that the Vice President shall grant permission to engage in outside employment only after having first determined that the outside employment will interfere in no way with the institutional duties or time spent on campus by the individual requesting such permission. Requests to engage in outside employment, including consulting activities, should be submitted in writing through appropriate channels from the Division Chair/Supervisor to the appropriate area Vice President. STUDENT ASSISTANTS (Work Study Positions) Faculty, administrative offices, and certain other departments, depending upon need and availability of student workers, are provided with student assistants to help with duties that can be adequately performed by such assistants. These student assistants are assigned to a designated employee and are under his/her direction and supervision. An accurate record of the hours worked must be kept and is the responsibility of the work supervisor. This record must be approved by the supervisor and turned into the Business Office each month. The use of student assistants must be limited to work which directly relates to the College program. Student assistants are never provided for personal use, nor for use in paper grading in which personal judgment is involved. From time to time the use and need for student workers is evaluated.

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The following general rules about time sheets for student workers are provided as a reminder to supervisors: 1. Work study reports are submitted online by the work study supervisor to the Business Office

once each month at the time specified by that office. 2. Supervisors should verify the hours worked by each student under their supervision before

submitting the time sheet. Hours not worked by the student should not be reported. 3. Students are paid monthly and are issued checks on a regular date each month that is established

by the Business Office. A valid student identification card must be shown to receive a pay check.

CAMPUS PARKING OF MOTOR VEHICLES Reserved parking for faculty and staff is located adjacent to the Johnston Learning Center, behind the Gault Fine Arts Center, on both sides of the street behind Martin Hall, and behind Colonial Hall. Employees of the College may park in any parking space in one of the designated parking lots on campus. In addition, each employee is provided, free of charge, a parking decal at the beginning of the fall semester. The Faculty-Staff decal should be properly displayed in one’s vehicle at all times when parking on campus. Parking Decals, replacements or extra parking decals may be obtained from the Director of Campus Security, the Faculty Secretary in the Johnston Center, or from the Director of Campus Services in the mail room in Martin Hall. FIREARMS POLICY In accordance with state law, all students, faculty, and staff, who possess a valid, state issued firearms carry permit, from the State of Tennessee or any other state, may store their firearms securely in their vehicles on Martin Methodist College parking lots, but possession of any weapon is prohibited on all other college property and at college sponsored events, and no weapon or ammunition shall be worn, displayed, used, or possessed on campus, including parking lots where weapons can be stored in vehicles legally parked. All persons, students, faculty, and staff, must make the college administration aware that they possess a valid, state issued, carry permit, but they are not required to divulge when they store weapons in their legally parked vehicles, and such notifications shall be deemed confidential and is not subject to public release. Should a student, faculty, or staff member relinquish, or allow their state issued firearms carry permit to become invalid, they are to notify the administration of that fact, and their names shall be removed from the roster of active carry permit owners. PART-TIME AND OVERLOAD PAY Part-time and overload pay is paid at a standard rate per term as follows:

• Day Classes ............................................................................... $666.67 per credit hour

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• Evening Classes ........................................................................... 666.67 per credit hour • Special Topics/Reading Classes/Student Research ............................. $150 per student • Practica/Internships ............................................................................... $150 per student • Directed Studies Classes ................................................................. $120 per credit hour

Employment at the above rates is based upon an expected enrollment of six (6) or more students in each class. In some instances if enrollment drops below six (6) students the College may allow the class to continue, but at a decreased pay rate if the employee agrees to the salary decrease. Otherwise the class will be cancelled. The rate of decreased pay is as follows: 5 students 90%, 4 students 80%, 3 students 60%. For part-time faculty, the College reserves the right to terminate each assignment if the performance of the employee is deemed unsatisfactory in the opinion of the employer, or if there is insufficient enrollment, the determination of which shall be solely that of the employer. All part-time, adjunct and overload employment is on a term by term basis, and employment for any other term(s) is not guaranteed or implied. Overload teaching by full-time faculty is restricted to no more than one course per term as described in Policy Statement 1303.

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PART VI

FACULTY RIGHTS AND RESPONSIBILITIES

ACADEMIC FREEDOM Martin Methodist College is committed to the principle of freedom of thought, inquiry, and expression and guarantees these rights to its faculty. Learning flourishes only in an atmosphere where the principle of liberty prevails, where issues are openly debated, ideas exchanged, convictions freely expressed and truth vigorously pursued. Academic freedom is a valuable right of both faculty and students, dependent, in turn on corresponding responsibilities for its proper exercise. No member of the college community may, in the exercise of academic freedom, deny the corresponding right to any other member of the college community nor interfere with the legal and proper function of the College. Faculty members are entitled to full freedom in research and in the publication of the results subject to the adequate performance of his/her other academic duties, but research for monetary return should be based upon an understanding with the authorities of the College. Faculty members are entitled to freedom in the classroom in discussing their subject, but should be careful not to introduce into the teaching, controversial matter which has no relevance to the subject. The faculty member is a citizen, a member of a learned profession, and an officer of an educational institution. When he/she speaks or writes as a citizen he/she should be free from institutional censorship or discipline, but the special position within the community imposes special obligations. As an individual of learning and as an educational officer, a faculty member should remember that the public may judge the profession and the institution by his/her utterances. Hence, one should at all times be accurate, should show respect for the opinions of others, and should make every effort to indicate that he/she is not an institutional spokesman. Finally, it is expected that faculty members, administrators, and other employees be examples to students and uphold those same principles of conduct expected of our students.

FACULTY RESPONSIBILITIES At Martin Methodist College, the concept of professionalism governs faculty members in the conduct of their classes, in relationships with students, other faculty members, and in relationships with members of the administration. As a professional, the faculty member is expected to: 1. Be or become familiar with the mission of this Church-related College and to demonstrate a

lifestyle and a philosophy of education that is compatible therewith; 2. Hold and to practice a high level of professional ethics and academic standards;

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3. Concentrate on the functions of teaching, student mentoring, curricular improvement, program/division related work, committee assignments and other matters that pertain to and support the teaching process;

4. Participate in an annual program of evaluation which may include, but is not limited to student

evaluation, self-evaluation and administrative evaluation; 5. Give evidence of professional growth including, but not limited to, improvement in the area of

teaching effectiveness; 6. Be responsible in the exercise of academic freedom; 7. Receive approval from the Provost and Vice President for Academic Affairs before accepting

simultaneous employment elsewhere. Professionalism also expresses itself in terms of certain rights and responsibilities. As an

expression of professionalism, the faculty member is expected to: 1. Recognize the rights of students, including the right to be treated with dignity, the right to

quality instruction, the right to make decisions about their academic careers, the right to privacy of information, and the right to due process, including the right of appeal;

2. Provide for each course, a syllabus, which states the learning outcomes of the course, the

requirements that must be met, the system of grading, class attendance policies, and sanctions for dishonesty (see syllabus outline in Appendix B);

3. Place a copy of the syllabus for each course taught on SonisWeb so it can be accessed by

students and the administration as needed. 4. Provide a variety and sufficient number of grading opportunities and to advise the students of

the results of these evaluations in sufficient time to allow the student and the faculty mentor to predict probable success, and/or to withdraw the student from the course during the period of no penalty;

5. Keep regular attendance and enter your students’ attendance regularly into SonisWeb to help

track those students who are and are not regularly attending classes.

6. Assume full responsibility for the assignment of grades in each course, following the period of no penalty;

7. Monitor student attendance and advise students where additional absences will seriously

handicap the students’ performance or continuance in the course; 8. Meet classes regularly, systematically, and promptly and to guarantee through the provision of

qualified substitutes, make-up sessions, or other means that the absence of the faculty member will not adversely affect the quality of instruction to which the student is entitled. All

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Absences, except for illness, must be approved in advance by the Provost and Vice President for Academic Affairs;

9. Schedule regular and sufficient office hours, and post the office hours for the benefit of the

students, and to provide a schedule showing teaching periods and office hours to the Division Chair and the Provost and Vice President for Academic Affairs;

10. Serve as a faculty mentor, and to aid students in the realization of both personal and academic

goals, while recognizing that the student does have the right to make decisions concerning academic goals, and to encourage graduation from Martin Methodist College;

11. Deal personally with student absences, including absences resulting from illness;

12. Handle cases involving cheating and plagiarism in consultation with the Vice President for Student live and Enrollment Management and according to due process as described in the Martin Methodist College Academic and Student Life Honor Code.

13. Guarantee privacy of information regarding student grades and their posting, and to remember

the dangers inherent in comments about a student, whether positively or negatively. In order to support the efforts of other faculty and to encourage community, the faculty member is expected to: 1. Be on campus and accessible to students, other faculty, and administrators on scheduled

workdays, during student orientation, student advisement and other special workshops; 2. Hold final examinations as scheduled, unless an exception is approved in advance by the

Provost and Vice President for Academic Affairs, be present for all examinations, and provide the Provost’s Office with copies of all final examinations if requested;

3. Retain, in compliance with standards of the Southern Association, all final examinations for at

least one year; 4. Submit mid-term and final grades and supporting material on SONISWEB; 5. Exercise the greatest possible degree of accuracy in assigning and reporting grades; 6. Be accessible to administrators and students between the last day of examinations and

graduation day; 7. Provide unlisted personal telephone numbers to the Office of Academic Affairs. Such numbers

will be kept confidential. 8. Attend regularly scheduled meetings of the faculty.

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CLASS ATTENDANCE Faculty are required and expected to meet their classes regularly and systematically, to be prompt, and to hold the class for the entire class period. Faculty are also expected to be in attendance in laboratory classes just the same as for lecture classes. Failure to do so not only is a violation of college policy, but also raises the serious question of personal liability for the instructor in case of injury to a student. FACULTY ABSENCES A faculty member who is faced with an unanticipated emergency absence caused by personal illness, death in the family, etc., should notify his/her Program Coordinator, Division Chair, and/or the Provost’s Office as soon as it becomes evident that he/she will be absent. The faculty member should be prepared to tell the person contacted (see above) how the classes concerned are to be handled during the instructor's absence. If there is not sufficient time to obtain someone to cover the class, the students should be notified as early as possible that the class will not meet. Sick leave or personal leave (not to include time missed for professional development activities) must be reported as soon as the person is able to return to campus. A Vacation/ Sick leave Form (see Appendix A) can be downloaded from the College Webpage. Personal leave should be reported as sick leave. The Form should be completed and submitted to the faculty member’s Division Chair for approval. The Division Chair will then forward the form to the Assistant Vice President for Human Resources and Operations for record keeping. Faculty members, like all other employees are awarded one sick leave day each month and can accumulate a maximum of 90 days of unused sick leave. A faculty member who requests to be absent from any class for professional development purposes must make careful and specific plans for the class(s) missed, and also for the checking of student attendance during the instructor's absence. No faculty member may plan an absence from class without making a definite plan for the work that his/her students are to accomplish during the planned absence. Such plans heretofore have included supplementary library work, reports to be handed in, class discussion under other faculty direction, special papers or projects to be completed during the instructor's absence, and other specific assignments suited to the courses concerned. Faculty members should submit in writing any request to be absent for professional development purposes (see Appendix D) to their Division Chair and to Provost’s Office. Such requests should include the reason for the absence, the meeting/activity to be attended, and all anticipated costs for which the faculty member wishes to be reimbursed. Requests for pre-approved absences should be approved by the Division Chair and the Provost regardless of whether or not college funds are requested for expenses to be incurred. Only those requests that have been pre-approved by the appropriate parties will be reimbursed by the College. INSTRUCTION The very essence and reason for existence of any educational institution is to facilitate learning through effective teaching. The college is dedicated to the pursuance of excellence throughout its

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entire program, and as a result, expects all members of the faculty to work toward greater professional competence. Quality of Instruction The primary task of the faculty member is teaching. It is expected that each member of the faculty

will use sound instructional principles and practice personal and professional discipline that will produce the highest quality teaching. Each instructor should use as much time as is necessary for preparation in order to have a well-organized presentation of material, planned assignments, and classroom discipline. The work of each student should be carefully and sincerely graded, and exact records of each student’s progress must be kept. Faculty members are expected to consult regularly with their Division Chair and with the Provost to discuss their work and any problems they may encounter.

Teaching Load The expected teaching load at Martin Methodist College is approximately fifteen (15) semester

hours per term, but can vary depending upon requirements established by a program’s accrediting agency. Division Chairs and Program Coordinators are granted three hours of released time each term for administrative functions. The College has conducted a review of teaching loads, committee assignments, mentoring numbers, and other responsibilities of each faculty member to determine if they are equitable and reasonable. This review has resulted in a limit of fifteen hours as the maximum number of hours that any individual faculty member may normally teach during a term. Another outcome of this review process was the decision not to make a distinction between upper and lower division teaching loads. This decision was based on the fact that faculty teaching lower division courses typically have higher numbers of students than faculty teaching upper level courses.

Teaching Overloads: While the normal teaching load is restricted to 12-15 hours per term, conditions may arise that

would require the College to ask a full-time faculty member to teach an overload class beyond his/her normal contractual obligations. Any agreement to do so will be at the discretion of the faculty member. Faculty who agree to teach an overload will teach no more than one overload class per semester (three or four semester hours), except under exceptional and emergency situations that might arise. The faculty member will receive a part-time contract for any classes taught as an overload. Classes cannot be subdivided into smaller sections simply to produce an overload. See Policy 1303 for further information about part-time and overload teaching.

Staff Members Who Teach: Full-time college staff members who hold appropriate academic credentials may from time to

time be asked to teach a class; however, such teaching assignments are limited to no more than one class per term and if paid to teach the class must make-up the time that they are out of the office. Staff members who hold joint appointments (e.g., ½ teaching and ½ administrative duties)

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are also limited to a one class overload each term and must make up any additional time away from their administrative responsibilities.

Teaching for Other Institutions or Other Outside Employment: Full-time members of the faculty and staff are permitted to engage in outside employment, provided

permission is first obtained from the President, and provided further, that the President shall grant permission to engage in outside employment only after having first determined that the outside employment will interfere in no way with the institutional duties or time spent on campus by the individual requesting such permission. Requests to engage in outside employment, including consulting activities, should be submitted in writing through appropriate channels from the Division Chair/Supervisor to the appropriate area Vice President.

Summer School Teaching: Summer school consists of two four week terms or a term appropriate to the program and in

keeping with approved requirements regarding length of course offerings. A normal student load is six semester hours credit each term, but this number may be exceeded with approval of the Provost.

For faculty members employed additionally for the summer session, the teaching load shall be

determined by agreement with the Division Chair and the Provost and will be dependent upon sufficient enrollment in the course(s) to justify offering the course. Remuneration will be at the standard rate established by the College for the number of hours credit awarded and for the number of students enrolled.

COURSE SYLLABI Each faculty member is expected to prepare a syllabus for each class according to the institutional Syllabus Guide (see Appendix B). It should be revised periodically and kept current. A copy should be distributed to each member of the class at the beginning of the semester either in hard copy or electronically, and it should be placed on the College’s database, SonisWeb, where it can be accessed by both students and the Dean’s Office for review. A syllabus for a course is more than a list of assigned readings and dates on which tests will be given. It is an agreement between instructor and students that sets out the expectations of the instructor; identifies expected student outcomes; outlines the subject matter to be covered; explains what the students are required to do in the course (especially major assignments and written requirements); establishes policies on grading, make-up tests, plagiarism, course attendance, etc. Because students use the posted dates for planning their work, changes in assigned tasks, test dates, etc. should be carefully explained to the class, and such changes should be emailed to the class members via SonisWeb as soon as possible. Syllabi serve three main functions, which all faculty members should keep in mind when preparing a course syllabus. First, a syllabus is a contract between the instructor and the student and thus, has certain legal implications. Changes in the course policies stated in the syllabus should not be made in an arbitrary and capricious manner. Should such changes adversely affect a student(s) grade, the

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result could be legal action taken against the instructor. Second, a syllabus is a permanent record of a course that may need to be referenced at some later date. There are instances when other institutions will request a copy of a syllabus in deciding whether or not a particular course will transfer. Third, a syllabus is a learning tool that students use in time management, preparing for assigned tasks, determining needed campus resources, specific study strategies, etc. EXAMINATIONS AND TESTS If the different aspects of education were separable as to importance, only teaching would supersede testing. When testing is used in the proper sense, it becomes a form of teaching and this being the case, one's mastery of testing is absolutely essential to good teaching. The following statements concerning tests should be carefully noted: 1. Faculty members should have a thorough knowledge and understanding of the different types of

tests and test questions and know how to use them intelligently. 2. Faculty need to understand thoroughly the different concepts of measurement and evaluation.

Measurement refers to the preparation and selection of items or questions to make up a test. Evaluation refers to arriving at a judgment or decision about a student's level of achievement.

3. Effective measurement and evaluation (testing and grading respectively) should be based upon well established goals and objectives and be representative of the materials and lectures covered.

4. Tests should promote learning and should assist the student and the instructor in determining whether learning goals are being achieved. Central to the successful use of testing in the learning process is the student receiving meaningful and detailed criticism of his or her work and constructive suggestions for improving it.

5. Faculty should remember that regardless of the care with which tests are constructed, there will likely be errors in measurement. These errors stem from defects in the measuring instrument, perceptual distortions in the way we as individuals read a student’s answer, and the day-to-day fluctuations in each student's performance. Consequently, we should strive to minimize errors in measurement.

6. Faculty have the responsibility to exert every reasonable effort to protect the integrity of their tests. One should never entice nor in any way encourage students, either intentionally or through negligence, to attempt to secure tests illegally.

7. It is recommended that tests be given with sufficient frequency so as to become actual learning instruments, to guarantee that the self-evaluation of the student is consistent with the evaluation of the instructor, and to insure that the instructor has a sound basis for the determination of grades. Also in order to be effective learning instruments, tests should be graded and returned promptly to students. The grading policy and the value of each test in determining the final course grade is to be an integral part of the course syllabus.

8. Mid-term grades are used to provide students and parents an indication of the progress they are making. Where possible, midterm grades should be based upon more than one test or examination.

9. If one elects to administer mid-term examinations, they should be given prior to the deadline for mid-term reports so that they may be reflected in the student's mid-term Grade.

10. It is assumed that final examinations will be given in each course and only at the time designated in the examination schedule. If a particular course can better be developed without a final examination, an interpretation of this fact should be given in advance to the Provost.

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Approval not to administer final examinations must be given by the Provost and Vice President for Academic Affairs. With the exception of physical education activity courses, instructors are not to administer final examinations during the last week of regularly scheduled classes. If for special reasons, an instructor wishes to change the time for a scheduled final examination, prior approval must be obtained from the Provost.

Tests should be comprehensive, clear, and representative of the course material covered. Tests

should never be punitive in nature nor given without notice. Final examinations may be retained by the teacher; however, a student has the privilege of requesting a review of his final examination paper. Copies of final examination should be retained for at least one semester, in cast of an appeal of a grade.

Quality of Tests: The statement below, taken from Evaluation in Higher Education by Paul L. Dressel and

Associates, stresses the importance of quality of tests: "If the impact of learning is to be maximally desirable, tests must be well conceived and must

themselves display, in selection of questions, in clarity, and in appearance, the procedures, habits of mind, and goals which the students is expected to exhibit. Questions which are unclear or ambiguous and which encourage or permit student misunderstanding and misinterpretations are not only bad examination questions; they are bad learning experiences. They may indeed reveal a lack of comprehension and organization on the part of the teacher. Otherwise, they reveal either laziness or lack of competency in teaching and examining procedures. It is wise to have tests reviewed by colleagues to ascertain whether they appear reasonable for the students. Poorly reproduced examinations which are difficult to read and full of misspellings and errors in punctuation, not only interfere with examination performance, but imply to the students then and thereafter that obvious incompetence in use of English language is immaterial. The type of performance which a college or professor expects from students should be exhibited in every product placed in their hands."

GRADING Faculty should understand that grading uses one-dimensional symbols to report multidimensional phenomena. Grades can reflect level of knowledge, interest or lack of it, and other factors. Unfortunately the lone grade symbol specifies none of these things. We should remember that other interpreters will not see in the lone grade symbol all the nuances we have intended. The impact on students of careless, irrational, or invalid grading practices is inimical to motivation and inconsistent with the high purposes of the college. Every teacher is expected, therefore, to make clear at the beginning of the semester the basis upon which grades will be based, to include this in the course syllabus and then to see that each student receives as equitable an appraisal of overall performance as is possible. Carefully planned, supervised, and marked examinations are essential steps in the process. The administration of the College does not believe in determinism of any kind, nor does it expect that a certain number of students are to receive A's or F's. Each student is considered a potentially

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successful student until found otherwise. Each teacher should look carefully into their method of teaching if large numbers of students are receiving evaluations of “D” or “F” in their courses; likewise, an unduly large percentage of “A” evaluations should be cause for the teacher to review the teaching and grading procedures as well. When a grade is reported at the end of the semester, it represents the instructor’s assessment of the student’s mastery of the knowledge, skills, or other components of the course. As instructor’s we are expected to use due diligence in maintaining accurate records of the student’s performance throughout the term, for insisting that work be turned in on time, and we should arrive at a final grade determination in an objective manner based upon the student’s overall performance in the course.. It should be clearly understood that allowing students to make up missed work, to turn in papers after the term has ended, or to do additional work after a course grade has been reported is not an acceptable practice. Once reported, grades are expected to stand unless the instructor inadvertently makes an error in calculating the student’s final grade. Should this occur, the instructor should complete the Change of Grade Form and submit it to the Provost and Vice President for Academic Affairs for approval. FACULTY MENTORS The entire teaching faculty is directly involved in the mentoring program. This is a high privilege and should be so regarded. The mentor will be given the necessary orientation and information concerning the job that one will be expected to do in the area of academic mentoring. All members of the faculty are directly involved in academic and vocational mentoring of students. Each one is assigned a group of students, not to exceed 20-25, who are enrolled in a given curriculum, usually within the faculty member's particular academic discipline. As a mentor, the faculty member has access to the student's file, transcripts, test scores, etc. that are necessary for effective advising, and is kept informed of each advisee's academic progress through mid-term and final grade reports and attendance reports. The faculty mentor is expected to consult with advisees at mid-term, at the end of the semester, and at other times that conferences may be deemed necessary. Mentors provide a variety of services to students including:

1. Insuring that students are placed in courses for which they are properly prepared for success. This may involve placing students in remedial or developmental courses where ACT scores, high school GPA, COMPASS scores and/or other data indicate that these are necessary for the student’s success and retention.

2. Guiding students in selecting a program of studies leading to a degree, constructing class schedules, and explaining to them academic procedures.

3. Providing practical supervision and monitoring of the student’s academic progress. 4. Providing encouragement and support in academic work and personal growth. 5. Exploring goals and plans pertaining to the student’s academic and occupational future. 6. Counseling in decision making and the assumption of personal responsibility. 7. Referral assistance when an advisee needs trained or professional help with psychological or

emotional problems, career options, and various forms of testing.

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Mentors are expected to know the requirements needed to complete a degree and to know which classes will not meet degree requirements. All mentors are expected to know how to use the College administrative software system (SONISWEB) for advising, and pre-registering their mentees each term. They also are expected to ensure that mentees understand and meet any and all conditions imposed upon them as conditions of admission. It is incumbent upon each instructor to know the requirements for degrees and to keep abreast of requirements for degrees offered at Martin Methodist College or at other senior institutions to which an advisee may plan to transfer. Copies of catalogs are maintained in the Office of the Registrar and the Library and are typically on-line at the institution’s web page. Faculty who have questions about courses, prerequisites, transfer requirements, etc. should contact the Dean’s Office for information A good mentor is a person who has a special interest in students, is sensitive to their needs, can maintain a high degree of objectivity, and is willing to develop the necessary skills and knowledge required for effective counseling. Each member of the faculty is expected to work continually toward improving mentoring/counseling skills. Teacher Student Relationships: Martin Methodist College has traditionally emphasized and

wishes to further strengthen a close nurturing relationship between the student body and the faculty. When this relationship exists in the proper perspective, it contributes to the educational program, is of great value to the student as he/she faces challenges; in addition it promotes a close tie with the student after graduation. Teachers should be readily available, willing to help and be friendly with all students. In contacts with students, a faculty member should always be cautious to see that the proper student teacher relationship exists and that a student is never adversely criticized, or in any other way that violates the Code of Ethics that govern the teaching profession.

Student Files and Standardized Test Scores: Members of the faculty and administrative staff are

permitted access to student records without the student's consent if they have legitimate educational interests. Information from such records must be treated with utmost confidentially as determined by professional ethics and through Federal law in the Family Educational Rights and Privacy Act (FERPA).

All faculty members are expected to effectively use standardized test scores (ACT, COMPASS,

etc.) that are printed and distributed to them. These scores, which are confidential, are essential for effective counseling as well as in helping to interpret and understand a student's skills and/or knowledge levels. Any instructor needing help interpreting test scores may secure assistance in the Dean's Office.

Students who wish to change advisors may do so by completing a Advisor/Major Change Form and returning it to the Registrar's Office. These forms available on the College Website (under Registrar link) or can be picked up in the Academic Office. COMMITTEE ASSIGNMENTS Faculty members are expected to serve on one or more committees annually. Committee appointments are made by the V.P for Academic Affairs, based upon input from the Faculty Senate, and typically do not exceed a maximum of two or three standing committee assignments per year as

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needed. Appointments will be announced at the beginning of each academic year. Committee appointments are usually made on the basis of interest in and qualification for a certain aspect of the College's program and curriculum. The bylaws of committees and committee memberships are included in Appendix G. FACULTY DEVELOPMENT Because of the College’s desire to maintain and support a well qualified and effective faculty it strives to assist members of the faculty with furthering their professional growth and development. To this end, the College provides:

• funds for faculty to use to attend professional meeting; • maintains the Center for Teaching Excellence, which provides a series of campus-based

workshops on topics related to teaching and learning, the use of instructional, technology, student advising, assessment, and other appropriate topics; and an on-line resource for information to enhance the quality of instruction, promote excellence in teaching, and promote excellence in student learning in and out of the classroom;

• provides release-time from teaching for faculty to undertake new initiatives in teaching, curriculum development, etc.

Faculty members have a direct voice in establishing and overseeing many of the faculty development activities undertaken each year through membership on the Faculty Development Committee. OFFICE HOURS One of the greatest assets of a small college is that students can have individual conferences with faculty members. Each faculty member is expected to spend most of the workday on campus and to set aside suitable office hours, which should be at least twelve (12) hours per week. The schedule of office hours and class hours shall be posted outside the office and a copy on file with the Division Chair and Provost and shall be regularly observed. Any major deviation from the posted office hours should be reported to the Provost in order that appropriate explanations can be made to inquirers. Therefore, each full-time faculty member is expected to devote a minimum of 27-30 clock hours on campus each week during the academic year typically between the hours of 8:00 a.m. and 5:00 p.m. For faculty who teach evening classes these hours may be adjusted accordingly. The time spent on campus is to be apportioned over classroom hours, office hours, library work, and other faculty activities. Part-time faculty likewise are expected to be available outside of class to assist students when the need arises. Consequently, part-time faculty are required to identify in their course syllabi a minimum of one clock hour per week for each three-hour course taught that they will be available to meet with students outside of class. The office hour should correspond as closely as possible with the time the class is scheduled to meet, and must be approved by the Division Chair and the Provost.

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Faculty members are to work closely with their Division Chair in scheduling effective office hours prior to each new semester. The schedule of office hours should provide for a wide variety of student schedules and needs. It is the responsibility of the Division Chair to see that office hours and teaching schedules are posted promptly by each of their faculty and that the Provost and Vice President for Academic Affairs is provided with a copy of the schedule. PROPER DRESS All members of the faculty, administration and staff are expected to dress appropriately and in a manner which shall set a good example for the students and is in keeping with the dignity of an academic institution. Extreme dress is to be avoided. On academic occasions such as opening convocation and commencement, the faculty wear full academic attire; that is, cap, gown, and hood appropriate to the highest degree attained. All members of the faculty, administration and staff who hold an academic degree are expected to participate in these programs. REGISTRATION Registration at Martin Methodist College is an undertaking of the entire faculty. Since the registration period is a part of the regular academic term, every faculty member is expected to be available to their advisees and/or for assignment to registration activities. By advance notice, faculty may be given special assignments during registration by the Division Chair or the Provost.

Pre-Registration: Pre-registration counseling periods are arranged before the close of each semester so students may receive faculty assistance in planning each term's work. Faculty and students jointly share responsibility for the accuracy of class schedules and programs of study. Faculty are expected to be able to utilize the SONISWEB system in the advising and registering of students.

Change of Schedule: During the change of schedule period, students who find it necessary to

make changes in their class schedules may do so by consulting their advisor and obtaining a “Drop/Add” form (see appendix E). Faculty have the responsibility to be available to their advisee during this period to assist them in making appropriate course changes, and to give approval to students who may wish to enroll in their classes.

REPORTS AND OTHER MATERIALS All required reports and other materials should be properly and accurately prepared and submitted to the appropriate office by the established deadline. These reports and materials may include such items as: class attendance reports, mid-term and semester grade reports, etc. Mid-term and Final Grade Reports should be submitted through SONISWEB. FACULTY MEETINGS

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The faculty holds regular meetings as announced each academic year. Typically these meeting are held on the second Thursday of each month at 9:30 a.m. except when such times conflict with scheduled holidays or breaks. In the event the second Thursday falls during a holiday recess or between semesters, the meeting will be rescheduled and the time will be announced. These meetings are chaired by the Chair of the Faculty Senate and minutes are kept by a secretary. All members of the faculty are expected to attend faculty meetings as scheduled. Special meetings of the faculty may be convened by the President or the Provost and Vice President for Academic Affairs. Divisional faculty meetings may be scheduled by the Division Chair as needed. SAFEGUARDING AND CARE OF COLLEGE PROPERTY Safeguarding and proper care of College property is the concern of all College employees and students. All personnel are responsible for the safeguard and proper care of equipment and supplies in their care. In addition, personnel may be required to participate in an annual inventory concerning property for which they are responsible. Each member of the faculty and staff has the responsibility of seeing that classrooms and other facilities that are used are left tidy and properly organized. Faculty members who are the last to use a classroom each day should see that windows are closed, lights turned off and, if equipment or other supplies are maintained in the room, that doors are locked and any other necessary precautions taken to insure equipment and supplies are properly protected and safeguarded. Any losses should be reported immediately. TEXTBOOK SELECTION Each term faculty are required to submit their orders for texts to be used the following semester. Faculty members are free to select the textbooks to be used in their courses unless there are two or more faculty teaching the same subject, in which case the faculty members teaching that subject will jointly agree on a single text adoption. Book requests should be submitted to the Bookstore Manager via Sonis Web. Because of the long time frames required to receive textbooks, faculty are cautioned to exercise great care in meeting the deadlines established by the Bookstore Manager. Textbook requisitions shall be submitted to the Bookstore no later than April 1 prior to the opening of classes in the fall if they are to be used during the first semester. Federal law requires that all fall textbooks be listed by July 1 of each year. Textbook requests should be submitted no later than October 31 for the Spring Semester. Textbook requirements must be available on-line for student perusal by set dates each year as established by Federal law. Failure to meet established deadlines could result in some or all of your students being without a text at the start of a term. Also because of the high cost of books to both the bookstore and to the student, faculty are cautioned to exercise great care and consideration in selecting textbooks.

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The adoption of a new textbook should be done with extreme care and investigation. Changes should be made only after it has been definitely established that the current textbook is inadequate and that the available books have been carefully studied and compared. At least one year's notice should be given to the bookstore concerning any change in textbooks. Exceptions will be made on the merits of each individual case. The bookstore cannot absorb the financial loss involved in a change of textbooks that leaves books on the shelves. For this reason, it is imperative that every effort be made to see that this does not happen. When any change in textbooks is being contemplated, the bookstore should be notified well in advance so that no additional used texts will be bought. USE OF TECHNOLOGY The use of technology by faculty is governed by College Policy 3301, which states that it is the policy of Martin Methodist College that all users of computers, owned by or operated in association with the College, will adhere to the Code of Computing Practice, which states:

Code of Computing Practice

It is important for all users of the college computer system to practice ethical behavior in computing activities because of the many valuable and sensitive resources involve, and because of the effect one user’s practices can have on the work of others. Disciplinary action for code violations will be governed by the applicable provisions of the MMC student handbook, MMC faculty and staff handbooks, and the Computer Crimes Act of the State of Tennessee. 1. System users are responsible for being aware of and following the published procedures for

accessing the MMC computer network system. Failure to abide by the Code of Computing Practice guidelines can result in the loss of the right to use MMC network resources.

2. Individuals are expected to conduct themselves in a manner that does not offend or harass others and that does not interfere with individual and campus activities. Resources are not to be used to store or transmit obscenities or other potentially offensive material.

3. Users should not attempt to modify any MMC system facilities. Do not misuse, damage, or misappropriate computer equipment, campus network resources or property.

4. System users will not attempt to encroach on other’s use of the facilities or deprive them of resources. Deliberate wasteful use of MMC resources, such as the printing or storing of large amounts of unnecessary data or the downloading or uploading of large or excessive number of files (ex: more than 700 Megabytes per 24 hour period) for purely recreational purposes, is prohibited.

5. System users will not access or copy any programs, files or data belonging to other persons or to MMC without prior authorization to do so. Do not attempt to access files for which you do not have authorization. Programs and data provided by MMC are not to be taken to other computer sites without permission, you may use software on MMC computers only with permission, if it has been legally obtained, and if its use does not violate any license or copy write restriction. You will not use programs on MMC computers that were obtained from other computer sites unless they are in the public domain or authorization to use them has been obtained.

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Tennessee law provides that certain computer offenses are criminal acts and prescribes penalties for unlawful activities related to computer usage. Martin Methodist College believes it is important for its users to be aware of the Tennessee Computer Crimes Act and its provisions, which are found in Tennessee Codes Annotated, Sections 39-14-601 et seq. CATEGORIES OF ONLINE CLASSES As new technologies emerge, faculty members are challenged to incorporate new instructional methods into their teaching. Although many courses continue to be offered in the traditional lecture format supported by technology (i.e., presentation software), other methods have gained popularity both as effective methods of delivering information and as powerful tools to support internet-based instruction. The following guidelines describe courses based upon the method of delivery used.

• No Web Component – this refers to a course with no web component that is taught entirely face-to-face on campus or other approved site.

• Web-Enhanced – courses are taught entirely face-to-face, but supplemented by online components delivered by a learning-management system approved by the College. A course is considered web-enhanced only if the online component of the course is not used to reduce class/laboratory/clinical time. A web-enhanced course many reduce contact hours to accommodate special circumstances when an instructor is temporarily unavailable, but it may not be used to reduce contact hours every term or for every section of the course offered. Many classes at MMC will have some web presence.

• Blended – a blended course combines face-to-face instruction with significant electronic leaning use that results in a reduction of the amount of in-class time. Typically, a blended course reduces seat time by at least 15%, but usually not more than 50%.

• Online – an online course is delivered principally by an online format approved by the College. An online course is designated in the class schedule by the course number followed a lower case w, such as BUS 101w.

DEVELOPING ONLINE COURSES With the development and growth of distance education, the College is moving to add the basic components of the core curriculum and selected academic programs in an online format. Faculty members who wish to develop online classes should first discuss the possibility of offering certain online classes or programs with their Program Coordinator and Division Chair and if approval is granted, they should contact the Provost for approval. If approved, the College will pay the faculty member to develop the class(s) and it will be expected that the faculty member who develops the class will also teach the course, although if payment is received by the faculty member for developing the class, the course becomes the property of the College and could, if necessary, be taught by another member of the faculty. The steps to be followed in developing online classes are as follows:

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1. Contact the appropriate Program Coordinator and Division Chair for approval for offering an online course.

2. Contact the Provost for approval and provide a justification for the need for offering the course online. (Remember, approval will not be granted until it is approved by the appropriate Program Coordinator and the Division Chair.)

3. If the request is approved, you will receive a contract for developing the course. 4. The Dean will notify Kim Dunnavant that the class is being developed and she will notify

Learning House. 5. When the course is “hung” Kim will notify the Dean and he will notify Human Resources to

pay the faculty member for developing the course. ACADEMIC PROCESSIONS Members of the faculty are expected to participate in commencement exercises and other special events, which may be called, in which academic regalia is worn. Participation is also extended to other members of the College staff who hold academic degrees. The College assists with the expense of the academic regalia. LEARNED SOCIETIES AND PROFESSIONAL ASSOCIATIONS Faculty membership and regular active participation in relevant learned societies and professional associations are encouraged as a matter of professional development and responsibility. The College encourages and, within limits, helps defray the costs of attending professional meetings that are related to the field of specialization through the Faculty Development Fund that is administered by the Provost and Vice President for Academic Affairs. However, the College typically will underwrite no more than one professional meeting for each individual faculty member per year. Requests for funds for professional travel and related expenses should be made on the official Travel Request Form as soon as possible in the academic year through the Division Chair to the V.P. for Academic Affairs. Approval for attendance does not remove the faculty member's obligation for proper advance arrangements for classes. Except for select institutional memberships, no provision is made for the payment of individual membership dues. RESEARCH AND SERVICE TO THE COMMUNITY Because Martin Methodist College is a teaching institution, faculty members are not required to participate in sponsored research and public service. However, if an individual is committed to such activities, it is expected that the activity normally will be done on their own time. If the College requests that an individual engage in either sponsored research or public service, an appropriate reduction in teaching or advising load will be negotiated with the faculty member involved. Should a faculty member wish to pursue research funds he/she should consult with the Provost for the procedure to follow?

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SPONSORSHIPS Most student organizations, including honorary societies, academic clubs, and service groups, are dependent upon faculty and staff sponsor/advisors. Since these organizations contribute substantially to the purposes of the College, faculty members are encouraged and expected to accept such service when requested. Faculty members should request a reduction, if possible in committee assignments or advising workloads, to insure an equitable distribution of the overall workload. The request should be made to the V.P. for Academic Affairs who will notify the Registrar who makes advising assignments. Work with student organizations associated with the individuals teaching load will not result in any form of reduction in committee assignments or advising loads. Organization sponsors are responsible to the appropriate administrative office for the general welfare of the organization. It is the sponsor's obligation to see that the program, financing, and activities of the organization are conducted in the best interest of the group and in keeping with the purposes and polices of the College. All social activities sponsored by a club must be well-planned, properly chaperoned, and approved in advance by the Vice President for Campus Life and Enrollment Management. The sponsor of the organization must always accompany the group and becomes in effect the administrative officer in charge. In order to promote a successful club the sponsor is expected to: 1. Be in regular attendance at club meetings and functions. 2. Assist in the leadership of the club in planning and carrying out activities and projects. 3. Promote student interest and involvement in the club. 4. Assist the club in formulating statements of mission, goals and objectives. 5. Oversee the handling of club finances. COLLEGE AND COMMUNITY INVOLVEMENT Members of the faculty are encouraged to participate in and support appropriate out of class college functions and activities of an educational, cultural, recreational, civic, religious, or social nature. It is through such involvement that we as faculty are able to serve as examples for our students, to impart to them some feeling for the values which are important to our own lives and to promote and achieve a true feeling of community on campus. As citizens of the state and local community, as well as members of the college staff, faculty members similarly are encouraged to participate in and support those affairs and activities of the community through which their expertise, standing, and leadership may make a contribution and through which college and community relations are enhanced. NEWS RELEASES All statements, information, and newsworthy material to be released in the name of the college shall be channeled through the college news bureau with the exception of releases relating to the inter-collegiate athletic program, which shall be the responsibility of the Athletic Director.

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MASTER CALENDAR AND NOTICES OF PLANNED ACTIVITIES The College maintains a Master Calendar that lists all events related to the college including both on-campus and off-campus activities. Before any event is scheduled involving the college in any way, clearance should be made through the calendar coordinator. GRADUATE STUDY The college is committed to assist each faculty member to advance as rapidly as possible in his/her field. Graduate study is encouraged for those who do not hold the terminal degree. For approved graduate study, some limited funds may be available to help defray the costs involved in pursuing graduate training. SABBATICAL LEAVE (Board Policy) Martin Methodist College has a sabbatical leave policy designed for tenured faculty members that affords them the opportunity to improve their teaching techniques and/or provides them new or additional information in their teaching discipline. Tenured faculty members may take up to one year of sabbatical leave. The sabbatical policy provides for an individual to retain tenure and to receive institutionally paid hospital benefits for one year and tuition payments up to $2,500 for one year. Only faculty members who have completed not less than one full year as a tenured faculty member and have made application to the Provost no later than September 20 prior to the year of sabbatical to commence in the fall of the following year will be considered for sabbatical leave. The committee for selecting persons to receive a sabbatical leave is composed of the President, Provost, Business Manager, and a Division Head selected by the Dean. This is not a standing committee and is only convened for the purpose of reviewing and recommending faculty for sabbatical leave. FACULTY EVALUATION Martin Methodist College is committed to the proposition that evaluation of the educational program and process is important in assessing its worth and aids in the planning and decision-making process. Since teaching is the highest educational priority of our faculty, the evaluation of instruction is an integral part of the overall faculty developmental process, as is professional service, and professional development. The faculty evaluation process is part of an overall Faculty Development Program which is perceived as being continuous and all inclusive. The program is followed annually by all members of the teaching staff, both full-time and part time, and provides, early in the fall term, an opportunity for each person, in consultation with his/her Division Chair and the Provost and Vice President for Academic Affairs, to set goals and objectives toward which he/she will work during the year. As part of

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the process, faculty typically identify instructional goals, professional organizations and meetings they plan to participate in during the coming year, indicate their anticipated service activities for the College, and other types of professional activities they anticipate accomplishing during the year. At that time, strengths and weaknesses are discussed and specific objectives identified, where needed, to improve or strengthen overall effectiveness. Instructional evaluation, which is a major part of the overall process, is intended to allow faculty the opportunity to examine their teaching and to help them improve instruction for the benefit of students. Instructional evaluation involves student evaluations of all classes each semester, a peer evaluation, of the effectiveness of academic mentoring by mentees, and the evaluation of course syllabi. At the end of the year faculty review their goals in all three areas, in conjunction with their Division Chairs, to see if they have been successfully attained. A final summary evaluation is conducted by the Division Chair and the Provost and discussed with each faculty member. A calendar and materials related to the evaluation process are included in Appendix H. The evaluation process assists Division Chairs, the Provost and others in making intelligent decisions regarding the status of faculty and in relation to such significant issues as salary adjustments, promotion, and tenure. Criteria For the Evaluation of Faculty Performance

Martin Methodist College faculty members must:

1. Be responsive to the individual needs, interests and concerns of students; 2. Prepare a syllabus that meets the standards of the college for each class taught; 3. Present class materials in a well-organized manner; 4. Keep regular class attendance and enter it into SonisWeb; 5. Employ instructional techniques appropriate for the classes being taught; 6. Use appropriate assessment methods to gauge the accomplishments of students on a regular

basis and provide feed-back to the students; 7. Strive to maintain and improve professional competence; 8. Participate in campus committee assignments; 9. Maintain adequate office hours for counseling and advising students; 10. Be punctual in the performance of his/her duties; 11. Participate in the process to select appropriate textbooks and materials; 12. Actively support their academic program and work collegially with other faculty; 13. Strive to continue ones professional development on a regular basis; 14. Be a responsible steward for college property and report to the proper authority any needed

repairs to property or equipment; 15. Submit grade reports to the Academic Affairs Office in a timely manner; 16. Observe any other rules and regulations relative to the service of faculty members which may

be made by the Provost; The Criteria for the Evaluation of Faculty Performance is distributed at the annual Fall Faculty Conferences. Faculty members are given an opportunity at that time to make comments on the criteria, and if indicated, the criteria are sent to the Curriculum and Academic Policy Committee for revision. Evaluation Components:

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Annual Goals and Objectives: Each fall faculty members work with their Division Chair to establish goals for the coming year in the areas of instruction, service and professional development. If any concerns exist from the previous year’s evaluations, they are specifically addressed along with possible strategies for overcoming the particular problem or concern. At the end of the year a self assessment of how well goals were achieved is completed and forwarded to the division chair for review.

Division Chair Evaluations: At the end of each year, Division Chairs complete a brief

evaluation of how well their faculty achieved their goals; addressing any satisfactions or frustrations encountered during the year in working with each faculty member; and evaluating their effectiveness as a budget manager if they have such responsibility.

Student Evaluations: In 1989 the college faculty and staff developed a Student Evaluation of

Instruction and Course Form as one component of the faculty evaluation system. This form was approved for use by the Curriculum and Academic Policy Committee, is updated periodically, and is administered to every class at the end of each term. Faculty members receive the results of their student evaluations from the previous year at the Fall Faculty Conferences. The student evaluation results are an important component of faculty evaluation used to improve not only individual faculty performance but also the overall educational program.

Peer Evaluation: At least once a year, every instructor will be evaluated by their Program

Coordinator or Division Chair and their instructional performance evaluated according to a standardized rubric. This peer evaluation will be used, along with the student evaluations in assessing one’s teaching effectiveness and to identify ways of improving instruction.

Provost/Division Chair Evaluations: Each summer the Provost meets with each Division Chair

and together they review each faculty member’s performance during the past year. This includes a review of the Division Chair’s evaluation along with a more extensive look at the faculty member’s accomplishments and performance in the areas of instruction, service and professional development/scholarly activities. The results of these evaluations are shared with the individual faculty member and it is through this meeting that areas of needed improvement are identified and goals set for the coming year.

Use of Evaluation Results to Improve Faculty Performance and the Educational Program Each year results of the faculty evaluation process are used by faculty and administration to improve the quality of instruction, programs, services and operations at Martin Methodist College, and to make decisions concerning faculty development, reappointment, promotion, and tenure. During Fall Faculty Conferences each faculty member meets with the Division Chair and the Provost to review the previous year’s performance and to devise a plan for improving instruction using the Goals to Be Established for the Year form. Together they develop a prioritized list of improvements desired in the faculty member's performance. All areas of need or weaknesses that surfaced in the evaluation are addressed, as well as any specific improvements agreed upon by the faculty member, the Division Chair, and the Provost. A time frame for accomplishing each

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improvement is included as well as specific suggestions for accomplishing the desired improvements. Progress made in each area is measured by subsequent evaluations, and the list is modified, adding improvements that need to be added, and dropping those that have been accomplished. A summary of each composite faculty evaluation, including the plan for improvement and progress made on the previous year's plan for improvement, is maintained in the faculty member’s file in the Provost’s Office. In addition to the structured annual evaluation process, the Provost and the Division Chairs have an open, on-going dialogue concerning the quality of teaching and learning in the various divisions. PROGRAM EVALUATION The goal of evaluation is not only improvement in faculty performance, but also improvement in the educational program in general. Not all improvements needed in the educational program can be accomplished through individual faculty improvements. The Provost and each Division Chair meet with faculty to analyze compiled results of various evaluations conducted throughout the year. These results illuminate weaknesses or changes necessary in the division, within certain majors, or in the overall educational program. An example of this would be students' feeling that they had inadequate time allotted for listening activities in their foreign language courses, or that library hours were not sufficient or convenient to their needs. Faculty may also be made aware of needed changes to the educational program as a result of evaluations, such as the need for specific professional development in teaching special needs students, such as those for whom English is a second language; or a need to alter course content in a prerequisite class because of problems incurred in the following class. Together, the faculty, the Division Chair, and the Provost can address these needs and formalize them into specific changes desired in the educational program. Program evaluation periodically will involve a more formal process that includes the use of outside consultants who will called upon to assess a variety of issues related to a particular program Issues identified as weaknesses or problems will be used by the faculty of the program to devise a plan for improvement. If the faculty, Division Chair, and Provost determine that an identified need or weakness can be resolved and changes implemented within the division, such as changes in the content emphases of specific courses, this situation becomes the responsibility of the Division Chair, relevant faculty and the Provost. Together they generate potential solutions, and analyze each solution to determine its potential for addressing the relevant problem or issue and the feasibility of its being implemented. Implications of solutions relative to budget, staffing, facilities, equipment, learning resources, and instructional and administrative practices are identified. An initial implementation strategy or plan is devised by faculty in cooperation with the Division Chair and Provost. The plan includes objectives, assessment criteria and procedures, and an implementation timetable. The plan is sent to the Institutional Effectiveness Committee, where it is reviewed and approved or returned for revision. Once a plan is approved, implementation begins so that the desired improvements in faculty performance or in the educational program can be realized. The results of subsequent evaluations are used to measure the success of the implemented plan.

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ADJUNCT (PART-TIME) FACULTY EVALUATION The primary task of the part-time faculty member is teaching. It is expected that each part-time faculty member will use sound instructional principles and practice personal and professional discipline that will produce the highest quality teaching. Each faculty member is encouraged to consult regularly with the Provost concerning their work and any problems they may encounter. One of the greatest assets of a small college is that students can have individual conferences with instructors. Every teacher at the College, both full and part-time, are expected to schedule adequate time to mentor students who are enrolled in their classes. Students should be notified of times that the instructor will be available on campus for mentoring and they should also be given a phone number where the faculty person can be contacted when they are not on campus. Martin Methodist College evaluates all instructors as a part of general procedure. The evaluation is conducted on an impartial basis. The results are privileged information and are shared only with the instructor involved and the Division Head. This is meant to be a helpful procedure and should be welcomed by every person who is trying to better serve the students and grow professionally. In general, it is expected that each member of the faculty will use sound instructional principles and practice personal and professional discipline that will produce teaching of the highest quality. Criteria for the Evaluation of Adjunct (Part-Time) Faculty Members:

All part-time faculty members who teach for Martin Methodist College are expected to carry our certain activities as part of their employment by the College. These include:

1. Being responsive to the individual needs, interests and concerns of students; 2. Preparing a syllabus that meets the standards of the college for each class taught; 3. Presenting class material in a well-organized manner; 4. Employing instructional techniques appropriate for the classes being taught; 5. Using appropriate assessment methods to gauge the accomplishments of students on a regular

basis and provide feed-back to the students; 6. Striving to maintain and improve professional competence; 7. Announcing adequate time for counseling and advising students; 8. Being punctual in the performance of his/her duties; 9. Being a responsible steward for college property and report to the proper authority any needed

repairs to property or equipment; 10. Submitting grade reports to the Provost in a timely manner; 11. Observing any other rules and regulations relative to the service of faculty members which

may be made by the Provost. Part-Time Faculty Course Evaluations The Student Evaluation of Instruction and Course Form is administered to every class at the end

of each term, including those taught by part-time faculty. The student evaluation results are an

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important component in faculty evaluation and are used to improve not only individual faculty performance but also the overall educational program.

Evaluation Process for Part-Time Faculty It is the responsibility of the Provost, the Division Chair, and/or the Evening Program

Coordinator to evaluate the individual faculty member based on the Criteria for the Evaluation of Faculty Performance. Input for this evaluation comes from student evaluations and personal observation of the faculty member's responsibility in completing job requirements. At the conclusion of each teaching assignment part-time faculty may be called upon to meet with their Division Chair or the Night Program Coordinator to discuss their performance as a teacher.

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PART VII

GENERAL ACADEMIC PROCEDURES CURRICULUM AND COURSE APPROVAL PROCEDURES Any request for the approval or deletion of a course or curriculum should be submitted in writing to the Curriculum and Academic Policies Committee (see Policy Directive 1100). This committee, which is made up of the Provost and Vice President for Academic Affairs, the Division Chairs, Program Coordinators, the Director of the Student Resource Center, the Registrar, and the Director of Library Services, has primary responsibility for overseeing the establishment, review, and evaluation of curricular offerings. This committee provides an interfacing for the faculty, administration, and the governing board in defining the academic purposes of the College; in considering proposals for major changes in the curriculum; in assuming leadership in developing long-rang plans for the College curriculum; and in assisting the Provost in studying the problems of articulation between Martin Methodist College and other educational institutions. Requests for Curricular Changes: Requests for the addition or deletion of courses or curricula originate with qualified faculty in the division where the course or program is centered. The request for a new course should include the following information:

1. Name of the course; 2. Proposed Course Designation and Course Number; 3. Course Description suitable for inclusion in the Catalogue; 4. Reason for adding the course; 5. Anticipated costs for adding the course; 6. List of equivalent courses at other baccalaureate institutions. 7. Course syllabus if possible.

The above information should be submitted in electronic form to the Division Chair for approval, and then forwarded to the Provost for presentation to the Curriculum and Academic Policies Committee. Committee recommendations to add or delete courses will be forwarded to the President for final approval. Requests for the addition of new curricula require a great deal of additional information justifying the addition of the program and additional costs associated with the addition of the program. New curricular proposals must follow the format given in Appendix E. Electronic forms to be used in developing a new program prospectus can be obtained from the Provost and Vice President for Academic Affairs. The prospectus must be submitted in either hard copy or electronic format to the Division Chair for approval, and then forwarded in electronic form to the Provost for review by the Undergraduate or Graduate Program Review Subcommittee as appropriate. This subcommittee will in turn review the proposal and present it to the Curriculum and Academic Policies Committee for action. Recommendations from the Curriculum and Academic Policy Committee to offer new curricula will be forwarded to the Executive Committee of the College for action, and if approved, to the Academic Program and Policy Committee of the Board of Trustees for action, and finally to the

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full Board. If approved by the Board of Trustees, the curricular change is reported to the Commission on Colleges (COC) to determine if a Substantive Change prospectus is required. Once approved by the COC the program is ready for implementation. When existing courses/curricula are redefined, given new titles or otherwise modified from the description given in the Catalog, approval by the steps described above is not necessarily required; however, the Curriculum and Academic Policy Committee should be notified in writing of the particular modification as an informational item. Should questions or concerns arise from either the Committee or the Dean, the Division Chair and the faculty member involved will be notified to provide any additional information deemed appropriate. CLASS ATTENDANCE POLICY Catalog Policy - The faculty and administration expect students to attend class regularly and to develop effective study habits. College policy dictates that students must attend a minimum of 80% of class meetings. Successful students may not accrue absences in excess of three times the number of class meetings per week in the regular day semester. Each individual faculty member will establish reasonable consequences for absences and publish these in the course syllabus. When a student misses more than the allowed absences from any class the professor is empowered to assign an “F”. No student may be penalized for work missed due to required attendance at a school sanctioned function. However, it is the student’s responsibility to notify the instructor, generally in advance of attendance at such an event, and to arrange to complete any makeup work in a timely manner. It is the individual professor’s right to set terms and deadlines for makeup work. Due to the specialized nature of some program requirements (e.g. clinicals), divisions may of necessity deviate from this policy by establishing more stringent guidelines.

Writing Your Attendance Policy - Creating your successful attendance policy can be difficult. Numerous factors (college policy, individual beliefs or expectations, class size, course content) can influence your policy

While there is no "perfect" attendance policy, a successful attendance policy will reflect the course objectives and expectations, leaving no questions about what is required of the students. Faculty members have an obligation to make students aware, in writing, of their attendance policy. The faculty member is expected at all times to be familiar with the attendance behavior of his/her students, and should maintain such records as are necessary to achieve this end. When composing an attendance policy it is critical that the language be clear and concise.

Consider the following points:

1. Impact of Attendance on Grade

While a faculty member may not fail a student strictly based on the attendance policy until the student misses the number established in the catalog, faculty may establish attendance policies that penalize students for classes missed.

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Faculty attendance policies should explain if or how a students’ grade will be impacted by their attendance. If attendance, or lack thereof, will directly influence students’ grades, the attendance policy should reflect that accordingly.

Examples and/or explanations can be very helpful as they provide students with a guide to the policy’s application. It is best not to make any assumptions

A general observation: don’t get wordy — be articulate and concise. Clarity is key!

2. Make-up work: A. College Sponsored Events:

It is expected that students absent from classes while representing the college at school sanctioned functions such as athletic events or musical performances will be given the opportunity to complete missed work. Instructors should be clear about how missed work must be made up. The instructor may choose to have students complete any missed work prior to the absence or after the absence. When students are allowed to turn in work after the absence, they should be informed as to how much time (e.g. 24hrs) they have to turn in the work.

B. General Absences: If a student is absent for anything other than a school sanctioned event, and approaches the faculty member for assistance in making up the missed work, the faculty member has the discretion to assist the student. For example, faculty members might allow make up work for the following reasons: student illness, illness of an immediate member of the family, or a family emergency. In such cases instructors may require students to obtain a written explanation of the absence from an appropriate source (sponsor, doctor, etc.).

CLASS ATTENDANCE DURING INCLEMENT WEATHER It is the college’s policy for the VP for Academic Affairs and/or VP of Student Life and/or the President to determine if classes will be cancelled due to existing or predicted weather conditions. Students will receive a text message or an email or both alerting them of the cancellation of classes. The cancellation will be posted on the college’s website as soon as this decision is made. Local radio stations, 3PTV, and Nashville and Huntsville television stations will be notified of the cancellation. Because weather conditions sometimes vary widely within the surrounding area, students are advised to use their own discretion in attempting to attend classes during inclement weather. Students are advised to contact their instructor about such absences, but normally will not be penalized if they are unable to get to campus during adverse weather conditions. ADMINISTRATIVE WITHDRAWAL BECAUSE OF ATTENDANCE Students who stop attending classes, or who miss all or most of their classes excessively, will be subject to being dismissed from school and will receive a grade of “W” or “WF” depending upon the date at which the withdrawal becomes final. Students who are administratively withdrawn will not be allowed to continue living in residence halls, nor will they be allowed to continue representing the

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College in any public manner, such as participating in music ensembles, drama productions, on athletic teams, etc. STUDENTS WITH DISABILITIES In accordance with the Americans with Disabilities Act, students with bona fide disabilities will be afforded reasonable accommodations. The Office of the Provost and Vice President for Academic Affairs will certify a disability and advise each student’s instructors of reasonable accommodations that have been approved. Such accommodations could include: extended time on tests, taking tests at localities other than the classroom, the use of tape recorders in class, assistance with obtaining lecture notes, etc. It is the student’s responsibility to register with the Academic Office concerning the student’s needs. Students who have not notified the Academic Office of a disability may not contest an instructor’s grading in a course based on the instructor’s failure to provide accommodations for his/her disability. Also, each student registered with the Academic Office is expected to inform all of his/her instructors of the need for class accommodations.

TRANSFER CREDITS As academic advisors, faculty are expected to assist their advisees in the selection of classes appropriate to their program of studies. Faculty are cautioned that if students desire to take courses at other institutions or via distance learning modes for transfer to Martin Methodist College, they must do so according to College policy or the credits will not be accepted for transfer. Transfer credits and distance learning are governed under policy 1101.0, which states: 1. An applicant for transfer from another institution of higher learning must meet the College’s

general admission requirements, must provide official transcripts from each post secondary institution attended, and should be academically and socially eligible to return to the institution of higher learning from which transfer is sought.

2. Credits will be accepted only from regionally accredited institutions or otherwise must meet the

requirements for transfer credit as defined by the Commission on Colleges of the Southern Association of Colleges and Schools. Transfer credit for experiential learning, CLEP, and/or advanced placement will be evaluated according to the College’s established policies, if such appears on official transcripts as credit previously earned.

3. Credit will be given only in those areas in which comparable courses are offered at Martin

Methodist College, for those courses in which a grade of “C” or better was earned, and no more than 30 hours of credits by CLEP, Advanced Placement or a combination of the two will count toward the graduation requirement. The final decision on the acceptably of such credit will be made by the Provost.

4. Courses that are clearly vocational or occupational in nature will not be accepted as credit towards

the baccalaureate degree. The final determination of acceptability of courses will be made by the Registrar and the Provost and Vice President for Academic Affairs.

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5. A maximum of 12 hours earned through directed study courses and/or correspondence courses

may be counted toward the baccalaureate degree. 6. While the College does not limit the number of hours that may be transferred from another

institution, a minimum of 36 hours must be earned at Martin Methodist College in order to receive a baccalaureate degree or 26 hours in order to receive the associate’s degree.

7. In addition to the 36 hour requirement in residence for a baccalaureate degree, a minimum of 12

hours in the major must be earned at Martin Methodist College in order to receive a degree. 8. While there is no restriction on the number of hours that can be transferred from other institutions,

other than those identified in items 3 and 4 above, a minimum of 60 hours of credit towards the baccalaureate degree must have been earned at senior institutions (i.e., those offering a baccalaureate degree or higher).

9. Once a student has enrolled in a program on campus, he/she must have written approval from the

Provost before registering for any courses at other institutions if they plan to transfer the courses to Martin Methodist College. Failure to obtain prior written approval will automatically render the courses non-transferable.

10. Students who wish to register for a course at another institution must provide the Dean with a

catalog description, the dates the course will be offered, why the course cannot be taken at Martin Methodist College, and any other information deemed appropriate by the Dean and or Registrar before the request will be considered.

11. Students who academically have not performed in a satisfactorily manner during the fall term are

not allowed to take correspondence or other forms of distance learning courses prior to the beginning of the spring semester to maintain eligibility for scholarships that require minimum GPAs, for participation in College-sponsored performing groups, athletic teams, etc., or to overcome one’s academic probation or suspension.

GRADES Grading Practices: As a part of the syllabus for each course, a faculty member will give a complete description of the grading system to be used and the manner in which grades will be determined. Grading System: The letter grading system is the one officially adopted by the College and no grades except the conventional letter grades are used on grade reports and transcripts. Plus and minus symbols are used to differentiate high, medium and low letter grades and affect the quality points awarded for some grades. The following grading system is used in reporting a student’s record in his/her courses.

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Official College Grading System Quality Points/ Grade Performance Level Credit Hour A Superior 4.0 B Above Average Quality 3.0 C Average Quality 2.0 D Below Average Quality 1.0 F Failure 0 F* Failure Due to Absences 0 P Pass - I Incomplete 0 W Withdrew (within first six weeks of term) - WP Withdrew Passing (after “W” deadline) - WF Withdrew Failing (after “W” deadline) 0 AU Audit - - Grades, When Reported: Grades are reported to the Registrar's Office at the mid-point of the

semester and at the end of the semester, following final examinations. Grades are reported using SONISWEB, the College’s administrative software system. Mid-semester grades are temporary or progress grades and serve a number of purposes in addition to letting students know their standing in the middle of the semester. Once final grades are reported, they are not to be changed except on the written acknowledgment of the instructor that there was an error in computation or recording. All such grade changes must be approved by the Provost and Vice President for Academic Affairs.

The exact dates on which grades are to be reported to the Registrar's Office are announced by

special notice each term. Grades, How Revealed Grade reports are available to students in SonisWeb as soon as they are entered by faculty members

at the close of each grading period. The public posting of grades by faculty is discouraged because of FERPA concerns.

Grades of "W", "WP" and "WF" If a student withdraws from a class during the first six weeks of the term, or during the first week of

a summer session, the grade of "W" will be recorded on the transcript. If the withdrawal occurs after the deadline for a “W” the grade of "WP" (withdrew passing) or "WF" (withdrew failing) is recorded. If a student withdraws from a class during the last two weeks of a term, a grade of "F" will be recorded. A grade of “WP” has not effect upon the student’s GPA; however, a grade of “WF” is calculated in the GPA as a grade of “F”. It should be noted, however, that the hours attempted in which grades of “W”, “WP”, or “WF” are received, are counted in qualifying for federal financial aid. All grades of “W”, “WP”, or “WF” do count as hours attempted and count towards the percentage completion requirement for making satisfactory academic progress.

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Incomplete Grades and Removal of "I" Grades A grade of "I" for incomplete indicates that the student, for reasons satisfactory to the instructor and

the Division Chair, has been unable to complete the requirements of the course by the end of the semester. An incomplete is given only when the student has demonstrated the potential to pass the course once the work is completed. A failing student may not be given an incomplete grade, and an extremely heavy course load, outside work activities or extra-curricular activities do not constitute sufficient grounds for a grade of incomplete.

An incomplete grade is computed in the student’s GPA as a grade of "F" until the course

requirements are met to the instructor's satisfaction. Once given, an incomplete must be removed within the first four weeks of the following semester. If the incomplete is not removed by this date, it automatically becomes a grade of "F". After this time, the grade cannot be changed, nor can it be removed by formally enrolling in the same course in a subsequent semester at this or another institution.

Grades in Developmental Courses Grades awarded to students in developmental courses should provide a clear indication of the

student’s performance in the class, but such grades are not counted in the semester Grade Point Average or in the cumulative GPA.

REPEATED COURSES A student who has received a "D" or "F" in a course may repeat the course with the intent of improving the grade previously earned. In computing the GPA, where one or more courses have been repeated, only the last grade received in the repeated course or courses will be used. Likewise the hours attempted will be counted only once. If a student repeats a course, both courses shall remain on the record, even though only the latter grade shall be applied in the grade point average or toward credits earned. Except by special permission of the Provost, a student may repeat only those courses in which grades of "D" or "F" were received. Withdrawal From A Repeated Course: In order for a student to receive academic credit for repeating a course, the student must complete

the course and take the final examination. If the student withdraws from a course that is being repeated during the first eight weeks of the term, no grade will be recorded and the original grade stands. However, if the student withdraws from classes during the final two weeks of the term, a grade of "F" will be recorded. In this way a student will not benefit from the college's liberal withdrawal policy, but may actually be penalized for dropping the course during the final two weeks of the term.

DIRECTED STUDY AND CORRESPONDENCE COURSES Directed study and correspondence courses may be taken by students who have mitigating circumstances which prevent their taking regularly-scheduled classes. Written approval must be obtained in advance from the Provost and

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Vice President for Academic Affairs for directed study and correspondence courses. There is a limit of twelve (12) semester hours that any student may take by directed study and/or correspondence during their academic career at Martin Methodist College. This limit may not include more than three (3) hours of lower level courses or more than nine (9) hours of upper level courses. Registration for directed study courses must be during a scheduled registration period. Permission to take a class by directed study is contingent upon the student having a 3.0 GPA or above, along with approval of the faculty member involved, the Division Chair, and the Provost and Vice President for Academic Affairs. A Directed Study fee of $120 is charged for each hour of credit along with regular tuition charges for the class. A student who has previously failed a course may not take the course as a directed study. The faculty member directing the Directed Study receives the total amount of the Directed Study Fee less any applicable taxes when the directed study is completed. No correspondence courses are allowed during the last 36 hours of enrollment prior to graduation. Directed Study Guidelines: (Effective Fall 2000) Directed Study Courses are completed under the supervision and direction of a full-time faculty member.

Exceptions to this rule must be approved, in writing, by the Provost prior to the beginning of the course. Directed Studies require self-discipline, motivation, and commitment to course work. This type of course is not appropriate for students who need maximum instructor contact.

Acceptance into a directed study course is not automatic, nor is a student guaranteed the opportunity to earn

academic credit in this manner. Directed Studies are available only for degree-seeking students. Students may not take a course by directed study if they have previously taken the course and received a grade of “F” in the course.

Students who register for a course to be completed by directed study should receive a directed study syllabus

developed by the faculty which should include directions for completing the course requirements. Textbooks are available through the college bookstore. Each course should contain assignments that are graded by the instructor. Supervised, written examinations are required in all directed studies.

Frequent communication between students and instructors is necessary through personal contact. Courses should

be designed in segments and the student and instructor should confer after each segment is graded. This process allows maximum student contact and interaction. It is the student’s responsibility to contact the instructor when a segment is completed. Instructors should plan to spend at least three hours meeting with each student taking a directed study.

Classes that are appropriate for directed study are generally reading courses, i.e., textbook assignments,

supplemental reading, and library assignments. A writing requirement is expected in most courses. A course that a student has previously failed, cannot be taken by Directed Study.

Classes that are not appropriate for directed study are those that require hands-on activity with instructor

supervision, such as laboratory science, applied music, and computer training. Other classes not appropriate are those that required group interaction.

A directed study must be completed during the semester in which the student enrolls. A grade of incomplete may

be assigned by the instructor if the work that has been completed is satisfactory, but not complete. STUDENT GRIEVANCE PROCEDURES

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If a student believes that his/her academic rights have been violated, and the complaint has not been resolved satisfactorily at the program, division, or institutional level (i.e., via faculty person involved, program coordinator, division chair, and Provost), she/he may petition the Student Grievance Committee to consider the complaint. The procedure for handling student academic grievances is described in Policy 1115, which is as follows: Policy: It is the policy of Martin Methodist College that students have the right to appeal academic issues that they feel are incorrect or unjust. Procedures: 1. The undergraduate committee shall include three faculty members; one recommended by the

student, one by the faculty member involved in the dispute, one appointed by the Provost and Vice President for Academic Affairs and one undergraduate student to be appointed by the Student Government Association.

2. The graduate committee is comprised of the Graduate Committee of the Curriculum and Academic Policy Committee.

3. If a student believes his/her academic rights have been violated, he/she should discuss the issue first with the faculty member involved. If the issue is unresolved, the student should take the complaint to the Program Coordinator next and if that is unsuccessful, to the Division Chair. If the issue is still unresolved satisfactorily, the student should take the complaint to the Provost and Vice President for Academic Affairs.

4. If a student believes that her/his academic rights have been violated, and the complaint has not

been resolved satisfactorily at the program, division, or institutional level (i.e., via faculty person involved, program coordinator, division chair, and Provost), she/he may petition the Student Grievance Committee to consider the complaint. The student must make the request to the Student Grievance committee in writing, stating the grievance and the procedure that has been followed in trying to resolve the problem. The written petition should be submitted to the Provost’s Office.

5. Upon receipt of a request for consideration of a grievance, the Provost will contact the student and faculty member involved to identify they faculty they wish to serve on the committee and will the appoint a third member from the faculty at large. SGA will be contacted for the name of a student to serve on the committee. The Student Grievance Committee must meet within three regularly scheduled school days elect a chair and determine what data and materials to request from the student and faculty member. Such requests for materials will be made in writing from the Committee to the persons involved.

6. The Committee Chair shall set a hearing time that does not conflict with the class schedules of any Committee member, student or faculty involved. All persons involved shall be notified in writing of the hearing time at least three days prior to the date of the hearing.

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7. Evidence and background material concerning a case should be submitted to the Committee at least three days prior to the hearing. This will allow the committee adequate time to examine the facts prior to being required to make a decision on the matter.

8. At the time of the hearing, both the student and the faculty member appearing before the Grievance Committee have the right to have a representative or advisor of their choice at the meeting. The advisors will be introduced to the Committee and identify their relationship to the student or faculty member for the record. The student and faculty member may consult with their advisors during the proceedings, but the advisors may not address the Committee or question witnesses. The student and faculty member will be given full opportunity to present evidence and witnesses that are relevant to the issue at hand. Evidence introduced at the hearing must be confined to the particular ground or charge that has been predicated.

9. The decision of the Committee must be based on sufficient and credible evidence. The decision will be made by the Committee in closed session. All persons involved in the grievance will be notified in writing of the decision of the Committee within one week of the hearing.

10. Decisions made by the committee must be immediately enforced by both faculty and students; however, both students and faculty have "right of appeal". A request to appeal the decision of the Committee must be submitted in writing to the Chief Academic Officer within seven working days of receipt of the Committee’s decision.

11. The final level of appeal for both students and faculty members will be the President of the College.

CONVOCATION REQUIREMENTS Four convocations are held annually at Martin Methodist College. These are: Opening Convocation, International Convocation, Convocation on Religion and Race and Honors Convocation. Attendance is required of all students at a minimum of three convocations each year. Failure to attend the required number of convocations will result in a fine of $50 for each convocation missed each year. Thus, for a student entering Martin Methodist College as a freshman, a minimum of 12 of the 16 convocations held must be attended prior to graduation. Required attendance at convocations does not count at part of the Martin Moments requirements described below, but is in addition to these requirements. MARTIN MOMENTS REQUIREMENTS Developing a sense of community and broadening cultural perspectives is a major part of the college experience and vital to the concept of a liberal education. Martin Methodist College is committed to assisting in this enrichment by providing a variety of opportunities to come together for cultural, spiritual, and intellectual events. To insure that students benefit from these opportunities, the College requires all students to accumulate a prescribed number of cultural/intellectual/religious enrichment credits, called Martin Moments credits, over the course of their academic careers.

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Attendance at a minimum of twenty total events is required and failure to attend the prescribed number of events will result in a fine of $50 for each requirement that is not met. Each semester, a list of approved Martin Moments programs will be published on the College web page. Events fall into the following four areas, and students are encouraged to select events from different areas although there is no requirement that every area be included.

Martin Moments Event Options Religious Expression: Chapel, Celebration of Faith Cultural Enrichment: Dramatic productions, Concerts (Della Clayton Lee Series, choir

presentations, recitals, etc.), special events Intellectual Enrichment: Big Picture, guest lectures Campus Life: Selected student activities programs Students are required to meet their Martin Moments obligation according to the following schedule: Classification Earned Hours Upon Cultural Events Entry to MMC Needed for Graduation New or Transfer Freshman 0 – 11 Sem. Hrs. 20 Transfer Freshman 12 – 20 Sem. Hrs. 18 Transfer Sophomore 21 – 34 Sem. Hrs. 15 Transfer Sophomore 35 – 59 Sem. Hrs. 13 Transfer Junior 60 – 74 Sem. Hrs. 10 Transfer Junior 75 – 90 Sem. Hrs. 8 Transfer Senior 91 and above Sem. Hrs. 5

Attendance Requirements

Students are required to accumulate a minimum of 20 Martin Moments credits during their four years at Martin Methodist College. These may be accumulated in any manner as determined by the student. All 20 Martin Moments credits may be accumulated in one single term of enrollment or spread out over the student’s entire period of residency at Martin Methodist College. Students are strongly encouraged to attend additional events, but this minimum is required and no exemptions will be grated for failure to achieve this minimum number of events. Students who are enrolled for internships and who are not in residence during a term (e.g., student teaching, Sport Management Internship, Nursing Clinicals, etc.) should plan ahead and complete the required minimum number of Martin Moments credits prior to undertaking these activities. In the event of unusual hardship in acquiring the minimum number of Martin Moments, students should contact the Vice President for Academic Affair at the earliest possible time to discuss alternatives. Students who wait until near graduation to make such requests will be subject to being fined for failure to attend the prescribe number of required events.

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Requirements for transfer students are based upon prior semesters enrolled full-time in college. Students who have already earned a baccalaureate degree are exempt from this requirement. Students who come to their final semester and whose cumulative Martin Moments credits fall below the minimum required must pay all fines associated with Martin Moments deficiencies prior to graduation. ACADEMIC CONDUCT Martin Methodist College strives to provide an environment for students, faculty and staff, in which members of a diverse community can live together, interact, and learn from one another in ways that protect personal freedom and community standards. The College has certain basic expectations regarding both social and academic behavior of faculty, staff and students, and expects these to be actively supported within the college community. These expectations are based upon a firm understanding of and commitment to the following values: respect for the individual, the importance of truthfulness, intellectual honesty, academic and personal integrity, and respect for the educational process. Because these are values fundamental to academic and social success within the College community, it is anticipated that each student will actively subscribe to the College’s Honor Code. Anyone who violates the Code will be held accountable. The Honor Code in included in Appendix D.

STANDARDS FOR SATISFACTORY ACADEMIC PROGRESS The minimum cumulative grade point average required to achieve the Baccalaureate or Associate Degree is 2.00 on a 4.0 scale--a grade of “C”. In determining satisfactory academic progress, the College uses the following scale:

Hours Attempted Cumulative GPA Required 0 - 29 1.50 30 - 59 1.75 60 and above 2.00 Students making a GPA lower than indicated in the above specifications shall be placed on academic probation and this will be noted on the student’s transcript. At the end of the probationary semester, the student who has achieved the required cumulative average will be returned to good standing. The student who has not achieved the required cumulative average but has earned a 2.00 average for the semester on a minimum of twelve hours attempted will continue on academic probation for the next semester. The student who has not achieved the required cumulative average and has not earned a 2.00 average for the semester on a minimum of twelve hours attempted will be suspended from the college and will not be considered for readmission until at least one semester has passed (except as specified below). In addition, a full-time student who fails all course work in any semester, except for one-hour courses such as P.E., Freshman Seminar, Choir, etc., will be suspended for at least the next semester regardless of academic standing prior to that semester. Readmission of a suspended student to the college may be effected in accordance with the following conditions and procedures:

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Students readmitted after their first academic suspension must achieve the required cumulative GPA or maintain a semester GPA of 2.0 or higher. Those who fail to live up to this minimal standard will be suspended from the College for one calendar year. Readmission to the College after this second suspension period requires the approval of the Admissions and Financial Aid Appeals Committee. If the student is readmitted, he/she will be required once again to achieve the required cumulative GPA or maintain a GPA of 2.0 or higher in the first semester of work after his/her return to school. Failure to maintain this minimal standard will result in a third suspension, this time for three calendar years. The readmission protocol and requirements following the third suspension are the same as those following the second, with the returning student again expected to obtain the permission of the Admissions and Financial Aid Appeals Committee and to earn a 2.0 GPA in their first semester back. Any academic credit earned elsewhere during the suspension period will not count toward degree requirements. However, a student readmitted after a period of suspension may request a review of any coursework earned after the suspension period expired. Coursework earned after the suspension period expired may be transferred to Martin Methodist College as long as the coursework meets the College’s standards and policies for transfer work. A student who is suspended for failure to maintain a sufficient grade point average may appeal to the Admissions and Financial Aid Appeals Committee for a special waiver of suspension and the reinstatement of financial aid. Should the waiver be allowed, the student is required to repeat unsuccessful course work. In addition, a reduced course load may be required by the committee. A student allowed to return on a special waiver is not eligible for institutional, state, or federal financial aid unless approved for reinstatement by the Admissions and Financial Aid Appeals Committee. Federal regulations regarding eligibility for federal financial aid also require that students meet certain quantitative requirements such as successfully completing two-thirds (66.67%) of all hours attempted, and they are limited to a maximum of 150% of the hours required for their degree program. Thus when a student receives a grade of W, WP, or WF in a class this counts as hours attempted. Also while we have a forgiveness of F policy for repeated courses for the calculation of the student’s GPA, all hours are included in determining the two-thirds completion rate. ACADEMIC HONORS As a means of encouraging and recognizing outstanding scholastic achievement by students, the College issues an Honors List each semester. Students taking 12 or more hours of degree credit courses may qualify for such recognition as follows: Recognition Semester GPA Required President’s List 4.00 Dean’s List 3.50 - 3.99 Honor Role 3.00 - 3.49 BACCALAUREATE DEGREE REQUIREMENTS Candidates for the Bachelor’s degree must meet all the following requirements for graduation:

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1. Complete the course of study for the degree program as set forth in the Catalogue with a cumulative grade

point average of 2.0 or higher on a 4.0 scale. The baccalaureate degree requires the completion of a minimum of 120 hours, which includes:

a. General Education Core requirements of forty-nine to fifty-five (49-55) semester hours; b. the required number of Martin Moments credits; c. the required number of Convocation credits; d. a minimum of forty-five (45) semester hours must be earned in courses numbered at 300 or above; e. a minimum of thirty (30) semester hours for a major; f. a minimum of sixty (60) hours from a senior institution. 2. A minor, while not required for graduation, requires a minimum of eighteen (18) semester hours. 3. A minimum of twenty (20) semester hours is required for an emphasis 4 The last thirty-six (36) hours must be earned at Martin Methodist College. 5. At least twelve semester hours at the upper-division level in the major field of concentration must be earned at

Martin Methodist College. 6. To be eligible for graduation honors, a student must have earned at least sixty (60) semester hours at Martin

Methodist College. ASSOCIATE’S DEGREE REQUIREMENTS All candidates for the Associate’s degree must meet the following requirements for graduation: 1. Complete sixty-three (63) semester hours of acceptable academic work with a cumulative grade point average

of 2.0 or higher on a 4.0 scale, including General Education Core requirements of forty-seven (47) semester hours, and Martin Moments credits.

2. Complete a minimum of the last twenty-six (26) semester hours at Martin Methodist College. 3. Courses with a course number of 300 or above shall not be included in the sixty-three (63) semester hours

graduation requirement. 4. To be eligible for graduation honors, a student must have earned at least thirty-two (32) semester hours at

Martin Methodist College. COMMENCEMENT Requirements that must be met in order to participate are covered in Policy Directive 1401.0 These requirements are as follows: 1. Students who satisfactorily complete all degree requirements by the end of the spring term are

expected to participate in commencement in order to receive their diploma. 2. Students who elect not to march in commencement are required to pay the regular graduation

fee in order to receive a diploma. 3. Students who are within two courses of completing all degree requirements may elect to

participate in commencement provided they also meet the following criteria:

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a. Have a cumulative GPA of 2.25 or higher unless in the Teacher Education Program where a

GPA of 2.5 or higher is required. b. Have pre-registered (day students) to complete all degree requirements during the

immediately following summer term. c. For students in the FLEX Program, demonstrate that all degree requirements can be

completed during the current sixth module, or in the immediately following Module 1. d. Students in the Teacher Education Program must be formally admitted to Clinical Practice

(student teaching), or admitted into the Teacher Education Program for those in the alternate route program.

e. Have completed and filed with the Registrar’s Office an Intent To Graduate Form by the end of the second week of January.

4. The diploma will not be awarded until all degree requirements are met. 5. Students who do not meet all of the above criteria will not be allowed to participate in

commencement until degree requirements are met, or until the above conditions are achieved. 6. Students who have not completed all graduation requirements will not be recognized during

commencement for graduation honors regardless of GPA. After all degree requirements are met any such honor recognition for which they qualify will be noted on the transcript.

ACCOMMODATION OF STUDENTS WITH DISABILITIES

In compliance with the Americans with Disabilities Act, faculty may be called upon from time to time to make certain accommodations so that students with disabilities can reach their full potential. The accommodation of students with disabilities is covered under Policy 1501.0 in the Policy Directive Manual, which is as follows: Policy: It is the policy of Martin Methodist College that all students with disabilities admitted to the College will be given every opportunity possible to reach their full potential. Procedures: 1. In compliance with the Americans with Disabilities Act, Martin Methodist College strives to

assist students with disabilities to reach their full potential. As a part of this effort, the College stands ready to provide, where possible, special accommodation to students with need. Students also must understand that they will be expected to perform satisfactorily in their academic pursuits and will not simply be passed in their courses because they have a disability.

2. Students with a disability who need or desire special accommodations within classes or their

overall curriculum are expected to take the initiative in making the Provost (who serves as the ADA College Compliance Officer), and where appropriate, faculty members aware of such need. The College is not responsible if no request for special accommodation has been made.

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3. Students with disabilities who wish the college to make special accommodations for them may initiate such a request by contacting the Provost. A request for special accommodation must be accompanied by recent documentation (within three years) of the disability along with recommendations for accommodation. Such documentation must come from a person who is appropriately qualified for making the diagnosis (e.g., psychologist, medical doctor, neuropsychologist, psychiatrist, etc.). Notes from parents, high school counselors, or principals alone are not acceptable. All withdrawals and accommodations based upon A.D.A. must be based upon the documentation of the disability. The College is not responsible if appropriate documentation has not been provided.

4. Requests from students for academic adjustments will be considered on a case-by-case basis and

will involve the instructor of the course in which the adjustment is requested, the student making the request, and the Provost. In instances where requests are made for course substitutions within Program requirements, the request must be discussed with the Provost and the student's mentor, who will forward it to the Curriculum and Academic Policies Committee for action. Where appropriate, substitutions may be granted, but not waivers of hour requirements.

5. Students who require special equipment or learning aids such as books on tape, etc., must notify

the Provost of such needs, at least six weeks in advance of the semester in which these items will be used.

6. Students who are unable to complete a course may withdraw according to the withdrawal

schedule shown in the academic calendar, and under special consideration when deemed medically necessary.

7. All students are expected to conform to acceptable standards of behavior as defined by the

College’s Student Handbook.

CONFIDENTIALITY OF STUDENT RECORDS It is the policy of Martin Methodist College to comply with all provisions of the Family Educational Rights and Privacy Act (FERPA). Martin Methodist College establishes and maintains several types of records for each student. These records are developed in order that the college can be of maximum service to the students whom it serves. Without these records, most of which pertain to admission, financial aid, counseling and academic progress, intelligent decision making would be impossible. Types of Records: Essentially, Martin Methodist College maintains two types of records related to

each student: (1) Public or directory information and (2) non-public information. Directory information may include the student's name, local and home address, telephone number, parent's name, date and place of birth, major field of study, participation in officially recognized activities and sports, weight and height of members of athletic teams, dates of attendance, degrees and awards received and the most recent educational institutions attended.

Release of Records: Directory information may be released by the College, when requested,

without the student's consent unless a specific written request to the contrary is furnished to the Academic Affairs Office by the student.

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Non-public information will not be released without the written consent of the student to any

external person or agency except: (1) certain federal and state agencies requiring information for audits and inspections, (2) accrediting associations in fulfilling their purposes, (3) organizations conducting legitimate educational studies where the anonymity of the student is guaranteed, (4) in connection with a student's application for or receipt of financial aid, (5) officials of other schools where the student may seek to enroll and (6) the parents of a student if the student has signed a waiver to grant such information to his/her parents.

Student records considered non-public are maintained only by full-time members of the College

staff employed for that purpose. These include: 1). Academic Records - The Registrar 2). Financial Records - Vice President for Finance and Administration 3). Student Aid Records –Director of Financial Aid 4). Disciplinary Records, Academic and Social - Vice President for Campus Life and

Enrollment Management 5). Alumni Records – Vice President for Institutional Advancement 6). Student Files – Vice President for Campus Life and Enrollment Management & Registrar Access to Records: Access to student records is governed by Policy Directive 7501. Members of

the College faculty and administrative staff will be permitted access to non-public student records without the student's consent if they have a legitimate educational interest. A student, except as noted in the section that follows, is permitted access to his or her own records by providing a written request to the responsible administrator. Records to which students do not have access are as follows: (1) Medical, psychological or psychiatric data which will be provided to a qualified professional of the student's choice, (2) Confidential letters and statements of recommendation which were placed in the educational records prior to January 1, 1975, and (3) Those records for which a student has signed a waiver of the student's right of access.

ACADEMIC SUPPORT SERVICES WARDEN MEMORIAL LIBRARY Faculty members should make personal use of the college library as well as encourage students to make the best use of it. Faculty members may place books on reserve when necessary. Each faculty member should present requests for new books to the Library Director or to members of the Library Committee as needed. The faculty member should inquire about books on order and should any unusual delay occur, report same to the Library Director of Assistant Director. The college is earnestly trying to help each faculty member build up the reference and related books necessary for the highest quality educational experience for students. It is understood that the faculty will require the use by their students of the books ordered and Catalogued. The college is more concerned with how many books are used and how often they are used than with the number of volumes on the shelves.

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LOAN PERIOD: Faculty may check out books for the length of the semester. At the end of the semester, the library staff will send you a list of the books you still have out; please let us know if you wish to renew them.

FINES: Faculty members are exempt from overdue fines, but are still responsible for lost books.

For lost books, the library charges the current replacement cost plus a $10.00 processing fee.

IDENTIFICATION: Please be aware that our student staff, at least, changes frequently, and not every student will know who you are. If you are new to Martin, please introduce yourself to the librarians and clerks as soon as you can, so we can identify you to the students.

RESERVES: You may request that we put items on reserve for your classes. You can reserve

library books, your own personal books, or photocopies and pamphlets. Give these to a librarian or clerk with the name of the course, which semester it will be meeting, the desired loan period, and when the item should be removed from reserve. Reserve requests can be made in person or via email.

COPIER: The library copier will accept faculty copy codes. INTERLIBRARY LOAN: ILL service is available to faculty. Fees may be charged to your

department. Copies of the ILL request form are available at the reference desk. PURCHASE REQUESTS: Please feel free to suggest books and periodicals in your specialty.

We will make an effort to purchase as many suggested items as possible, as far as our budget allows. Feel free to submit requests in either hard copy or electronic format. Publisher catalogs are circulated and book lists emailed regularly in the hope of encouraging faculty participation in the collection development process. The library provides electronic access to Choice Reviews where faculty have the option of customizing their own monthly list of academic reviews of books and web resources.

AUDIO-VISUAL EQUIPMENT: The library has a few overhead projectors, a view screen, and

some whiteboards which can be checked out for instructional use. Most of the classrooms are fully outfitted with AV equipment.

DVD’s: Faculty may borrow DVS’s for home review for 48 hours, and may renew. Some

DVS’s include public performance rights; if you wish to show a DVD to a non-classroom group, please check with the library director to see if it is legal.

Please contact one of the librarians if you need a tour of the library for your class, an in-class bibliographic session, advice on setting up a library assignment, specialized materials for an upcoming class, bibliographies or booklists, or assistance with your own research. We will be happy to help you. THE STUDENT RESOURCE CENTER

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The Student Resource Center located in bottom floor of the Student Union Building, provides computer assisted instruction in reading, writing, mathematics, and the sciences; practice tests for selected standardized tests; individual and group tutoring in several different subject areas; as well as career counseling and related services. The services of the Student Resource Center are open to all students. The Center is open from 8:00 a.m. until 7:00 p.m. Monday through Thursday, and from 8:00 a.m. until 3:00 p.m. on Friday.

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APPENDIX A

ABSENCE REQUEST

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Absence Request Absence Information

Employee Name: Employee Number:

Department:

Manager:

Type of Absence Requested:

Sick Vacation Personal (Sick) Time Off Without Pay

Dates of Absence: From:

To:

Reason for Absence:

You must submit requests for absences, other than sick leave, two days prior to the first day you will be absent.

Employee Signature Date

Manager Approval

Approved

Rejected Comments: Manager Signature Date

Martin Methodist College

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APPENDIX B

SYLLABUS GUIDE

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SYLLABUS GUIDE All syllabi are to include the following information and should be uploaded into SonisWeb.

I. General Information A. Course Name B. Course Number C. Instructor's Name D. Semester Taught E. Classroom Building and Room Number F. Office Phone Number G. Instructor’s Office Hours II. Course Orientation Statement A. Prerequisites C. Number of Hours Credit D. General Statement Concerning Course E. Nature of Course Content III. Instructional Methods and Resources A. Whether approach is predominantly lecture, project, self- paced, individualized, auto-

tutorial, etc. B. Adopted Textbook and Supplementary Resources, Videos, etc. IV. Statement of Goals and Expected Learning Outcomes, Skills, and Knowledge to be

Acquired (Include Attitudes if Appropriate) V. Work Tasks Expected of Students A. Term Papers B. Outside Reading C. Memory Work D. Projects, etc. E. Class Participation F. Reports G. Field Experience (if required) H. Outline Showing Important Completion Dates VI. Class Attendance Policy

A. Policy on make-up examinations or other work. B. Penalty, if any, for work turned in late

VII. Statement Regarding Students with Disabilities

A. In accordance with the Americans with Disabilities Act, students with bona fide disabilities will be offered reasonable accommodation. The Office of Provost and Vice President for Academic Affairs will certify a disability and advise faculty members of reasonable accommodations.

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B. The following statement MUST be included in the course syllabus, “If you have a specific disability that qualifies you for academic accommodations, please notify the instructor and have the Academic Office provide certification of this.”

VIII. Academic Disruption Policy A. State your expectations for student behavior in the class and any penalties for behavior that

disrupts the classroom. It is expected that students will be cordial, courteous, and respectful of faculty members and fellow students.

IX. Academic Integrity

A. Remind students that the College has an Academic Honor Code and that any academic infractions will be applied and outlined in the Honor Code Handbook.

VII. Evaluation A. Grading Policy B. Dates and Types of Tests/Exams C. Exam Make-up Policy D. Other Factors in Assigning Final Grade VII. Current Supportive Bibliography A. Library Holdings (include information on CD-ROM) B. Other Materials in the Field C. Internet Resources D. Audio Visual Resources E. Computer Software Available in Learning Lab

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APPENDIX C

MARTIN METHODIST COLLEGE ACADEMIC HONOR CODE

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Honor Code For Martin Methodist College

Preamble

As Martin Methodist College students, we seek an environment in which members of a diverse student body can live together, interact, and learn from one another in ways that protect both personal freedom and community standards. If a diverse community is to prosper, its members must attempt to come to terms with their differences; this goal is only possible if students seek mutual understanding by means of respectful communication. By holding us accountable for our words and actions, the Honor Code acts as an educational tool, instructing us to resolve conflicts by engaging others in dialogues that yield greater awareness for all parties involved. By encouraging respectful conduct, we hope to create an atmosphere conducive to learning and growing. The Martin Methodist College Honor Code is a two-part code of conduct. The first part, implemented in 2003, involves academic integrity. This portion of the Honor Code defines cheating, plagiarism, academic misrepresentation, multiple submissions of work, and the consequences for failure to comply with the Honor Code or Honor Council. It also describes the process through which the Honor Code will be administered, and the appeals process. The second part of the Honor Code, implemented in 2007, concerns student life, describing basic rules for living in a diverse environment, and the policies and procedures involved in enforcing those rules.

Academic Integrity

Students are responsible for proper conduct and integrity in all scholastic work. This includes following a professor's instructions as to the completion of tests, quizzes, homework, and laboratory reports, and asking for clarification if the instructions are not clear. Students should not give or receive aid when taking exams, unless the professor specifies that this practice is appropriate. In addition, students should complete work within the time limitations specified by the professor. Described below are violations of these basic academic expectations and their consequences. Certain academic divisions reserve the right to set even more stringent standards of academic integrity. Cheating: Cheating is the use of any unauthorized source in the completion of assignments or tests. Students must complete all tests and examinations without help from any unauthorized source; they may not use, offer, or solicit unauthorized information, materials, or help without the explicit consent of the professor. Cheating offenses include, but are not limited to, looking at another student's paper, an open textbook, a notebook, or a "cheat sheet" during a test; talking to another student during a test; the sharing of information between students who have taken a test and students who have not; and using or soliciting unauthorized test copies as study aids. The student who knowingly shares information or supplies material to another student has also committed an offense and can be charged under this section. These rules apply to take-home exams as well as any other assignments unless the professor explicitly says otherwise. Students must check with the professor to clarify what is acceptable. Plagiarism: Plagiarism, according to Hodges' Harbrace Handbook, 14th ed., is "the use of another writer's words or ideas without acknowledging the source. Akin to theft, plagiarism has

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serious consequences and should always be avoided" (788). Plagiarism can be blatant or incidental. Blatant plagiarism includes copying a passage word for word with the intention of omitting the source, downloading all or part of a paper from the internet, summarizing or paraphrasing another's ideas without indicating where they came from, or submitting someone else's work as one's own. Incidental plagiarism includes careless omission of quotation marks around a passage that was copied word for word and otherwise cited correctly, or minor errors in documentation when quoting, summarizing, or paraphrasing another's words or ideas. Both forms of plagiarism are serious. A student must avoid both kinds of plagiarism. Academic Misrepresentation: Any act of dishonesty committed for academic advantage is misrepresentation. Violations include, but are not limited to, lying about reasons for absences or late work and forging an academic document (ex. a drop/add form). Multiple submissions of work: Students may not, without the prior consent of all instructors involved, submit the same work for credit in two or more courses or for a repetition of the same course, nor may they submit work previously completed at any other institution without the prior written consent of the current instructor. Failure to cooperate with the Honor Council: Members of the college community who are notified of Honor Code action which involves them and who fail to attend a scheduled meeting or hearing may be subject to disciplinary action at the discretion of the Honor Council. Witnesses are required to testify when called. Students convicted of an Honor Code violation who fail to comply with any penalties set by the Council may be subject to further disciplinary action. Guidelines for assigning consequences for above actions

Below are guidelines the Honor Council will use in assigning consequences for the academic violations described above. The Honor Council has the authority to change any sanction to fit the severity of the offense as deemed necessary. Cheating and/or Blatant Plagiarism 1st offense of Cheating or Blatant Plagiarism: zero on the test or assignment. 2nd offense of Cheating and/or Blatant Plagiarism: grade of F assigned in the course, and

mandatory counseling—academic, psychological, or other—to be assigned by the Honor Council.

3rd offense of Cheating and/or Blatant Plagiarism: Academic Suspension for one semester,

not including summer semester. Incidental Plagiarism 1st offense of Incidental Plagiarism: assignment must be rewritten

using proper citations; academic counseling is recommended. 2nd offense of Incidental Plagiarism: zero on paper or assignment; academic counseling is

required.

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3rd offense of Incidental Plagiarism: grade of F assigned in the course; mandatory counseling—academic psychological, or other—to be assigned by the Honor Council.

4th offense of Incidental Plagiarism: Academic suspension for one semester, not including

summer semester. Academic Misrepresentation All offenses of Academic Misrepresentation are to be heard by the Honor Council. Penalties

will vary according to seriousness of the infraction. Multiple Submissions of Work All offenses of Multiple Submissions of Work are to be heard by the Honor Council. Penalties

will vary according to seriousness of the infraction. Failure to Comply with the Honor Code or Honor Council All offenses of Failure to Comply with the Honor Code or Honor Council will result in further

disciplinary actions, to be decided by the Honor Council with due consideration of the infraction presented.

Electronic Device Honor Code Policy

Unless specifically allowed by the instructor, no devices that allow communication of any kind may be used during examinations (tests, quizzes, final exams, etc.). Prohibited items include but are not limited to: cell phones, pagers, messaging devices, PDAs, MP3 players, I-Pods, I-Pads, electronic dictionaries, computers, and calculators with communication capabilities. Any use during an examination of an electronic device other than those authorized and approved by the course instructor is cheating. Instructors may place additional restrictions on the use of calculators and other electronic devices during exams. For example, graphing calculators may be allowed, but calculators that can store text and images will be prohibited. Students are advised to check with their instructor prior to any examination if they are not sure whether an electronic device is acceptable.

Procedure for Handling Academic Infractions

Upon commission of an academic offense, the professor or administrator who notices or is made aware of a problem will file an official report ("Academic Infraction Form") with the office of the Vice President for Campus Life. Upon receipt of an Academic Infraction Form, the Vice President for Campus Life will notify the Director of Security to hand deliver a "Notice of Academic Infraction" to the accused student. The Vice President for Campus Life will notify the Honor Council and the student when a hearing is required. Upon the second infraction for cheating or plagiarism, the Honor Council will read through the accused student's file and assign the appropriate penalties as specified above. The following infractions require the accused to appear before the Honor Council for a hearing: academic misrepresentation, multiple submissions of work, and failure to comply with the Honor Council (all previously defined above). The accused will also be required to appear before the Honor Council if a "pattern" is noticed in the student's file involving cheating or either type of plagiarism (previously defined). A "pattern" is two or more offenses of cheating and/or plagiarism,

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with a third offense resulting in a required suspension of one semester if the Honor Council finds the student guilty, pending appeal if the accused so chooses. At the discretion of the Honor Council, suspension will be either for the semester in which the third offense occurs or for the semester immediately following, excluding summer sessions. The accused will not receive academic credit for the semester s/he is suspended. This includes those who have filed "Intent to Graduate" forms.

Procedure for Appealing Academic Infractions

A student may appeal an academic infraction upon receipt of Notice of Academic Infraction (see above). All appeals must be in writing and submitted to the office of the Vice President for Campus Life. The Vice President for Campus Life will channel all written appeals to the Appeals Board. If the appeal involves a first offense of cheating or plagiarism, the appellant will be granted a hearing before the Honor Council, pending the Appeals Board’s decision (see below for the Appeals Board decision process). The Honor Council reviews all second and third infractions involving cheating and/or plagiarism. Second or third infractions for cheating and/or plagiarism may only be appealed to the Appeals Board, with no further hearing from the Honor Council. All decisions by the Appeals Board are final. If the Appeals Board grants a further hearing of the case, the case will be heard by the Supreme Council. (See below for the decision process protocol of the Supreme Council.) All decisions of the Supreme Council are final.

Honor Council

The Honor Council hears cases involving academic policy violations committed by students and recommends actions to be taken by the Vice President for Campus Life. The Honor Council consists of three faculty members, one staff representative, the Student Government President, the Senior Class President, and either the Head Resident of one of the residence halls or the Vice President of Academic Affairs, depending on the infraction. The Vice President for Campus Life and a transcriber, who will be appointed by the Vice President for Campus Life, serve on the Honor Council as ex-officio members on a non-voting basis. The faculty members of the Honor Council must be recommended by the Faculty Senate and must agree to serve on the Honor Council for one academic year. The Vice President for Campus Life must recommend the staff members of the Honor Council and they too must agree to serve on the Honor Council for one academic year. The students on the Honor Council must be full-time students with a cumulative GPA of 3.0 or higher. The students should hold Junior or Senior status. The students must also agree to remain on the Honor Council for one academic year.

Appeals Board The Appeals Board serves to provide due process to students who feel the charges against them and/or the actions recommended by the Honor Council are unjust. The function of the Appeals Board is to review written appeals by students. The Appeals Board has no direct contact with the student but reads the student's written appeal and the transcript of the case, and decides whether the appeal should be granted. For an appeal to be granted, three of the five voting members must be in favor. If the Appeals Board grants the appeal, the case is referred to the Supreme Council. If the Appeals Board does not grant the appeal, the decision of the Honor Council remains in force.

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The Appeals Board consists of four faculty representatives, the Student Government Vice President, and the Junior Class President. This board should be named in the same manner as stated above. The Vice President for Campus Life and a recorder serve as ex-officio members on a non-voting basis. The recorder will be appointed by the Vice President for Campus Life. Students seeking a hearing from the Appeals Board must submit their request in writing to the Vice President for Campus Life within 48 hours of written notification of the decision of the Honor Council. Supreme Council The Supreme Council serves as the third, and final, step in the due process procedure. The Supreme Council hears cases recommended by the Appeals Board. In the Supreme Council, three of the five voting members must be in favor of the appellant for any previous decision of the Honor Council to be overruled. In cases where a majority is not in favor of the appellant, former rulings of the Honor Council are upheld. The Supreme Council is made up of two faculty members, one staff member, the Secretary of the Student Government, and the Sophomore Class President. The Vice President for Campus Life and a transcriber serve on the Council as ex-officio and non-voting members. Members of the Supreme Council and the transcriber are to be named by the same process as described above. Hearings of the Supreme Council will take place within 48 hours of the decision of the Appeals Board. The appellant will be notified of their right to meet with the Supreme Council. In addition to reviewing the written record, the Supreme Council may call witnesses as needed in order to adjudicate the case.

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APPENDIX D

TRAVEL REQUEST FORM

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TRAVEL REQUEST FORM

If an absence is associated with planned professional travel or is otherwise known in advance, complete this form and have it approved by the Division Chair and the Provost prior to the absence. I request permission to be away from campus: From _______________ to ___________________

Purpose: _________________________________________________________________________

________________________________________________________________________________

Location: ________________________________________________________________________

If this absence causes you to miss class, state how many classes and what arrangements have been

made to take care of them. __________________________________________________________

________________________________________________________________________________

REQUEST FOR TRAVEL FUNDS AND/OR OTHER EXPENSES

(Check one of the following)

_____ I do not wish the College to pay any expenses incurred by this absence.

_____ Expenses incurred by this absence will be paid by an organization other than the College.

The organization is ___________________________________________________

_____ I do wish the College to pay my expenses of $ __________, which include:

Meals and Lodging $ ______________; Transportation $ ___________________;

Registration Fees $ ______________; Other $ _____________________ .

Expenses are to be paid from Departmental Budget: ________________________________.

Budget Code: _________________________________.

I (Do, Do Not) desire a travel advance for the travel requested above. If you plan to pay expenses using a credit card, it is preferred that you request a College Credit Card from the Business Office rather than using your personal credit card. I understand that I am to keep receipts for all purchases, return the card to the Business Office upon my return, and submit an Expense Report within five working days following completion of travel. I further understand that if the travel advance is not cleared within 30 days, the amount will be deducted from my payroll check. Respectfully submitted, _____________________________________Date: __________________ Your Name

APPROVAL/DISAPPROVAL

(Yes) _____ (No) _____ Division Chair ________________________ Date ____/____/____

(Yes) _____ (No) _____ Provost _______________________ Date ____/____/____ Request Denied and/or Modified for ___________________________________________________

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APPENDIX E

NEW PROGRAM PROPOSAL PROSPECTUS

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Martin Methodist College New Program Proposal

Please submit a copy of the prospectus via email to the Provost and Vice President for Academic Affairs. The document should include a concisely worded narrative with the information specified in this document. A prospectus normally does not exceed 25 pages plus appendices. Please note that SACSCOC reserves the right to make amendments to the requirements outlined below for certain types of changes. The following guidelines are generic; each prospectus should be tailored to focus on the specific change being proposed. Cover Sheet for Prospectus - Include name, phone number, and e-mail address of person to be contacted with questions regarding the

prospectus - List certificate, diploma and degree programs which are related to the proposed program - List the strengths and weaknesses of the Division/Program that facilitate the offering of the proposed

program 1. ABSTRACT (limit to one page or less)

• Describe the proposed change; • list the initial date of implementation; • projected number of students, • if applicable; description of primary target audience; • projected life of the program (single cohort or ongoing); • instructional delivery methods and, • if the change involves the initiation of an off-campus site, its complete physical address.

2. MISSION STATEMENT

• Provide a clear statement of the nature and purpose of the change in the context of the institution’s mission and goals;

3. ASSESSMENT OF NEED, COMPETITIVE ANALYSIS, AND PROGRAM PLANNING/

APPROVAL Briefly discuss the rationale for the change,

• What is the need/demand for the Program? • Determine who your top competitors are. Examine other institutions providing a similar program. Be

aware that the “competitor” may not look like MMC and may not provide education in the same manner that you are proposing.

• Provide evidence of inclusion of the change in Martin Methodist College’s ongoing planning and evaluation processes (2020 plan).

• Provide documentation that faculty (Division, Program, Core) and other groups were involved in the review and approval of the new site or program

4. DESCRIPTION OF THE CHANGE

• Provide a description of the proposed change, including the specific outcomes and learning objectives of the program and a schedule of proposed course offerings.

• Describe any differences in admission, curriculum, or graduation requirements for students enrolled at new site(s), or any special arrangements for grading, transcripts, or transfer policies.

• Describe administrative oversight to ensure the quality of the program or services to be offered. • Describe the infrastructure supporting the delivery method of distance learning (training of faculty,

development of courses for distance delivery, technical support for student and faculty).

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5. FACULTY • Provide a faculty roster for this program. This roster should include:

o The faculty currently employed that will teach in the new program, including a description of those faculty members’ academic qualifications and other experiences relevant to the courses to be taught in the program in question, course load in the new program, and course work taught in other programs currently offered.

o A list of new positions required for the program, including a position description and area of expertise required

• You may consult the Office of Academic Affairs for guidance in completing the Roster. • Provide a narrative with supporting evidence that the number of full-time faculty members is adequate to

support the program; and describe the impact of the new initiative on faculty workload. • For distance learning programs, describe processes in place to ensure that students have structured

access to faculty. For graduate programs, document scholarship and research capability of faculty. 6. LIBRARY AND LEARNING RESOURCES

• Describe library and information resources—general as well as specific to the program—and staffing and services that are in place to support the initiative.

• If reliant upon other libraries, describe those collections and their relevance to the proposed program and include a copy of formal agreements in the appendix.

• Relative to electronic resources, describe how students and faculty will access information, training for faculty and students in the use of online resources, and staffing and services available to students and faculty.

• If you are citing electronic databases accessed through consortial or statewide groups, please describe the discipline-specific suites of resources and not just the name of the consortium.

7. PHYSICAL RESOURCES

• Provide a description of physical facilities and equipment to support this initiative. • Assess the impact that the proposed change will have on existing programs and services.

8. FINANCIAL SUPPORT Provide a business plan that includes all of the following:

a. a description of financial resources to support the change, including a budget for the first year (a three-year budget is requested for a new branch campus)

b. projected revenues and expenditures and cash flow c. the amount of resources going to institutions or organizations for contractual or support services d. the operational, management, and physical resources available for the change.

Provide contingency plans in case required resources do not materialize. 9. EVALUATION AND ASSESSMENT

• Describe the means used to monitor and ensure the quality of the program. • Summarize procedures for systematic evaluation of instructional results, including the process for

monitoring and evaluating the new program as well as using the results of evaluation to improve the program.

10. APPENDICES

• Appendices may include items such as copies of the Faculty Roster document, the Assessment Plan, course descriptions, and other items of documentation to support the narrative.

• Attach letters of support and when appropriate, resolutions from faculty governance groups. • All appendices should be referenced in the text.

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APPENDIX F

CONSTITUTION OF THE FACULTY ORGANIZATION AND FACULTY SENATE

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MARTIN METHODIST COLLEGE Preamble:

Preamble: Conscious of our commitment to the traditions and future excellence of Martin Methodist College, we, the Faculty, seeking to advance the welfare of the College, promote harmony within the academic community of Administration, Faculty, and Students, and encourage the professional participation of the Faculty in determining the educational policies of the College, propose the continuation of the Martin College Faculty Organization and Faculty Senate under this Constitution.

Article I:

The Faculty of Martin Methodist College shall be represented in the determination of educational policies of the College by an elective assembly, The Faculty Senate of Martin Methodist College.

Article II:

Functions and powers of the Faculty Senate:

Section 1 - The Faculty Senate shall exercise such powers as are provided for herein and shall perform such duties as the Board of Trustees or the President of the College may from time to time prescribe.

Section 2 - The duties of the Faculty Senate:

a. it shall be the duty of the Faculty Senate to inform the President and the Board of Trustees of the College of its activities.

b. it shall be the duty of the Faculty Senate to make its agenda, minutes, and decisions available to the faculty at large.

c. it shall be the duty of the Faculty Senate to recommend to the Provost and Vice President for Academic Affairs the composition of standing and ad hoc committee assignments of faculty.

d. it shall be the duty of the Faculty Senate to schedule at least two faculty assemblies per semester.

e. to make recommendations, review and revise with appropriate faculty and staff processes involved with initial appointment, promotion, ranking, tenure and dismissal of Faculty.

f. to amend this Constitution of the Faculty Senate by a two-thirds vote of the total membership of the Faculty Senate with five days’ notice.

g. to be represented on the Executive Council by a faculty member elected by the Faculty Senate.

h. to review policy on admissions and to recommend or propose revisions in such policies by the committees of the College on admissions.

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Article III:

The membership of the Faculty Senate:

Section 1 - All members of the Enfranchised Faculty shall be electors in accordance with the following definitions:

a. Full-time Faculty: full-time faculty assignments subject to college policy on promotion and tenure and any provisions in individual contracts of employment.

b. Part-time Faculty: full-time assignments, but these individuals combine part-time teaching with other duties, such as coaching, administrative duties, etc. These individuals are under contract and qualify for the general rights, privileges and benefits accorded all full-time faculty.

Section 2 - The Faculty Senate shall consist of members chosen in the following manner:

a. One Senator from each division now existing or to be created by the College shall be elected by the enfranchised members of each division.

b. Every member of the Enfranchised Faculty who has attained the rank of Instructor, Assistant Professor, Associate Professor, or Professor (or their equivalent for Library Staff), and who has been associated with Martin Methodist College for at least one year immediately prior to the election shall be eligible to become a Senator.

c. There shall be one Senator-at-large for each ten (10) faculty members or fraction thereof in excess of sixty (60) Enfranchised Faculty.

d. The Senate shall reapportion Senator-at-large seats each election year to reflect population figures. This reapportionment shall be ratified by a majority vote of the Faculty Senate.

e. In any and all cases of ties, both for divisional Senators and Senators at-large, decisions shall be made according to the following principles: first, the faculty member having the highest or higher academic rank shall be deemed elected; second, the faculty member having the greatest or greater seniority of service to the College shall be deemed elected. Failing these, a run-off election between or among the tied shall be held.

Section 3 - Regular elections of Divisional Senators and Senators-at-large shall be held during April. The election of Senators-at-large shall follow the announcement of Divisional Senators. The term of office for all Senators shall be two years commencing with the first Faculty Senate meeting the following fall and terminating with the first full meeting two years thereafter.

Section 4 - All members of the Faculty Senate shall be eligible for reelection.

Section 5 - In case of death, resignation, or inability to serve on the part of any Senator, there shall be no special election except as may be otherwise determined by the Faculty Senate.

Section 6 - The Faculty Senate shall elect from its own membership a President, a Vice President, a Secretary, and a President Elect by simple majority vote. The Faculty Senate shall be judge of its own elections, succession of officers, conduct of

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its members, and by-laws.

a. TheFacultySenatePresidentandPresidentElectwillbeelectedfromandbythemembersoftheSenate.ThePresidentwillserveathreeyearterm.ThePresidentwillstayasex-officiomemberoftheSenateforoneyearafterthetermisup.

b. InthefallsemesterofthePresident’slastyearinoffice,theSenatewillelectaPresident-electfromitsbody.InordertoensureasmoothtransferofleadershipandtoaidthePresidentElectingainingneededexperienceandknowledgetoleadtheSenate,thepresidentelectwill“shadow”thePresidentthe6-monthsprecedingthetakingoftheofficeofPresident.

c. ThispolicyforelectionofPresidentoftheSenateassuresaneffectivetermlimitforPresidentoftheFacultySenatethatprovidestimetoestablishoneselfintheleadershiprolewhileallowingforturnoverinrepresentationfromvariousDivisions.Thispolicyalsoprovidesforasmoothtransitionduringchangesinleadership.

Section 7 - Regular vocal, but nonvoting and nonseconding representatives in the Faculty Senate:

a. The Faculty Senate shall receive and recognize one member of the Athletic department chosen to represent the department within the Faculty Senate.

Article IV:

The meetings of the Faculty Senate:

Section 1 - Regular meetings:

a. The Faculty Senate shall schedule no fewer than three regular meetings during the academic year, one each at the beginning, the middle, and the end of the academic year.

b. The President of the Faculty Senate shall normally be the presiding officer at meetings of the Senate. In the President's absence, the Vice President shall preside over the assembly. Should neither be present, the Senator who is senior in academic rank and length of service to the College shall be the presiding officer.

c. A majority of the Faculty Senate membership shall constitute a quorum.

d. The President of the Faculty Senate shall order an advisory referendum of the entire enfranchised faculty if such a referendum is requested by: 1) a majority of the Faculty Senate membership, or 2) a petition signed by twenty percent of the enfranchised faculty.

e. Any member of the Faculty may attend any regular or special meeting of the Faculty Senate and shall have the privilege of the floor but shall not make nor second motions nor vote.

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Section 2 - Special meetings:

a. The President of the Faculty Senate may call a special meeting of the Faculty Senate at any time. In the absence or disability of the President, the Vice President of the Senate may call a special meeting.

b. Upon written request of one-quarter of the total membership of the Faculty Senate, the President of the Senate must convene a special meeting within two weeks of the receipt of the request.

c. Special meetings of the Faculty Senate shall follow the same procedures as regular meetings except as otherwise specified in by-laws.

Section 3 - Voting:

a. Decisions of the Faculty Senate shall be made by a majority vote of those present. The presiding officer shall enjoy voice and vote in all proceedings of the Faculty Senate.

Adopted April 9, 2008 Updated Spring 2015

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March, 2008

BY-LAWS Faculty Senate

MARTIN METHODIST COLLEGE Pulaski, Tennessee 38478

Article I:

The rules contained in Robert's Rules of Order Revised shall govern the Faculty Senate in all cases to which they are applicable, and in which they are not inconsistent with the Constitution and By-Laws of the Faculty Senate.

When it is known to the Senate that one of its members will be unable to attend Senate meetings for more than one semester, his or her seat shall be declared vacant.

Article II: Election of Senate Officers

Section 1. Election of Senate officers is to be by secret ballot on nominations from the floor until completed.

Section 2. Nominations and elections of each officer of the Senate are to be held separately.

Section 3. The Senate can elect officers not provided for by the Constitution.

Section 4. All officers of the Senate, except the President, shall hold office one year, and shall be eligible for re-election. (See Article II, Section 6 of the Constitution for the procedures for electing the Senate President and for the length of the President’s term.)

Article III: Duties of the President

Early in the academic year, the President of the Faculty Senate shall arrange a calendar of regular meetings of the Senate in consultation with the proper officer of the Administration of the College. The President of the Faculty Senate, at the last regular meeting of the Senate, in the spring academic session, shall, with the approval of the Senate, indicate the day and the time for the first convening of the Faculty Senate in the next academic year.

The call for regular meetings, along with their agenda, shall be sent to the members of the Faculty Senate at least five days before

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the meetings. Minutes of the meetings shall be sent to the members within fifteen days after the meetings. Publication of agenda does not, however, preclude the introduction of other subjects for deliberation or decision.

The President of the Faculty Senate must refer all substantive items of business to the appropriate committee upon receipt on the floor. However, new business may be considered immediately and without referral to the committee with approval of a majority of the Senate.

Article IV: Committees of the Faculty Senate

Section 1. The Senate shall create such standing and ad hoc committees as it deems proper.

Article V: Order of Business

Section 1. The order of business shall be:

1. Minutes 2. Announcement by the President 3. Special orders 4. Reports of standing committees 5. Reports of ad hoc committees 6. Unfinished business 7. New business

Section 2. On the request of a Senator, any item can be recalled from committee to the floor with the approval of a majority of the Senate.

Article VI: A roll call vote requested by any Senator must be taken and recorded.

Article VII: The By-laws of the Senate may be amended by a two-thirds vote of the Senate with five days notice.

Adopted April 9, 2008 Updated Spring 2015

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APPENDIX G

COMMITTEE BYLAWS AND

ASSIGNMENTS FOR 2015 - 2016

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BYLAWS OF STANDING COMMITTEES

ACADEMIC COUNCIL: The Academic Council is composed of the Provost and Vice President for Academic Affairs, who serves as Chair of the committee, the Chairs of the Academic Divisions, the Director of Library Services, and the Registrar. Academic Council is the official leadership body of the faculty, advising the Provost and Vice President for Academic Affairs on administrative matters relating to the academic program and academic policies of the College. Normally, faculty members may have input on Council matters through the appropriate Division Chairs or through the various Faculty Committees. ADMISSIONS AND FINANCIAL AID APPEALS COMMITTEE The Admissions and Financial Aid Appeals Committee serves to evaluate issues and make recommendations regarding the loss and reinstatement of financial aid, and reviews appeals submitted by students who have been placed on academic suspension. The committee is chaired by the Provost and Vice President for Academic Affairs and includes six faculty members, one from each division. ATHLETIC COMMITTEE: The Athletic Committee serves in an advisory capacity to the President on the Intercollegiate Athletic Program and seeks the support of the college community for all athletic programs. The Committee shall make recommendations on the policy, scope, planning and evaluation of the intercollegiate athletic program and specifically will be consulted when new sports are added. It will advise in decisions concerning questions of eligibility of student-athletes. Membership on the Committee is composed of the Faculty Athletic Representative (Chair), and six voting members, to include one faculty representative from four different academic divisions, one student designated by the ASG and the Student President of the Student Athletic Advisory Board, and the Athletic Director as an ex officio member. The faculty representatives will rotate membership every three years, as well as rotate among the six academic divisions (where applicable). CORE CURRICULUM COMMITTEE The core curriculum committee functions to review on a regular basis, the components of the general education requirements of the College; to assist the Director of Institutional Research and the Provost and Vice President for Academic Affairs in the assessment of the core and in evaluating the results of such assessments. Changes recommended by the committee as a result of assessments will be directed to the Provost and Vice President for Academic Affairs and to the Curriculum and Academic Policy Committee for action. The committee shall consist of seven faculty members representing the various components of the core, and who are regularly involved in teaching classes in the core and the Director of the First Year Experience (FYE) Program. The Provost and Vice President for Academic Affairs and the Director of

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Institutional Research shall serve as ex officio members. The committee shall elect a chair annually from its membership. CURRICULUM AND ACADEMIC POLICY COMMITTEE: The purpose of the Curriculum Committee is to review and approve course/curricular changes or changes in academic policies, to disseminate that information to the faculty, and to recommend changes to the Executive Council of the College, and where appropriate to the Curriculum and Academic Policy Committee of the Board of Trustees. Any member of the faculty may submit through his/her division the addition/deletion of a new course, or curriculum, or a change in an academic policy. Any proposal should be submitted to the Committee Chair in electronic form, if at all possible and to all members of the Committee prior to being placed on the agenda. The procedure for approval of course or curricular changes is delineated in Policy 1100 in the MMC Policy Manual. Committee membership consists of: the Provost and Vice President for Academic Affairs, who serves as Committee Chair, the Division Chairs, all Program Coordinators, the Director of the Library, the Director of the Student Resource Center, the Director of the First Year Experience, and the Registrar. The Curriculum Committee meets on the last Thursday of each month or/as necessary to review course and curricular changes. Minutes of all meetings will be maintained and disseminated to all committee members. DEVELOPMENTAL STUDIES COMMITTEE: The Developmental Studies Committee serves to provide guidance and direction to the Developmental Studies Program of the College and to assist in developing procedures for the effective planning, management, and evaluation of the program. The committee further serves as an appeals committee in matters of dispute involving a student being required to take developmental studies class. Membership on the Committee will consist of: one or more representatives each from English and Mathematics who teach developmental classes, the Director of the First Year Experience (FYE) Program, the Director of the English as a Second Language (ESL) Program, and the Director of the Student Resource Center. EDUCATION ADVISORY & LONG-RANGE PLANNING COMMITTEE The primary purpose of this committee is to discuss the planning and implementation of educational collaboration and cooperation strategies between MMC and Giles County Schools (the local education agency – LEA). The committee generally meets twice each year to discuss topics of concern to both the college and the school system. Membership consists of seven faculty/staff members, seven members of the local school system, including teachers, principals, and central office personnel, and two students each from elementary education and two from secondary education. ESL COMMITTEE

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The ESL Advisory Committee convenes as needed to discuss the impact that changes to the ESL program (including the IEP) might have on other academic programs and/or policies. As such, the committee is chaired by the ESL Director and the five to eight members (including faculty, staff and one athletic coach) are chosen based upon interest in serving on the committee or collaborating with the ESL program. The International Advisor and the Director of the First Year Experience are permanent members. EVENING COLLEGE COMMITTEE This committee serves to periodically review the evening program, to evaluate its effectiveness and to make recommendations on changes that will strengthen the program. Membership includes the Vice President for Campus Life and Enrollment Management (Chair), the Registrar, the Director of the Evening Program, and the Provost and Vice President for Academic Affairs, a Business Office representative, and faculty that represent programs that are taught in the evening program, EXECUTIVE COUNCIL The Executive Council of the college is made up of the senior officials of each of the administrative divisions who serve at the discretion of the president. Each member also serves as the liaison with the committee of the Board of Trustees related to their area of oversight, thereby creating an effective linkage between the management and governance functions of the college. The Executive Council meets on a bi-weekly basis to take up issues related to proper coordination and management of the college’s programs, policies and procedures. Membership on the Council includes the President, the area Vice presidents, the Executive Director of Athletic, the Executive Director of the Center for Church Leadership, the Assistant Vice President for Human Resources and Operations, the Assistant Vice President for Alumni Affairs and the Annual Fund, and the Chair of the Faculty Senate. FACULTY DEVELOPMENT COMMITTEE The overall purpose of the Faculty Development Committee is to plan and coordinate programs of professional development. The Director/s of the Center for Teaching Excellence will Chair the committee. Members of this committee will include one member from each Academic Division. The Chair of Faculty Development Committee is responsible for filing minutes of committee meetings with the Provost and contacting any other persons who have been asked to assist in any way with the committee's work. FRESHMAN YEAR EXPERIENCE COMMITTEE (QEP COMMITTEE): The FYE Committee oversees the various activities associated with the Freshman Year Experience. This includes such activities as: summer orientation, fall orientation, the FYE 101 course, community service activities; freshman advising, etc. The Committee assists the Director of the Freshman Year Experience in achieving the objectives of the Quality Enhancement Plan. HONORS PROGRAM COMMITTEE

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The Honors Program Committee provides guidance, direction and oversight to the College’s Honors Program. The Council consists of the Honors Program Director and at least one representative from each academic division as appointed by the Provost. INSTITUTIONAL EFFECTIVENESS COUNCIL The Institutional Effectiveness Council provides guidance and oversight to the College’s institutional effectiveness efforts ranging from the assessment of academic programs, administrative offices, and the process used for performance review of all faculty and staff. The council annually reviews the assessment activities undertaken for administrative and staff offices, the academic program, and academic support areas; reviews the results obtained, along with any proposed changes resulting from these evaluations. Members of the council are appointed by the President. INTEGRATED MARKETING TEAM The Integrated Marketing Team was created to use the synergy among the various departments and offices across campus to effectively market the college to its many constituents; to improve internal communications throughout campus; to identify and enhance a proven, intentional brand for the College; to develop institutional messaging that is consistent in content and quality, regardless of the audience; to pool marketing financial resources for effective media purchases; and to heighten cross-promotion of events through appropriate departments and offices. INTERNATIONAL STUDIES COMMITTEE The International Studies Committee serves to provide a framework for standard policies and procedures for the College’s globalization growth initiatives. The committee serves to coordinate and develop policies related to student and faculty initiatives related to international study, both inbound and outbound LIBRARY COMMITTEE: The function of the Library Committee is to advise and work with the Library Director in the development, management and evaluation of library resources and services and to serve as a liaison between the faculty and the library. In addition, the committee will review annually the status of the library and make recommendations on improvements for the library including, but not limited to: (1) planning, development and maintenance of the physical plant and the collection; (2) methods of promoting student library use; (3) improvement of the library's effectiveness for teaching; (4) distribution of funds to budget areas and departments; and (5) rules and regulations, and the committee will also consider and report to the faculty any matter concerning the library which should receive faculty attention. The composition of the committee shall consist of eight faculty members, with at least one from each academic division, and two students. The Library Director and the Assistant Library Director serve as an ex-officio members of the committee. The committee will meet at least once each term during the school year. Unscheduled meetings may be called when deemed necessary by the chairman. MISSION REVIEW COMMITTEE:

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The Mission Review Committee consists of representatives of the faculty, staff, administration, student body, alumni, and the Board of Trustees. The function of the committee is to review on an annual basis the College’s mission statement. In addition, every three years the committee will formally assess the extent to which the College’s mission is being achieved and will recommend changes to the mission statement resulting from these periodic reviews. Recommended changes in the mission statement will be forwarded to the Board of Trustees for action, and will not be implemented until approved by the Board. PROMOTION AND TENURE COMMITTEE: The Promotion and Tenure Committee serves to receive and evaluate applications from faculty for promotion in rank and/or for tenure. The committee is composed of five tenured faculty members who hold the rank of Professor, to include the Faculty Senate Chair, if qualified. The committee accepts applications only during the spring term. The committee meets early in the spring term to notify faculty of deadlines for receiving applications. Once applications and supporting documentation are received, the committee meets to evaluate the applicant’s portfolios and service records, and make recommendations on promotion and/or tenure to the Vice President for Academic Affairs. Applications and supporting documentation are forwarded, along with the recommendations from the Promotion and Tenure Committee to the Vice President for Academic Affairs. The Dean in turn evaluates the applications and recommendations of the committee and forwards these along with his/her recommendations to the President. A final recommendation is submitted to the Academic Program and Policy Committee and through that Committee to the full Board for action. Final authority for granting tenure shall reside with the Board of Trustees of Martin Methodist College. POST-TENURE REVIEW COMMITTEE The function of this committee is to annually review the performance of selected tenured faculty members. This is carried out by reviewing portfolios prepared by the faculty involved which documents their teaching, service, and professional development activities over the past five year period. Post-tenure review is primarily a way of promoting and documenting faculty performance and development on a continuing basis. While post-tenure review will typically occur on a five-year rotating basis it could also be initiated if a faculty member receives two consecutive negative annual evaluations. A negative post-tenure review would result in the development of goals that the individual will be required to address and meet. If not addressed adequately within a two-year period, tenure could be revoked and the individual subject to dismissal. The committee is composed of five tenured faculty members who hold the rank of Professor. RETENTION COMMITTEE The Retention Committee assists studying issues related to student retention and in proposing policies and procedures that will serve to improve student retention. The Provost will serve as Chair of this committee. Membership includes the Vice-President for Enrollment, the Registrar and Assistant Registrar, the Director of the First Year Experience, the Director of Campus Life, the Assistant Director of Student Life, Director of Financial Aid, Director of Student-Athlete Enhancement, two representatives from the Business Office, and how many faculty? SAFETY AND SECURITY COMMITTEE:

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The function of the Safety and Security Committee is to ensure that appropriate policies and procedures are in place to insure the safety and security of the College its students, faculty and staff. The Committee works to establish policies and procedures to be followed in the event of a violation of campus policies, or in the case of an emergency. Membership includes the Vice President for Campus Life and Enrollment Management, the Provost and Vice President for Academic Affairs, the Director of Campus Life, the Vice President for Human Resources and Operations, and one representative from the Associated Student Government. SERVICE LEARNING COMMITTEE The purpose of this committee is to organize and enhance service learning at MMC. Committee membership includes Faculty Service Learning Liaison (Chair), Martin Serves Coordinator, and 6 faculty members appointed by the Vice President for Academic Affairs. SUSTAINABILITY COMMITTEE The Sustainability Committee works to encourage environmental awareness and a stewardship view of Martin Methodist College’s responsibility to be mindful of the earth’s natural resources, to be aware of our impact on the environment of southern Middle Tennessee and northern Alabama, and to embrace our responsibilities as members of a liberal arts college connected to the United Methodist Church to promote sustainability on campus and in the lives of our students, administration, staff, faculty, and alumni. Membership includes President of the College (ex-officio), the Director of Institutional Research, Director of Human Resources, the College Chief Finance Officer, the Director of Martin Serves’ the Director of Athletics, the president of the student Sustainability Club, a representative of the Ground Keeping Staff. Faculty representatives include those that teach courses in the Sustainability academic program and others that have interest in sustainability. SUMMER PROGRAM COMMITTEE This committee functions to plan and evaluate the effectiveness of the summer program offerings; including, but not limited to the academic program offerings, special groups who use campus facilities during the summer, and special programs designed to serve the region and generate income for the campus. Committee membership includes the Vice President for Campus Life and Enrollment Management (Chair), the Provost and Vice President for Academic Affairs, the Vice President for Administration and Finance, the Assistant Vice President for Human Resources and Operations, the Director and Assistant Director of Campus Life, the Athletic Director, the Registrar and the Director of Summer Programs. TEACHER EDUCATION COMMITTEE

The Teacher Education Committee collaborates regularly for the purpose of program planning and evaluation of all facets of the teacher education curriculum. The committee consists of professors of Business, English, History, Religion, Science and Professional Education. A teacher and an administrator from the public school system also participate. The duties of the committee include, but not limited to the following:

• Interviewing students desiring to be admitted to the education program • Admitting candidates to the education program • Admitting candidates to clinical practice

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• Approving candidates for recommendation for licensure from the State of Tennessee • Approving program policy changes • Approving additional programs • Discussing and voting on existing program changes/improvements • Approval of courses for Admission to the Alternate Route in Elementary Education • Hearing and voting on student appeals of program policies • Discussing and voting on special circumstances as they arise

TECHNOLOGY RESOURCES COMMITTEE: The purpose of the Technology Resources Committee is to assist the College in the development, maintenance and evaluation of technology resources and services on campus. Specifically the Committee will establish policies and procedures to govern use of college owned information technology hardware and software, to consider and make recommendations regarding the acquisition and allocation of technology resources on campus, to promote the use of technology throughout the campus, and to assist in the evaluation of technology resources and services. The Technology Resources Committee will meet as necessary to maintain technology usage policies and procedures and to consider the acquisition of new purchases of computer hardware or software. A committee recommendation should be prerequisite to any new purchases of hardware or software The Chair of the Technology Resources Committee will routinely file minutes of committee meetings with the Academic Dean. Recommendations with respect to purchases not related to academic programs will be provided to the management team administrator(s) responsible for that area. NURSING PROGRAM COMMITTEES NURSING ADVISORY COMMITTEE This committee is composed of area health-care professionals and the Chair of the Division of

Nursing. It functions to facilitate continuous quality improvement; advance best practices as benchmarks for integration into the curriculum; promote recruitment and retentions of faculty; disseminate information about the program; and promote collaboration between nursing education and nursing practice.

NURSING ADMISSIONS AND PROGRESSIONS COMMITTEE This committee develops, applies, and evaluates policies related to student admission, progression

and retention in the nursing programs. Committee membership includes all nursing faculty and a student representative from the Student Advisory Committee.

NURSING CURRICULUM COMMITTEE This committee coordinates the implementation, evaluation, and revision of the curriculum; reviews

course proposals and makes recommendation to the Nursing Faculty Assembly, and prepares curricular changes for submission to the College Curriculum and Academic Policy Committee.

NURSING FACULTY ASSEMBLY

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This committee is composed of all faculty holding academic appointment and a student representative from the Student Advisory Committee. The committee provides all faculty the opportunity to participate in shared governance of the Division, and functions to establish priorities of educational offerings, philosophy, purposes, and goals of the program; and to participate in faculty search procedures, advise and collaborate with the Division Chair regarding budget and program policies.

NURSING STUDENT ADVISORY COMMITTEE The committee serves to advise the Chair of the Division of Nursing on student concerns, to select

representatives to serve on standing committees, and to select recipients of teaching awards. Membership consists of three senior nursing students, three junior nursing students, and the Chair of the Division of Nursing who is an ex-officio member.

ADMINISTRATIVE COMMITTEES (Convened As Needed)

ACADEMIC GRIEVANCE REVIEW COMMITTEE: The Academic Grievance Review Committee functions to provide an avenue of due process to students who feel that their academic rights have been violated and who feel that their grievance has not been settled satisfactorily through discussions or hearings with the faculty member involved, the Program Coordinator and/or the Division Chair. Nursing students must exhaust all appeals efforts within the program before bringing a grievance to the academic grievance review committee. Students should bring their grievance to the Vice President for Academic Affairs who shall call a meeting of the committee. The committee shall consist of three faculty members and one student, who shall serve in an advisory capacity to the Academic Dean and/or the President as appropriate. The committee will be made up of one faculty member selected by the faculty member involved in the appeal, one faculty member selected by the student involved in the dispute, one faculty member selected by the Academic VP, and the student representative will be selected by the Vice President for Campus Life and Enrollment Management. The committee will conduct a hearing(s) on the case and make a written recommendation to the Vice President for Academic Affairs or President as appropriate. HONOR CODE COMMITTEES

HONOR COUNCIL This committee receives and acts upon reports of violations of the Academic Honor Code. The

committee consists of three faculty members appointed by the Faculty Senate, the Provost and Vice President for Academic Affairs, and one staff member. The Vice President for Campus Life and Enrollment Management serves as an ex officio member of the committee.

APPEALS BOARD

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The Appeals Board serves to provide due process to students who feel the actions recommended by the Campus Judicial Board are unjust. The function of the Appeals Board is to review written appeals by students of actions taken by the Honor Council. The Appeals Board has no direct contact with students, but reads the transcript of the case and decides whether an appeal should be granted.

The Appeals Board consists of four faculty representatives, and the President of SGA. The Vice

President for Campus Life and Enrollment Management and a recorder serve in an ex officio and non-voting basis.

SUPREME COUNCIL The Supreme Council serves to provide due process to any student who the Appeals Board feels did not

get a fair and equitable hearing by the Honor Council. The Council consists of two faculty members and a representative of ASG.

FACULTY APPEALS COMMITTEE: The Faculty Appeals Committee functions to review, upon request, cases involving contractual disagreements, issues related to academic freedom, and other grievances that may exist between a faculty member and the College administration. The Committee shall be composed of six faculty members, one from each academic division, who hold the rank of Associate Professor or higher. Should an appeal involve a decision made by a member of the committee, that individual shall excuse himself/herself from the committee during the appeals process. No administrator may serve on the committee. When a faculty member feels they have been unjustly treated, he/she may request a review of the case by the Faculty Appeals Committee. The request must be made in writing and must clearly state the situation and explain the basis for the appeal. The appeal should be sent to the Vice President for Academic Affairs, who will convene the committee for purposes of electing a chair to hear the appeal. The committee shall in a timely manner make a full inquiry into all aspects of the case and shall submit a written report of its findings and its recommendations to the President who will then make a decision on the appeal.

SPECIAL EVENTS COMMITTEES (Serve as Needed) AWARDS DAY COMMITTEE This committee assists the Provost and Vice President for Academic Affairs in planning and evaluating the annual spring Awards Convocation. HOMECOMING COMMITTEE This committee involves members from many different departments on campus who are involved in planning and evaluating the events associated with Homecoming each year. Membership is typically chosen from the Athletic Program and Alumni Affairs, as well as others as needed. COMMENCEMENT COMMITTEE This committee is chaired by the Vice President for Institutional Advancement and is responsible for planning the events associate the commencement each year. FINE ARTS COMMITTEE

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This committee is charged with responsibility of planning special functions, presentations, and performances on campus each year. The committee is also charged with the responsibility for approval of all events that qualify each term for Martin Moments credit.

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Martin Methodist College Standing Councils and Committees

2015-2016 (Members will rotate off the committee at the end of the year listed in parenthesis. The letter “P” indicates the person is serving on the committee due to their position at the College) Academic Council: (Division Chairs) Chair: Academic Dean Joyce Anderson Kayla Wiggins John White Jac Cole Grace Meier Bill Sodeman Admissions and Financial Aid Appeals Committee: Judy Cheatham (Chair) P Melissa Martiros (16-17)Pat Ford (17-18) Doris Wossum-Fisher (17-18)Scott Hileman (15-16) Johnny Jackson (16-17) Daniel McMasters (17-18) Lynn Ives (15-16)P Athletic Committee: Tim Wilson (Chair) (P) Chris Mattingly (16-17) Mary Martin (16-17) Bill Sodeman (17-18) Steve West (15-16) Scott Hileman ((15-16) Morgan May (P) Brodie Jeffrey (15-16)-student Core Curriculum Committee: Eric Stallions (Chair) (16-17) Michelle Meinhart (16-17) Johnny Jackson (15-16) Judy Cheatham (P) Ken Vickers (16-17) Dennis Haskins (P) Nan Wakefield (15-16) Laura Morefield (16-17) Ellie Meyer (P) Curriculum and Academic Policy Committee: (Division Chairs & Program Coordinators) Chair: Jim Murrell Division Chairs: Joyce Anderson, Jac Cole, Grace Meier, Bill Sodeman, John White, Kayla Wiggins

Program Coordinators: Chris Mattingly, Doug Dorer, Melissa Martiros, John Lancaster, , Kerbe

Lee, Natalie Millington, Daniel McMasters, Eric Stalions, Paula Stephenson, Ken Vickers, Nan Wakefield, Kayla Wiggins, David Wilkerson, Bill McKenney

Developmental Studies Committee: Eric Stalions (Chair) (16-17) Natalie Milliken (P) B. J. Keeton (P) Jac Cole (15-16) Ellie Meyer (P) Jennifer Aust (17-18) Judy Cheatham (P) Kayla Wiggins (17-18) Executive Council: Ted Brown (Chair) Judy Cheatham Jeff Bain Edna Brewer-Luna Dennis Haskins Jamie Hlubb David Jones Robby Shelton David Stephens Ed Trimmer Doris Wossum-Fisher ESL Advisory Committee: Natalie Milliken (Chair) Chris Mattingly (16-17) Kayla Wiggins (17-18)

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Jac Cole (15-16) Scott Hileman (17-18) Ellie Meyer (P) Robin Hood (P) Melissa Bruninga (16-17) George Cheatham (P) Eric Stalions (15-16) Evening College Committee: Robby Shelton (Chair) (P) Suzanne McAfee (P) Greg Brown (16-17) Judy Cheatham (P) Shiphrah Cox (17-18) Dennis Haskins (15-16) Casey Capps (P) Tina Smith (17-18) Pat Whittemore (16-17) Alicia Webb (15-16) Faculty Development Committee: Tina Smith (16-17) Nan Wakefield (15-16) Michelle Meinhart (co-Chair) Stanton Belford (17-18) Kim Goldinger Melissa Bruninga (co-Chair) Freshman Year Experience Committee (QEP Committee): Doris Wossum-Fisher (Chair) Ellie Meyer Kayla Wiggins Jim Murrell Dennis Haskins Daniel McMasters Laura Kirkpatrick Robby Shelton Brandi Belcher Alicia Webb Honor Program Committee: Brant Harwell (Chair) Ken Vickers Alicia Webb Scott Hileman Douglas Dorer Jac Cole Roger Ireson Kerbe Lee Maggie Taylor Austin Toy International Studies Committee: George Cheatham (Chair) (P) Bill Rutherford (16-17) Brant Harwell (P?) Natalie Milliken (P) Doris Wossum-Fisher (15-16)Eric Stalions (P) Judy Cheatham (P) Shiphrah Cox (P) Roger Ireson (15-16) Robin Hood (P) Michelle Meinhart (17-18) Kayla Wiggins (16-17) Library Committee: Richard Madden (Chair)(P) M. Charlotte Brown (P) Kim Goldinger (16-17) Pat Ford (17-18) Greg Brown (15-16) Domenic Nigrelli (15-16) James Reid (17-18) John White (16-17) Stephanie Richardson (16-17) John Lancaster (17-18) Susannah Choate (student) Promotion and Tenure: (five professors who are tenured to include Faculty Senate Chair, if qualified) Daniel McMasters (Chair) (17-18) Johnny Jackson (15-16) John Lancaster (16-17) Doris Wossum-Fisher (P) Brant Harwell (17-18) Post-Tenure Review Committee: Steve West (Chair) (16-17) Karen Ferguson (16-17) Kerbe Lee (15-16) Scott Hileman (17-18) Paula Stephenson (15-16) Retention Committee: Robby Shelton (Chair) (P) Katherine Hamill (P) Casey Capps (P) Ellie Meyer (P) Emma Hlubb (P) B. J. Keeton (P) Rhonda Clinard (P) (17-18) John White (15-16) Judy Cheatham (P) Shanna Hanes (17-18) Pat Whittemore (16-17)

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Safety and Security Committee John White (Chair) Jim Murrell Robby Shelton Jamie Hlubb SGA Representative Jack Gregory Shiphrah Dass Mandy Springer Richard Schoeberl Audra Hughes Service Learning Committee: Melissa Martiros (Chair)( P) Judy Cheatham (P)? Brandi Belcher (P) Mae Sanders (P) Ellie Meyer (16-17) Kerbe Lee (17-18) Louise Hawkins (16-17) Shanna Hanes (17-18) Alicia Webb (17-18) Brant Harwell (15-16) Sustainability Committee Domenic Nigrelli (Chair) Bill Rutherford Brandi Belcher Brant Harwell David Stephens Jack Gregory Jamie Hlubb Ted Brown Ken Vickers Lou Foster Stanton Belford Summer Program Committee Julie Shelton (Chair) Jeff Bain Jack Gregory Ed Trimmer Robby Shelton David Stephens Laura Morefield Pat Ford Jamie Hlubb Faculty Senate Chair: Doris Wossum-Fisher Senators: Jac Cole (Vice President), Nan Wakefield (Secretary), Tim Wilson, Kim Goldinger, Scott Hileman, Domenic Nigrelli, Daniel McMasters, (Ex officio)

Convened As Needed:

Honor Council: Judy Cheatham (P) Jac Cole (16-17) Audra Hughes (15-16) Eric Stalions(15-16) Tina Smith (17-18) Haley Wilson (P) Emily Lewis (P)

Appeals Board: Melissa Bruninga (16-17) Steve West (15-16) Paula Stephenson (16-17) Doug Dorer (17-18) Supreme Council: Kayla Wiggins (16-17) Karen Ferguson (17-18)

Faculty Appeals Committee: Social Sciences – Ken Vickers (15-16) Math & Science – Doug Dorer (15-16) Education – Daniel McMasters (16-17) Nursing – Karen Ferguson (17-18) Business – Paula Stephens(17-18) Humanities – Brant Harwell (16-17) Appointed and Convened as Needed:

Freshman Orientation Committee Publications Responsibility: Robby Shelton Responsibility: Sissy

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Regulations and Discipline Responsibility: Robbie Shelton

Special Events [Serve as Needed]

Awards Day Committee Commencement Committee Chair: Judy Cheatham Chair: Judy Cheatham

Homecoming: A function of several departments

Fine Arts Committee: Melissa Martiros, Chair Jack Gregory Michelle Meinhart Douglas Dorer Bernice Davidson David Wilkerson Bill Rutherford

Education Advisory & Long-Range Planning Committee: Tina Smith (Chair) Grace Meier Daniel McMasters Kerbe Lee Laura Morefield Stanton Belford Steve West 1 Elem. Ed. Student 1 Secondary Ed. Student County School Personnel

Teacher Education Committee:

Grace Meier (Chair) Kerbe Lee Daniel McMasters Tina Smith Pat Whittemore Laura Morefield Stanton Belford Gail Newton

Steve West Ken Vickers Chris Mattingly Rachel James Amy Harwell 2 County School Personnel

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APPENDIX H

HOLIDAYS FOR FISCAL YEAR 2015 - 2016

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MMC Holidays for Fiscal Year 2015-2016

• July 3rd MMC closed • September 7th MMC closed for Labor Day

• October 8th & 9th MMC closed for Fall Break (Faculty & Students)

The College will be closed Friday, October 9th for (Staff.)

• Nov. 26th & 27th MMC closed for Thanksgiving Break

• Dec. 24th & 25th closed for Christmas Holiday

• Jan. 1st MMC closed for New Year’s day Holiday

• From December 21st thru January 2nd staff may take an additional 3 days. Please check with your supervisor to schedule these days.

• Jan. 18th MMC closed for MLK Holiday

• March 7th to 11th MMC closed for Spring Break (Faculty & Students)

Staff may take 1 day during Spring Break. Please check with your supervisor to schedule this day.

• March 25th MMC closed for Easter Holiday

• May 30th MMC closed for Memorial Day

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APPENDIX I

ORGANIZATIONAL CHART

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