Plymouth State University

FACULTY MEETING MINUTESWednesday, February 6, 20133:35 PM – Heritage Commons

The meeting opened at 3:35 pm with the sound of the gong. There were approximately 76 faculty in attendance.

I. Approval of the draft minutes of the December 5, 2012 meeting.The minutes were accepted as submitted.

II. Reports

A. Sara Jayne Steen, President – no questions

B. Julie Bernier, Provost and Vice President for Academic Affairs – not in attendance

C. BOT Report (Pat Cantor) (See Appendix A): no questions.

III.Old Business (none)

IV. New Business

A. Resolutions of Standing Committees - PSU Curriculum Committee Course Syllabus Checklist (See Appendix B)

Wendy Palmquist spoke to this resolution, stating that the Curriculum Committee has seen many syllabi over the years. Now, they are also looking at compliance withNEASC requirements. The Committee would put this checklist on their website for anyone who needs guidance to use. Faculty do not have to redo already existing syllabi.

A voice vote was taken. The resolution was approved.

B. DISCUSSION (Deans) The College Deans have asked the Faculty Steering Committee to form a CourseEval Committee to oversee the electronic course evaluation process. Volunteers from each college are sought. (See Appendix C)Dean Gail Mears gave more detail on the mission of this committee. The intent is to form a task force with volunteer members to get the process going. Then they expect to form a committee to oversee this process in the future. A request was made for volunteers. Those interested should contact Speaker Williams. A discussion started to clarify the proper protocol for forming a task force. Speaker Williams will put out an official call for volunteers via the faculty email distribution list.

C. DISCUSSION (Angela Kilb, Terri Dautcher, Jim Hundrieser, VPEMSA) At the last Parking Committee meeting, Jim Hundrieser, VPEMSA, proposed that PSU charge all faculty and staff $10/yr to park their car on campus (each additional car will require a fee of $50/yr).  Students are already paying a parking fee to park on campus,

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and that fee will also rise. He argues that this fee is necessary to balance the budget, given that we have used surplus dollars to pay for lot maintenance for about the last 5 years (at a cost of about $50,000/yr), and the surplus will be completely gone by the end of this year. Parking fees for students will also be increased.

The parking committee will vote on whether or not to adopt the $10 annual parking fee for faculty and staff on Feb 13.  Based on that vote, the parking committee will make a recommendation to the cabinet who will make the final decision on the matter.

Angela Kilb explained that the purpose of this discussion was to get feedback from the faculty to take back to the Parking Committee. A lengthy discussion ensued.

While this would be 1 strategy to help with deficit, it won’t take care of the entire deficit.

The Committee is exploring using a hanging permit (from the rearview mirror) which costs more than having a paper sticker.

Would parking fees apply to Sodexo and PSU Bookstore employees? How about a scaled fee so lower income employees don’t pay as much as

professors and other upper level income employees? Could this fee be automatically renewed each year rather than have to go through

the whole process again? How about a veggie-shuttle van as a strategy to help with the deficit? Don’t raise fees for students, just create a faculty and staff fee. can we get more parking spaces since parking is so tight? People with non-

traditional work hours can never find a place – problematic to pay fees when you have to park far away or pay a meter.

A motion was made that tried to summarize what the faculty would find acceptable, but it was decided that there were too many variables and suggestions that had been discussed to have any kind of consensus vote. The motion was withdrawn. There was a suggestion to have a straw poll at this meeting. It was decided that the Committee had heard the comments made today so they have the information to consider without having a straw poll. VP Hundrieser thanked the faculty for their feedback.

D. MOTION from Academic Affairs Committee (Samuel Miller) to adopt a change in the language for the drop/withdrawal policy:

Current Policy/Catalog language:

Early EvaluationAll students who have earned 47 or fewer credits (first year through second year sophomore classification) are evaluated at the end of the first six weeks of classes during the fall and spring semesters. Instructors of full-semester courses submit grades on students’ performance. Students are urged to discuss these grades with their advisors and instructors. All first-semester, first year students (those who have attempted fewer than 12 credits), after consultation with the advisor and instructor(s), may drop full-semester courses(s) within two weeks after notice of the early evaluation.

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Proposed Policy/Catalog language revision (changes in bold):

Early EvaluationAll students who have earned 47 or fewer credits (first year through second year sophomore classification) are evaluated at the end of the first six weeks of classes during the fall and spring semesters. Instructors of full-semester courses submit grades on students’ performance. Students are urged to discuss these grades with their advisors and instructors. All first semester students (those who have attempted fewer than 12 credits). All students who receive 6-week grades, after consultation with the advisor and instructor(s), may drop full-semester courses(s) within two weeks after notice of the early evaluation.

Sam Miller made the motion. Seconded. Sam spoke to the motion and rationale. A discussion began.

Is it right that a student can sit in a class for 8 weeks and then drop it and not have some reflection on their transcript?

This sounds like an overload fee issue. AVP Zehr stated that he has the authority to do late drops to avoid the fee, but doesn’t like to do it.

There are not a lot of students affected by this change. Should a motion be passed for just a handful of exceptions?

Should 18 credits be set as the limit for overload fees? Is there another code (not W) that could designate a late drop on the transcript? It seems that this is merely making the same policy available to all students with

less than 47 credits – not just first year students. What if someone drops 3 classes and picks up 3 new classes under this policy

change? Most of the 2nd half classes are gen ed, so those wouldn’t help with major changes

and needing classes in the major. It might be difficult to find people to teach 2nd half classes with such a late demand.

Will advisors have to sign off on this? No. The Registrar can sign off on this. It may be problematic not discussing these late drops with advisors.

A voice vote was taken. The motion was defeated.

E. MOTION from Social Science (Kate Donahue and Pat May) to accept the proposed Certificate in Hospitality Management. (See Appendix D)

Kate Donahue made the motion. Seconded. Mark Okrant spoke to the motion and addressed questions.

A voice vote was taken. The motion was approved.

F. MOTION from Department of Music, Theatre and Dance (Jonathan Santore) to accept the BA Music Degree as a new option in Commercial Voice Performance. (See separate attachment pdf)

The motion made by Jonathan Santore. Seconded. No discussion.

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A voice vote was taken. The motion was approved.

G. MOTION from COBA (Robert Nadeau) to approve Professional Sales Certificate for the Division of Online and Continuing Studies (See Appendix E).

The motion made by Bob Nadeau. Seconded. Bob spoke to the motion and addressed questions.

question on why the Curriculum Committee vote was 5-4. AVP David Zehr explained that he voted against the motion because the proposed Certificate has the same requirements as the minor.

Students can’t major and minor in the same discipline – this allows the students who major in Business to get the certificate.

Wendy Palmquist explained that students coming into CoBA from DOCS can earn the certificate and then the degree.

Are we setting a precedent that we’ll change other rules in the future for DOCS students?

Certificates are a growing alternative and good marketing from DOCS.

A motion was made to call the question. Seconded. A voice vote was taken on the motion to call the question. The motion was approved.

A voice vote was taken on the original motion. The motion was approved.

H. MOTION from Faculty Welfare Committee (Grievance Resolution Committee - Anne Jung and Michael Fischler) to amend Section 2.10 Faculty Rights and Responsibilities (See Appendix F)

The motion was made by Anne Jung. Seconded. Mike Fischler and Anne Jung spoke to the motion. Actually, this motion was needed because of the motion below. Discussion. A voice vote was taken. The motion was approved.

I. MOTION from Faculty Welfare Committee (Grievance Resolution Committee - Anne Jung and Michael Fischler) to amend Section 2.18 Grievance Policy of the Faculty Handbook. (See Appendix G)

The motion was made by Anne Jung. Seconded. Ann spoke to the motion. Discussion. Concern was expressed that after the Grievance Committee makes its ruling, it

goes to the Provost where it could change. It should go HR. Victims should not be forced to sit at table with perpetrators. Is this a counseling type event or setting down the rules. Concerns about how we treat victims. Bullying needs to be addressed but this may not be the right way. Seems like an adversarial process. Concern about mediation versus hearing. Concern about list of “qualified” mediators – Who’s on the list? Who decided

they were qualified?

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It needs work.

A motion was made to table this motion by John Krueckeberg. Seconded.A voice vote was taken. The motion to table was approved.

J. INFORMATION (Steve Barba, Executive Director of University Relations) would like to address the faculty for about 5 to 10 minutes concerning university advocacy.

V. Announcements Nancy Puglisi won the raffle basket.

VI. The meeting adjourned at 5:12 pm.

Respectfully submitted,Alice O’Connor, Scribe

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APPENDIX A

Report on the USNH Board of Trustees Business MeetingGranite State College, Concord, February 1, 2013, 8:30-10:30 AM

NOTE: The Board of Trustees have adopted a new meeting structure as of September 2012. They now meet quarterly for a full day Thursday and a half day on Friday, with committees meeting all day on the Thursday and the Board conducting its business meeting on Friday morning. Minutes from the committee meetings are prepared overnight and delivered to the Board on Friday morning. Additional motions, not already on the agenda, that arise in the Committee meetings are presented on Friday mornings.

The Board meeting began with a moment of silence in memory of recently deceased Trustee John Crosier.

Chancellor’s Report:Chancellor McKay delivered his final report as Chancellor. His last day in that position will be March 1, 2013. He urged the Trustees to continue to advocate for higher education for NH and for the University System and thanked the Trustees, his colleagues, and all those involved in supporting USNH.

President Leach (GSC) Report:President Leach noted that Granite State College has had its highest enrollments ever this past year and has received high rankings from two national groups for access and on-line education. Board Actions: The BOT voted to appoint GSC President Todd Leach as Interim Chancellor to begin March

2, 2013. Leach will continue as GSC President while serving as Interim Chancellor. The BOT voted to approve full integration of UNH and the UNH School of Law. Full

integration will be achieved by next January.

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The BOT voted to approve that $2M be utilized for institutional marketing and enrollment purposes and that the presidents will report on the use of those funds at a future Trustees meeting.

The BOT voted to set maximum amounts for the FY 14 Mandatory Fees and Room and Board (academic year 2013-2014). (NOTE: Maximum amount for PSU fees and room and board is $11, 458.)

The BOT voted to authorize maximum amounts for nonresident tuition rates for FY 14 (academic year 2013-2014). (NOTE: Maximum amount for PSU nonresident tuition is $17,830.)

The BOT voted that “the setting of FY14 in-state tuition rates be deferred until clarification on the FY14 state operating appropriation is available, and that FY13 in-state tuition rates be used in financial aid packaging pending final determination of FY14 in-state tuition rates AND FURTHER, that if the FY14 state operating appropriation is not sufficiently increased to freeze FY14 in-state tuition rates at FY13 levels, any such appropriation shortfall will be offset by supplemental in-state tuition increases.”

Committee Reports:

Search Committee Reports: The chairs of the search committees for the Keene State College President and the Chancellor both reported on their progress. The KSC search committee hopes to have a recommendation for the Trustees by late March or early April. The Chancellor search is well underway and the initial round of interviews (airport interviews) will be held in March.

Executive Performance Review Subcommittee has established an ongoing process for performance reviews for the campus presidents. A subcommittee of the Executive Committee will conduct the performance reviews, which includes mid-year reviews in January and a self-evaluation and review of performance against goals in June.

Governance Committee has developed a Board self-assessment process, which will begin this May. The Board has approved the self-assessment tools and process.

Educational Excellence Committee has adopted a new process for program additions and deletions that does not give the BOT approval over this but allows input early in the process. The Educational Excellence Committee discussed quality metrics to understand and assess the quality of education and student experience according to four categories: retention and time to degree; employability of graduates; student learning outcomes; student engagement and satisfaction. They have identified metrics for first two of these four categories and have begun to discuss metrics for latter two. Chief academic officers asked to finish work on those before next meeting and bring some data from first two metrics. The Committee is seeking to be aware of and sensitive to how its decisions impact graduate student. The BOT Chair also urged that Trustees attend each campus’s academic fairs/showcases.

Financial Affairs Committee reported that all campuses are projecting positive operating margins. They are seeking to coordinate systems to reduce costs wherever possible. They have met with students from Keene, PSU, and UNH about process for determining mandatory fees.

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The Committee also brought three motions related to tuition and room and board. (See Board Actions section of this report.)

Financial Committee for Investments: The Vice-Chair of this Committee explained views of committee about managing the endowment and cash reserves.

Audit Committee reviewed all external and internal audits currently underway or recently completed.

Meeting ended at 10:17.

Respectfully submitted,Patricia Cantor, PSU Faculty Observer

************************************APPENDIX B

PSU Curriculum Committee Course Syllabus Checklist

All PSU syllabi should minimally contain the following components: Course number and title, # of credits, Semester and year Instructor name, contact information, office hours Course Description: the formally accepted course description as printed in the catalog Pre-requisites and/or co-requisites Additional Descriptors General Education (if applicable): the catalog description of applicable General

Education component Student Learning Outcomes: same for all sections of a course Required readings and materials Course Outline Assignments and Activities (including the date of the final exam or final activity) OSHA Standards/Safety regulations (if applicable) Attendance Policy: A short statement. Include the link to the policy:

https://www.plymouth.edu/undergraduate/files/2010/11/Class-Attendance-Policy.pdf Grading: A short statement. Include the link to the policy:

https://www.plymouth.edu/undergraduate/files/2010/11/Fair-Grading-Policy.pdf Academic honesty/integrity policy: A short statement. Include the link to the policy:

https://www.plymouth.edu/undergraduate/files/2010/11/Academic-Integrity-Policy.pdf ADA Statement: Plymouth State University is committed to providing students with

documented disabilities equal access to all university programs and facilities. If you think you have a disability requiring accommodations, you should immediately contact the PASS Office in Lamson Library (535-2270) to determine whether you are eligible for such accommodations. Academic accommodations will only be considered for students who have registered with the PASS Office. If you have a Letter of Accommodation for this course from the PASS Office, please provide the instructor with that information privately so that you and the instructor can review those accommodations.

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Other: For instance, many like to add statements about what to do if there is inclement weather/closings, or personal policies about classroom etiquette, etc.

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APPENDIX C

Dear Course Evaluation Task Force Member:

Thank you for agreeing to serve as a member of the Course Evaluation Task Force. The move to a University-wide electronic course evaluation system is an important initiative designed to support more effective collection, dissemination, and use of student feedback. This task force has been developed to help ensure that the process yields information that faculty find useful; facilitates continuous course and program improvement; is grounded in processes and procedures that are fair, reliable and respectful; and is implemented in a manner that promotes full student participation.

The Task Force membership is comprised of faculty from COBA, CAS, and CEHHS and includes faculty who teach at the undergraduate and graduate levels as well as University staff central to the implementation of the online course evaluation process.The Task Force is charged to make recommendations regarding the following areas and to report back to the Academic Deans by spring break:

The time frames during which course evaluations should be opened and closed to students. This should take into account courses that are delivered in a variety of formats

Review and recommendation regarding current common questions The processes for departments, programs and individual faculty to have input on

supplemental question development that is specific to the department, programs or instructor.

How the course evaluation data should be reported To whom the course evaluation data is available and in what formats How to enhance student participation and access

The Task Force is also asked to make recommendations regarding the structure and membership of an ongoing course evaluation advisory group to the Academic Deans. The advisory group will be an ongoing forum to monitor and revise the Course Evaluation process.

Thank you for your willingness to participate in this important project!

Sincerely,

Gail MearsCynthia VascakTrent BoggessAPPENDIX D

Curriculum ProposalCertificate in HOSPITALITY MANAGEMENT

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This non-degree certificate consists of six three-credit courses, for a total of 18 credits. The certificate will provide necessary elements for undergraduates in Tourism Management and Policy, Business Management, and other majors who wish to develop a basic understanding of the hospitality industry. Also, it can serve as an opportunity for those in the tourism/hospitality industry to capitalize on their employment experience. This certificate is different from other New Hampshire hospitality programs, as it focuses upon serving north country—i.e., sustainable, rural, historic—properties.

Program Objectives To provide students and community members, either seeking entry into the hospitality

field, or to move from entry level positions into jobs that provide more satisfactory wages, benefits, and comfortable lifestyles, with an understanding of this component of the tourism industry

To provide individuals with strong organizational, practical, and administrative skills useful for careers in hospitality, with a focus upon the rural, northern New England experience;

To build skills and understandings for individuals intending to work, or actually working in hospitality, through exposure to the hospitality industry as it relates to issues of heritage and sustainability.

Courses

Requirements: 18 Credits TMP2860 Introduction to Hospitality Management 3TMP3100 Lodging Operations Management 3BU2450 Principles of Marketing 3BU3420 Organizational Behavior 3

Plus, choose one from: 3AO2210 Cultural AnthropologyGE2002 Human GeographySO2220 Foundations of Sociology

Plus, choose one from: 3 SO3400 Human Dimensions of Natural Resource ManagementSO3480 The Rural Community: Conflict and ChangeTMP3000 Topics in Hospitality and Tourism Management

Course Descriptions

Required courses:TMP2860 INTRODUCTION TO HOSPITALITY MANAGEMENT (new course)This course provides an overview of the Industry today looking at key sectors: Lodging, Food and Beverage, Casino, Time Share, Franchising, Meetings and Conventions, Incentive Travel, Water Parks, Resorts, Spas. Alternate springs.

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TMP3100 LODGING OPERATIONS MANAGEMENT (new course)This course involves looking at the key aspects of Lodging Management: Front Desk, Reservations, Housekeeping, Maintenance, Security, Simple Accounting, HR, and Customer Service. Pre-requisite: Intro to Hospitality Management or taken concurrently. Alternate springs.

BU2450 PRINCIPLES OF MARKETING Presents an overview of the complete range of marketing activities and the role of marketing in our economic and social structure. Attention is given to the planning, distribution, pricing and promotion of goods and services to consumer and industrial markets. Falls and Springs.

BU3420 ORGANIZATIONAL BEHAVIOR An analysis of human work behavior at the individual, interpersonal, team and organizational levels. Emphasis is on the development of interpersonal competencies to allow individuals to effectively work as managers or professionals in the rapidly changing, team-oriented, culturally diverse and technologically integrated global climate facing modern organizations. Includes topics such as personality and attitudes, perception and attribution, motivation, communication, work stress, group and team dynamics, leadership, decision making, quality, ethics, job and organization design, conflict management, organizational culture and politics, and organizational change. Varied classroom approaches include lectures, cases, team projects, presentations and other experiential training techniques. Falls and Springs. (DICO)

Elective Courses:AO2210 CULTURAL ANTHROPOLOGY An introduction to the study of people and cultures around the world. A brief survey of the 4 major divisions of anthropology (archaeology, cultural, physical, linguistics) is followed by a comprehensive discussion of the concept of culture and its technological, social and ideological components. Falls and Springs.

GE2002 HUMAN GEOGRAPHYProvides Geography and Environmental Planning majors an introduction to the field of human geography, with a particular focus on the various subfields and their relationship to the social sciences. A general introduction to the field, open to any student. Reviews key concepts, viewpoints and methods of cultural geographers in examining how human activity is organized. Springs.

SO2220 FOUNDATIONS OF SOCIOLOGYTheories and methods of Sociology are applied to the analysis of such issues as social class, race, gender, religion and politics. Not open to students who earned credit for Introduction to Sociology. Falls and Springs. (DICO)Additional Options:SO3400 HUMAN DIMENSIONS OF NATURAL RESOURCE MANAGEMENT Throughout the world, natural resources such as forests, parks, wilderness areas, public lands, and water resources reflect the values of the people who create, use, manage, and support them. As a result, these dynamic socio-biological systems evolve and change in response to human needs, societal values, and political forces. Helps students articulate and evaluate these forces,

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and understand how managers and agencies address them in the contexts of ecosystem and park management, community sustainability, and tourism. Includes a strong international and cross-cultural component, with examples from each of the continents. Springs of even years.

SO3480 THE RURAL COMMUNITY: CONFLICT AND CHANGERural societies are outlined, for better or for worse, in terms of social interactions, natural and manmade environments, globalization, and technological change. Examines rural life in terms of the community, agricultural systems, natural resources, tourism, and development. Students engage and apply the tools and theories of multiple disciplines to critically analyze the social systems that impact rural people and rural communities at the local, national, and global level. Springs of odd years.

TMP3000 TOPICS IN HOSPITALITY AND TOURISM MANAGEMENTFocuses upon current issues that are affecting the tourism industry. Among the potential topics are: ecotourism, sustainability, heritage preservation and tourism, and hospitality issues. May be repeated for credit with a different topic. Prerequisite(s): TMP2750 or TMP2XXX. Springs.

TMP2860INTRODUCTION TO HOSPITALITY MANAGEMENT

This course provides an overview of the contemporary hospitality industry, examining key sectors: Lodging, Food and Beverage, Casino, Time Share, Franchising, Meetings and Conventions, Incentive Travel, Water Parks, Resorts, Spas.

CLASS MEETING TIME: TBD

INSTRUCTOR: Carl E. Lindblade, CHA email: carl.lindblade@plymouth.edu

TEXT: John A. Walker. Introduction to Hospitality Management, third edition. PRENTICE HALL ISBN-13: 978-013-506138

COURSE SCHEDULE

This course is divided in six areas of learning covering the spectrum of Hospitality.I- Chapters 1,2-Hospitality Spirit; TourismII- Chapters 3,4,5-The Hotel Business; Rooms Division Operation; Food and Beverage

OperationsIII- Chapters 6,7,8,9-The Restaurant Business; Restaurant Operations; Managed Services;

BeveragesIV- Chapters 10,11-Recereation, Theme Parks, Clubs and Gaming EntertainmentV- Chapters 12,13-Assemblies and Event ManagementVI- Chapters 14,15,16,17,18,19Managerial Areas of the Hospitality Industry

Instructor’s Expectations:

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It is expected that students will make the necessary effort to participate in an active learning atmosphere by engaging in the process through regular participation in class discussions. To do this will necessitate regular attendance, careful note taking, and commitment to preparation of class readings and written assignments.

Attendance: Attendance is required and will reflect upon your final grade.I take attendance shortly after the beginning of class. If you arrive late, you can assume that you have been marked absent and must see me after class in order to rectify that. If this policy goes counter to your style, then you should strongly consider an alternative course. If, however, an unusual situation develops, such as a serious and prolonged illness, or other problem, then you must see me during my office hours in order to take this into account. You must be prepared to document this unusual set of circumstances.

Cell Phones: It should go without saying that cell phones must be turned off during all classes!

Leaving Class: Unless you are ill, or about to fall out of your seat from boredom, please secure pizza, drinks, bagels, and go to the rest room before you come to class. This behavior is distracting . . . and rude!

ADA Statement:Plymouth State University is committed to providing students with documented disabilities equal access to all university programs and facilities. If you think you have a disability requiring accommodations, you should immediately contact the PASS Office in Lamson Library (535-2270) to determine whether you are eligible for such accommodations. Academic accommodations will only be considered for students who have registered with the PASS Office. If you have a Letter of Accommodation for this course from the PASS Office, please provide the instructor with that information privately so that you and the instructor can review those accommodations.

COURSE REQUIREMENTS. The course will cover the entire text. 10 quizzes, one mid term and one final. One book report. One Field Trip + Reflection, team class project that involves interviewing an industry professional and presenting summary findings to the class.

GRADING:Quizzes: 18%Mid Term 20%Book Report 18%- (2%+16%). See notes under Book Report.Field Trip + reflection 9%Class Project 12%Final 23%

Class Prep. Students (except for week 1) are expected to come to class having read the assigned chapter(s) for that week.

Quizzes are given in class and are unannounced. Some are open and some are closed book. Generally 10 questions.

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Book Review: Students go to a current Business Best seller list. WSJ, NYT, Bloomberg Business Week, Amazon, Barnes and Noble etc and select a book on current business practice. Week 3 bring you bring a one paragraph Book Title and brief outline for approval. Due Week 3 at the beginning of class. Worth 2% of 18 %. Report due Week # 9.

Grades are posted in MOODLE2 as soon as available but note they are not weighted until the end of the semester. Grade allocations are subject to revision, as the course flow and timing may warrant.

Field Trip: TBD, later in the Spring to a Hotel and other related businesses. A paper describing this experience must be submitted.

Class Project: You’ll be divided into teams of 3 and assisted in finding Hospitality Professionals in the area to interview either in person, via SKYPE, or email. You ask them: “Your Story”. How did you get into the business? What was your training? What’s Good, what’s Bad and what advice would you have for us? You’ll then cast this into a Power Point to present to the class. These will be scheduled from week 9 through 13 depending on the size of the class and the number of teams.

Guest Speakers: As available

COURSE OUTLINE

WEEK 1-ICHAPTER 1-Outline of the Course. What is Hospitality? A Look at what Service is in today’s world of Hospitality. Class Prep. Chapter 2.

Week 2-IDiscuss Chapter 2. Highlights of Tourism. The story of tourism and travel and its evolution to today. How Tourism evolved one day’s travel apart, from 20 miles to an around the world in a day. Class Prep Chapter 3

Week 3-IIDiscuss Chapter 3. The Hotel Business. Types of Hotels. Green Lodging. International Lodging. Employment opportunities here in New Hampshire, the US and the World. Class Prep Chapter 4.Book Selection Due

Week 4-IIDiscuss Chapter 4. Rooms Division Operation. (Preview of the content of your next full course.) How does a Hotel operate? Revenue Management, Security, Trends. Class Prep Chapter 5.

Week 5-IIDiscuss Chapter 5. Food and Beverage. The 7 steps of food prep. Temperatures, Sanitation, Catering, Trends, Franchising. Class Prep read Chapter 6,7

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Week 6-IIIDiscuss Chapters 6 and 7.The Restaurant Business. Trends Marketing, Chapter 7. Restaurant Operations. Staffing, sanitation, food cost. Necessary and difficult part of Hospitality. Dangers. Class Prep. Chapter 8 and 9

Week 7-IIIDiscuss Chapter 8-Managed Services. A look at airports. Contract feeding, Stadiums, Schools, Military etc. Chapter 9-Wines, Beer, Spirits. Responsible Service. Dram Laws, License holder’s responsibilities. Beverage cost calculation. Class Prep Chapter 10.

Week 8-IVDiscuss Chapter 10-Recreation, Theme Parks and Clubs. Commercial Recreation, Government sponsored. National Parks etc. Class Prep. Chapter 11.

Week 9 IVDiscuss Chapter 11. Casino Gaming Historical View, Native American Factors, Hotel Operations, Types of table Games and Slots. Impact on Government Revenues. Is it the answer for states short of Funds? New Hampshire’s role in this “Game” --you might be surprised. Class Prep Chapter 12 and 13.

Book Report Due

Class Presentation(s)- as scheduled

Week 10- VDiscuss Chapter 12 and 13. Meetings and Conventions MEEC. 40% of the Industry. Types of meetings. The easiest are the most profitable. Different Venues and Trends. Special Events and Event Management. A good business. Requires lots of networking, but not much capital. Class Prep 14

Class Presentation(s)-as scheduled

Week 11-VIDiscuss Chapter 14, Leadership and Management. What are the differences between the two and what are the functions of each? Ethics. A look at the best and the worst.Class Prep read Chapter 15 and 16.

Class Presentation(s)-as scheduled

Week 12-VIDiscuss Chapter 15 and 16. Planning. The need for it, monitoring and updating based on performance and consumer feedback. Operational and Strategic Planning. Organizing, the steps after Planning. Contingency Planning. Class Prep Chapter 17 and 18.

Class Presention(s)-as scheduled

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Week 13-VIDiscuss Chapter 17 and 18. Communications as part of planning and operations. Human Resources. Our most difficult area to manage yet the most controllable expense. Meeting local State and Federal laws. EEOC, FMLA, Wage and Hour, Workers Comp. Class Prep Chapter 19.

Class presentation(s)-as scheduled

Week 14-VIDiscuss Chapter 19. The element of control to operate a business in a multi-cultural environment. Review for the Final Examination.

Tmp3100LODGING OPERATIONS MANAGEMENT

The course is designed to teach students the duties and workings of management in a full service hotel. The course will concentrate on two areas: the actual operation of a front office, and how the front office function relates to the other departments in a hotel. Key areas of knowledge: Planning, Communications, Training, Reservations, Sales, Security, Housekeeping, Sanitation, Bell Service, Staffing, Financial Accounting as it pertains to Revenue Management, Guest Accounting and the Night Audit, Cost Controls, Building and Environment Maintenance, Uniform System of Accounts (as applicable to Front Office Operation and Management and the role of the GM). To achieve these learning objectives, Lectures, labs, guest speakers and media are employed. Measurement is done with quizzes, exams, a book analysis, class participation, and a service evaluation paper.

The course will look at Hospitality as a critical economic component both in New Hampshire and nationally.

The course is taught through the prism of service as a product. Much information you will receive comes from the instructor, having operated 3 and 4 diamond hotels throughout his career.

INSTRUCTOR: Carl E. Lindblade, CHA email: carl.lindblade@psu.edu

CELL Phone 603-731-0650, OFFICE PHONE TBD. Email: Carl.Lindblade@plymouth.edu

Course Policies:

Instructor’s Expectations:It is expected that students will make the necessary effort to participate in an active learning atmosphere by engaging in the process through regular participation in class discussions. To do this will necessitate regular attendance, careful note taking, and commitment to preparation of class readings and written assignments.

Attendance: Attendance is required and will reflect upon your final grade. I take attendance shortly after the beginning of class. If you arrive late, you can assume that you have been marked absent and must see me after class in order to rectify that. If this policy goes counter to

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your style, then you should strongly consider an alternative course. If, however, an unusual situation develops, such as a serious and prolonged illness, or other problem, then you must see me during my office hours in order to take this into account. You must be prepared to document this unusual set of circumstances.

Cell Phones: It should go without saying that cell phones must be turned off during all classes!

Leaving Class: Unless you are ill, or about to fall out of your seat from boredom, please secure pizza, drinks, bagels, and go to the rest room before you come to class. This behavior is distracting . . . and rude!

ADA Statement:Plymouth State University is committed to providing students with documented disabilities equal access to all university programs and facilities. If you think you have a disability requiring accommodations, you should immediately contact the PASS Office in Lamson Library (535-2270) to determine whether you are eligible for such accommodations. Academic accommodations will only be considered for students who have registered with the PASS Office. If you have a Letter of Accommodation for this course from the PASS Office, please provide the instructor with that information privately so that you and the instructor can review those accommodations.

Exams Exams will cover textbook, lecture, and special reading content.

ACADEMIC INTEGRITY: The course will strictly follow PSU guides as outlined in the Student Handbook.

Required TEXT:Managing Front Office Operations 8thh Ed. Kasavana and Brooks, Educational Institute of the American Hotel and Lodging Association.ISBN: 978-0-86612-265-8

Required Exercise: Writing about a service experience. We will be discussing the concept of service as a product. You will have a service experience, either good or bad on a plane, train, at a restaurant, or resort. In 2 pages you will describe the experience, and why it was good or how it could be better. 2 pages, double-spaced, 12 pt.

Lab Component: There will be a total of 4 hours of lab time at an area hotel. There will be a short feedback form to be turned in for pass/fail. There will be a log-in at the Front Desk to document that you have completed all four hours.

Front Desk- 2 hours Housekeeping-2 hours

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Current Events: In business we are impacted daily by the news around us. The federal administration, the price of gasoline, wars, weather—all impact our industry. Therefore, we will discuss the day’s events and how they impact the industry. You should subscribe to an on-line daily newscast: The New York Times, The Washington Post, Yahoo, or any of your choice. You should read the headlines each day before class.

GRADING-Each submission will receive a numeric grade. All grades are weighed and added at the end of the semester to yield a final numeric grade, which is then converted into a letter grade. Grades are posted on MOODLE2 as soon as they are available.

First Exam 25% Second Exam 25% Book 20% Quizzes 20 % Lab Pass/Fail Service Paper 10 %

BOOK REVIEWYou will find a current BUSINESS Book Best Seller List on Line: New York Times, Bloomberg Business Week, Amazon, Wall Street Journal. Select a book from these lists or any business or sports management book that has been written since 2007. The purpose of this exercise is to give you some insights into current popular management literature, to require that you integrate that reading with current industry challenges, and to require that you present your thoughts in a cogent manner. You will be asked to look at the Management theory discussed in the book and evaluate how that would work in the Hospitality Business.

The paper will be 5 pages in length, 12 Pt, double spaced.

SAMPLE BOOK REVIEW CHOICES Open For the Season, Abbott Out of print, see instructorThe Customer Comes Second, Hal F. RosenbluthThe World is Flat, FriedmanAny Book by Jack (Suzy) WelchManaging for Excellence, Bradford & Cohen

Outline of the Course

WEEK 1Introductions, Explanation of Syllabus, Service Experience Paper Explained.

The Guest Cycle+ A Definition of ServiceSeptember 11…the world changes

- Size-Target Markets-Levels of Service-Ownership and AffiliationTypes of Guests-Buying Influences

Discuss Chapter 1 –Presented by the Instructor. You’ll have to read later.

Class Prep, Read Chapter 2 and 3-Hotel Organization-Goals-Functional Areas-Rooms-F and B-Accounting M and R.

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WEEK 2PLAN LAB WORKDiscuss Chapter 2 and 3

Class Prep Chapter 4-Front Office Operations-The Guest Cycle (again)-PMS’s- (Telecommunications)

WEEK 3Discuss Chapter 4

Key Concepts: Organizational Structure. How a Hotel is organized to deliver its primary product which is SERVICE

Class Prep Read Chapter 5 and 6Reservations and Sales-Types of Reservations-Distribution Channels-Revenue and Yield

Management.

WEEK 4Discuss Chapter 5 and 6

BOOK SELECTIONS MADE AND APPROVED by CLASS THIS WEEK EMAIL TO INSTRUCTOR

Class Prep: Read Chapter 6-again Key Concepts The Registration Process-How that’s changing-Issuing the “Key”-hierarchy of cards-Walk-ins-Overbooking-Selling the Guest Room.

Discuss Chapter 5 and 6

WEEK 5Continued discussion of Chapter 6

Guest speaker. TBAClass Prep: Read Chapter 7-Communication Front Office-Guest-Interdepartmental

WEEK 6Discuss Chapter 7

Class Prep Chapter 8- Security –Locks-Lights-Logs-Staff as SecurityREVIEW FOR MID TERM

Chapters 1-7

WEEK 7Class Prep Chapter 8- Front Office Accounting-Folios-Cash Outs etc-Frau

WEEK 8B O O K R E P O R T S D U E

Discuss Chapter 8 Class Prep-Chapter 9 Checkout Options…Credit Cards as A/r- cc %’s-Guest History—Aging

WEEK 9Mid Terms Returned.

Discuss Chapter -Conclusion

Special Lecture on Presentational CommunicationsClass Prep-Chapter 10-Housekeeping and Maint. Room Status-Room Inventory

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Discuss Chapter 10-Preview

WEEK 10Continue Chapter 10

Class Prep: Chapter 11 The Night Audit. This chapter plus a special manual home work exercise where you’ll do an actual audit. What it does is to highlight WHAT is happening in

accounting. Group ActivityBOOK REPORTS DUE

VIDEO PRESENTATION WITH STUDY GUIDE- “It’s a Living-A Day in the Life of the Waldorf”

WEEK 11Night Audit-continues-In class project in teams

Class Prep Chapter 12Service Reports Due

Class Prep Chapter 12-Planning and Evaluating-Forecasting-Revenue Management-Compression-Daily Ops Report-

WEEK 12Discuss Chapter 12

Class Prep Chapter 13 Revenue Management—continuing from the basics in Chapter 12. Compression-Yield-Revenue Management.

WEEK 13Discuss Chapter 13

Class Prep Chapter 14-Personell Issues.

WEEK 14Discuss Chapter 14

Special Lecture Sales Techniques

TBD Final Exam Week

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APPENDIX EProfessional Sales Certificate

The Professional Sales Certificate will help us market our Division of Online and Continuing Studies. It can afford non-traditional students access to specialized training in a career field that would improve their job opportunities. It is also helps traditional business majors earn a sales certificate which will help our students become more marketable in their search for employment.Currently only marketing majors can declare a sales option for completing the Sales Leadership Program, and non-business majors can declare a sales minor. This enhancement allows non-marketing business major (ie business administration major) to complete the Sales Leadership Program and declare a sales certificate.   

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The Sales Certificate consists of the following 19-21 credits: BU-2450: Principles of Marketing, BU-3280 Professional Selling Skills I, BU-3420: Organizational Behavior, BU-3290: Professional Selling Skills II, BU-4260: Interpersonal Relations, BU-4330: Sales Management, and one of the following electives: Sales Internship BU 4380(1-3 credits), BU-3350: Event Marketing, BU-3370: Advertising and Promotion Management, BU 4440: Global Marketing.The Curriculum Committee vote was 5-4-0-2.

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APPENDIX F

Plymouth State UniversityFaculty Handbook Amendment Spring 2013Faculty Statement on Workplace BullyingNew Section in 2.10, Section F, Faculty Rights and ResponsibilitiesPlymouth State University Statement on Workplace Bullying

Plymouth State University wishes to promote a friendly, welcoming, and healthy environment in conjunction with the University’s Mission Statement. Every individual is entitled to be treated with respect and to be free from bullying and harassment. All members of the University community are expected to behave in a manner which demonstrates proper regard for the rights and welfare of others.

PSU defines bullying as severe and/or repeated inappropriate behavior, either direct or indirect, whether verbal, written, physical, or electronic expression, conducted by one or more persons against another or others, in the workplace and/or in the course of employment. Bullying may be intentional or unintentional. It consists of abusive conduct relative to acts, omissions, or both, that a reasonable person would find hostile, based on the severity, nature, and frequency of the conduct and without regard to the method of delivery (verbal, written, physical, or electronic). Abusive conduct may include, but is not limited to: repeated infliction of verbal abuse, such as the use of derogatory remarks, insults, and epithets; verbal or physical conduct of a threatening, intimidating, or humiliating nature; the sabotage or undermining of an individual’s work performance; or attempts to exploit an individual’s known psychological or physical vulnerability.

The following examples may constitute, but are not limited to, evidence of workplace bullying: Persistent negative singling out of one person or persons Using obscene gestures Not allowing a person to speak or express him/herself (i.e., ignoring or interruption). Personal insults and use of offensive nicknames Public humiliation

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Constant criticism on matters unrelated or minimally related to the person’s job performance or description

Repeatedly accusing someone of errors which cannot be documented Spreading rumors and gossip regarding individuals Undermining the ability of someone to do their work (e.g., overloading, underloading,

withholding information, setting meaningless tasks, setting deadlines that cannot be met, giving deliberately ambiguous instructions)

Deliberately excluding or isolating an individual from work-related activities (meetings, etc.)

Threats of abuse to an individual or an individual’s property (defacing or marking up property) or employment.

Retaliation against a person who reports bullying, who provides information during an investigation of bullying, or who is a witness to or has reliable information about bullying

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APPENDIX G

Plymouth State UniversityFaculty Handbook Amendment Spring 20132.18 Grievance Policy

Note: Deletions are represented with strikethroughs

[October, 2004: Certain revisions to this policy have been suggested by the PSU Office of Human Resources and considered by the Faculty Welfare Committee. One pending suggestion is noted in green highlighted text below. The Faculty Welfare Committee is considering this suggestion, and would bring any proposed change to the faculty for a vote.]

A. PREAMBLEThe Faculty and Administration of Plymouth State University affirm their conviction that the University is an academic community in which policies should be characterized by, and individuals treated in, a spirit of fairness and equity. However, it is recognized that from time to time grievances may arise. It is the purpose of this procedure to encourage prompt resolution of such grievances and to recognize the importance of settling them fairly, without fear or prejudice or reprisal and in a manner which protects the rights of everyone concerned. The aggrieved will follow the orderly process hereinafter set forth, and these procedures shall be the final campus remedy used for their resolution.

Any status faculty member – including tenure-track faculty, faculty-in-residence, and contract faculty – is eligible to use this grievance procedure. [revised 12-30-04 in accord with USNH OLPM USY.V.D.12.3.1.2]

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B. GUIDING PRINCIPLES AND PURPOSE OF THE PLYMOUTH STATE UNIVERSITY FACULTY GRIEVANCE RESOLUTION POLICY

The Faculty Grievance Resolution Policy exists to protect the academic freedom of PSU faculty and to protect individual faculty members from incidences of workplace bullying. (See, PSU Faculty Handbook Section 2.10 A, Academic Freedom, and Section 2.10 F, Workplace Bullying).

The purpose of the Faculty Grievance Resolution Policy is to provide the means by which an aggrieved faculty member can seek counsel, obtain informal mediation between themselves and another faculty member, or seek a formal hearing on a grievable act defined as any action(s) in which allegedly:

1. A faculty member’s right to academic freedom has been abrogated2. A faculty member has experienced incidences of workplace bullying

The Faculty Grievance Resolution Committee will NOT be involved in alleged grievable acts listed below:

In cases where a Board of Trustees, University System, or Plymouth State University policy has been violated

In cases where a faculty member is unfairly discriminated against on the basis of sex, sexual orientation, race, age, religion, color, marital status, national origin, or handicap

In cases where the accepted University procedure for renewal of contract, promotion and/or tenure has been violated

In cases where employment-related policies and procedures have been violated, excluding dismissal of tenured faculty (see Section 2.9 for conditions involving dismissal including tenured faculty).

These cases will be managed by Human Resources without the direct, official participation of the GRC. EXCEPTION: The Committee will serve as the hearing panel for faculty under the Grievance Resolution policy of the Human Resources Office, as stated in the PSU Online Policy Manual (OLPM), PSU.V.D.13.2.4.1. (http://www.usnh.edu/olpm/PSU/V.Pers/D.htm#13)

A. DefinitionA grievable act is defined as any action (s) which allegedly:

1. violates a Board of Trustees, University System, or institutional policy [revised 12-20-04 to use wording from USNH OLPM USY.V.D.12.3.1.1]

2. abrogates or denies a faculty member’s academic freedom;3. unfairly discriminates against a faculty member on the basis of sex, sexual orientation,

race, age, religion, color, marital status, national origin, or handicap;4. violates accepted University procedure for renewal of contract, promotion and/or tenure;

5. violates employment-related policies and procedures, excluding dismissal of tenured faculty (see

Section 2.9 for conditions involving dismissal including tenured faculty);

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B. Grievance Resolution Committee

C. THE GRIEVANCE RESOLUTION COMMITTEE

Grievance Resolution Committee membership is established under Article XI. F. 11 of the Bylaws of the Plymouth State University Faculty. (http://www.plymouth.edu/office/vpaa/files/2010/04/Fac-Bylaws-5-5-2011.pdf). The Grievance Resolution Committee will strive to maintain confidentiality at all steps throughout the grievance procedure. Attendance at meetings of the Grievance Resolution Committee is by invitation only.

Any member of the Grievance Resolution Committee who either has or perceives a conflict of interest in his or her involvement in a particular grievance shall so inform the Chair and recuse himself or herself from further participation in the formal grievance procedure. If the impartiality of the Chair of the Grievance Resolution Committee is challenged by a party of interest, the Chair of the Faculty Welfare Committee will make the determination as to whether or not a conflict of interest exists. If the impartiality of any other member of the Grievance Resolution Committee is challenged by a party of interest, the Chair of the Grievance Resolution Committee will make a determination as to whether or not a conflict of interest exists. If the currently sitting Chair of the Grievance Resolution Committee is to be removed because of an upheld challenge of impartiality, the new chair (as prescribed in the following paragraph) will make the determination on challenges to any other members of the Grievance Resolution Committee.

In either case, the Faculty Speaker will appoint a replacement who is acceptable to both parties to the grievance to serve as a replacement member on the hearing panel. If the Chair of the Grievance Resolution Committee is replaced, then the new constituted hearing panel shall elect a new chair for the impending hearing.

THE GRIEVANCE RESOLUTION PROCESS

D. INFORMAL RECONCILIATION

The Grievant shall consult with the Chair of the GRC (or member of the GRC designated by Chair) who is responsible for explaining the rights, options, and procedures available to all parties in the grievance process.

Written notification of informal grievance shall be submitted to the Chair of the Grievance Resolution Committee with a copy to the Director of Human Resources who will be responsible for coordinating the informal reconciliation process, including providing a copy of the written notification to the Respondent.

The written notification shall identify the nature of the grievance and how this grievance violates University statements on either Academic Freedom or Workplace Bullying. The aggrieved must initiate the grievance process within 10 calendar days following the time when the faculty member could reasonably have been aware of the existence of the situation which is the basis of

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the grievance and within one year of its occurrence. [revised 12-20-04 in accord with OLPMV.D.12.3.1.3] However, the Grievance Resolution Committee has discretionary authority at any time during the grievance procedure to extend a deadline as necessary to ensure a thorough and fair process.

At the informal discussion, every attempt should be made to reconcile differences through face to face discussion and negotiation of the issues. The Grievance Resolution Committee will not be involved in these discussions directly, but will maintain contact with parties involved to help ensure that a good faith effort at reconciliation is made. Informal reconciliation phase should be completed within 30 calendar days after the initiation of the process.

The Grievant will notify the Chair of the Grievance Resolution Committee with regards to the outcome of the Informal Reconciliation phase and provide a copy of the notification to the Respondent.

E. MEDIATION

If the complaint is not resolved through informal reconciliation, the Grievant, in consultation with the Chair of the Grievance Resolution Committee (or a member of the GRC designated by the Chair) or Human Resources), may request mediation, or file a request for a formal hearing. The Chair (or member of the GRC designated by the Chair) will be the liaison between the Grievant, the Respondent, HR, and the GRC. Both parties will agree on a mediator from the list of qualified mediators. Both parties must also agree on a time and location for mediation. The Office of Human Resources will coordinate this process. Reasonable expenses will be paid by the University.

The Chair of the Grievance Resolution Committee will inform the GRC with regards to the outcome of Mediation.

C. Grievance ProcedureAny faculty member eligible to use this grievance procedure who feels that he or she has beenaggrieved must initiate the grievance process within 10 calendar days following the time when the faculty member could reasonably have been aware of the existence of the situation which is the basis of the grievance and within one year of its occurrence. [revised 12-20-04 in accord with OLPM V.D.12.3.1.3]

[Suggestion by HR Office: “Deadlines: Faculty members are encouraged to file a grievance according to the filing requirements of the process. All grievances will be handled as expeditiously as possible adhering to the deadlines outlined. However, the Chair of the Grievance Resolution Committee has discretionary authority at any time during the grievance procedure to extend a deadline to ensure a thorough and fair process.” The Faculty Welfare Committee (4-05) suggests the following wording of the last sentence: “However, the Grievance Resolution Committee has discretionary authority at any time during the grievance procedure to extend a deadline as necessary to ensure a thorough and fair process.” This has not yet been brought to the full faculty for a vote.]

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1. Informal Grievance ProcedureWritten notification of informal grievance shall be submitted to the Chair of the GrievanceResolution Committee with a copy to the Director of Human Resources who will be responsiblefor coordinating the stages of the informal grievance process.

Prior to initiating a formal grievance, the aggrieved must attempt reconciliation with allappropriate administrators and faculty. These discussions may include Department Chairs,members of the administration, parties of interest, and other persons who are either involved in or affect the situation and/or action for which a grievance may be brought. A qualified mediatoragreeable to both parties may be used. Reasonable expenses will be paid by the University.

At the informal discussion, every attempt should be made to reconcile differences through face-to-face discussion and negotiation of the issues. The Grievance Resolution Committee will not be involved in these discussions directly, but will maintain contact with parties involved to helpensure that a good faith effort at reconciliation is made. The informal grievance procedure mustbe completed within 60 calendar days after the initiation of the process.

If, by the determination of the complainant, no acceptable resolution is forthcoming from theinformal process, he or she may then file a formal grievance with the Chair of the GrievanceResolution Committee within 30 calendar days after the completion of the informal grievanceprocedure but in no event later than 90 calendar days after the initial filing of the grievance at the informal stage.

F. FORMAL GRIEVANCE PROCEDURE

If the complainant believes that that grievance was not resolved through Mediation, he/she may request in writing a formal hearing with the Chair of the Grievance Resolution Committee (or member of the GRC designated by the Chair), with a copy to the Office of Human Resources for informational purposes, within 30 calendar days after the completion of Mediation.

The written request shall identify (1) the nature of the grievance (i.e. specific action, pattern of action on the part of the Respondent); (2) how the grievance violates University statements on either Academic Freedom or Workplace Bullying; (3) a summary of the outcome(s) of Informal Reconciliation and/or Mediation.

The Grievance Resolution Committee shall meet within 21 calendar days after receiving the formal grievance to schedule a prehearing meeting.

Prior to the formal hearing, there will be a meeting with the GRC, the Grievant, the Respondent and their advocates to determine the following:

(1) The procedures to be followed in the formal hearing.

(2) The witnesses for the formal hearing. To determine these witnesses, the Grievant, Respondent and the Committee will work together closely, using as criteria (1) witnesses with

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information relevant to the grievance, and (2) witnesses who can share new information in an effort to avoid redundant testimony.

(3) The relevant documents to be used at the formal hearing.

(4) The general factual areas about which witnesses will testify.

The advocate must be a PSU employee and shall not have a law degree.

The Human Resources Office will make available to the Grievance Resolution Committee all necessary resources and will undertake, as needed, the facilitation of the formal hearing.

F.1. The Formal Hearing

All documents and a summary of areas of testimony identified during the prehearing shall be made available to Grievant and Respondent before the hearing.

The hearing will include, but is not limited to the Grievant and his/her advocate, the Respondent and his/her advocate, and the Grievance Resolution Committee.

The Grievance Resolution Committee will conduct the formal hearing. The Grievant, the Respondent, and their advocates have the right to hear the testimony and to respond to testimony during the hearing, and question the witnesses. The Grievance Resolution Committee will make all appropriate decisions as to the conduct of the hearing and the evidence received.

Within 21 calendar days of the conclusion of the hearing, the Grievance Resolution Committee shall report in writing to the parties involved, and to the Provost, its findings on whether the grievance is founded or unfounded and recommendations to remedy the situation.

If the Provost should determine that implementation of the Grievance Resolution Committee’s recommendation(s) is impossible or would cause grave harm to the University, he or she shall, within 21 calendar days, so inform in writing the Chair of the Grievance Resolution Committee, the Grievant and the Respondent, setting forth in detail the reasons underlying his or her determination.

Insofar as possible, the remedies available under this grievance resolution procedure shall be limited to those necessary to address the grievance.

All materials used in the grievance process, including tape recordings, exhibits, minutes and affidavits, shall be held in a sealed file in the PSU Human Resources Office. This file shall be separate from the individuals’ personnel files. The only people authorized to open the files are the Grievant, the Respondent, and appropriate administrators who prove an official need to know.F.2. Appeal

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The decision of the Provost may be appealed to the University President within 21 calendar days of the Provost’s determination of the case. Appeals should clearly state all grounds for the appeal. The President shall decide whether the grounds for appeal have merit and may call for a rehearing of the case, if necessary.

The President’s decision is final.

2. Formal Grievance ProcedureNotification: The grievant shall file his/her grievance in writing with the Chair of the GrievanceResolution Committee. The grievance shall identify (1) the nature of the grievance, i.e. thespecific action or pattern of actions which is being grieved; (2) the background and reasons whythe grievant believes the action was in error; (3) where relevant, the specific provision of theFaculty Handbook, policy, practice or procedure alleged to have been violated and (4) thegrievant’s perception of the appropriate remedy of the grievance. Once the grievance has beenfiled, the Chair shall forward a copy of the grievance to the Respondent(s). The Committee shallmeet to discuss the grievance among themselves and shall then schedule a hearing no later than 21 calendar days after receiving the grievance.

Procedure:The following procedures are to be followed when a faculty member files a grievance:

a. The formal grievance procedure shall include both a prehearing and a formal hearing. Duringthe prehearing and the formal hearing both the grievant and the respondent and theiradvocates will be allowed to hear and to respond to all testimony. Each party may have oneadvocate. The advocate must be a PSU employee and shall not have a law degree.

b. The Human Resources Office will make available to the Grievance Resolution Committee allnecessary resources and will undertake the facilitation of both the prehearing and the formalhearing.

c. The Prehearing

The Grievance Resolution Committee shall hold a prehearing with the grievant, the respondent, and their advocates. The purpose of the prehearing shall be:

(1) to establish the procedures to be followed in the formal hearing.(2) to determine witnesses for the formal hearing. To determine these witnesses, the grievant,respondent and the Committee will work together closely, using as criteria (1) witnesseswith information relevant to the grievance, and (2) witnesses who can share newinformation in an effort to avoid redundant testimony.(3) to determine the relevant documents to be used at the formal hearing.(4) to identify and summarize the general factual areas about which witnesses will testify.

d. The Formal Hearing

All documents and a summary of areas of testimony identified during the prehearing shall be

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made available to grievant and respondent before the hearing.

The hearing will include, but is not limited to the grievant and his/her advocate, the personbeing grieved (respondent) and his/her advocate, and the Grievance Resolution Committee.

The Grievance Resolution Committee will conduct the formal hearing. The grievant, therespondent, and their advocates have the right to hear the testimony and to respond totestimony during the hearing, and question the witnesses. The Grievance ResolutionCommittee will make all appropriate decisions as to the conduct of the hearing and theevidence received.

e. Within 10 calendar days of the conclusion of the hearing, the grievant and respondent maysubmit a written summary of their positions to the Grievance Resolution Committee. Within21 calendar days from receiving any written summaries the Grievance Resolution Committeeshall report in writing to the parties involved and to the President its findings andrecommendations. If the Committee finds no recommendations appropriate, it will state itsreasons for so finding in its report.

f. If the President should determine that implementation of the Grievance ResolutionCommittee’s recommendation(s) is impossible or would cause grave harm to the University,he or she shall, within 21 calendar days, so inform in writing the Chair of the GrievanceResolution Committee, the grievant and the respondent, setting forth in detail the reasonsunderlying his or her determination. No grievance resolution shall be considered precedent-setting.

g. Remedies: Insofar as possible, the remedies available under this grievance resolutionprocedure shall be limited to those necessary to address the grievance.

h. Record-keeping and Access to Records: All materials used in the grievance process,including tape recordings, exhibits, minutes and affidavits, shall be held in a sealed file in thePSU Human Resources Office. This file shall be separate from the individuals’ personnelfiles. The only people authorized to open the files are the grievant, the respondent, andappropriate administrators who prove an official need to know.

D. AppealAppeals of decisions and/or recommendations of the Grievance Resolution Committee shall be made to the President, and shall be made within 21 calendar days of the report of the Grievance Resolution Committee. Appeals should clearly state all grounds for the appeal. The President shall decide whether the grounds for appeal have merit and may call for a rehearing of the case, if necessary.

[revised by Faculty 4-5-00; name changed from Review Committee to Grievance Resolution Committeeon 2-7-07]

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