SAINT MARY'S FACULTY HANDBOOK 2023-2024

SAINT MARY’S

COLLEGE OF CALIFORNIA

FACULTY HANDBOOK

2023-2024

Disclaimer Regarding the Mention of Contingent Faculty in this Handbook

The 2022-23 Collective Bargaining Agreement governs the employment

conditions of the contingent faculty. No mention of contingent faculty in this

document can be construed to hinder or conflict with the Collective

Bargaining Agreement.

Notice of Handbook Applicability

The information given in this Faculty Handbook of Saint Mary’s College of California is accurate as

of July 2023, with the exception noted in the contingent faculty disclaimer on the previous page.

This is the Faculty Handbook referred to in the Faculty Letters of Appointment. To the extent that there

is a conflict between the contents of the Faculty Handbook and those of any other faculty manuals or

handbooks, this Faculty Handbook takes precedence. When a faculty member has been authorized to

act in an administrative capacity (such as President, Provost, Vice Provost, Dean, Department

Chair/Program Director), to the extent that the person’s job responsibilities are not pedagogical but

administrative and supervisory, the relevant portions of the Staff Handbook apply and take precedence.

In compliance with applicable law and its own policy, Saint Mary’s College of California is committed

to recruiting and retaining a diverse student and employee population and does not discriminate in its

admission of students, hiring of employees, or in the provision of its employment benefits to its

employees and its educational programs, activities, benefits and services to its students, including but

not limited to scholarship and loan programs, on the basis of race, color, religion, national origin, age,

sex/gender, marital status, ancestry, sexual orientation, medical condition or physical or mental

disability.

Saint Mary’s College is an Equal Opportunity Employer.

reproduced without the written permission of Saint Mary’s College of California.

SAINT MARY’S COLLEGE OF CALIFORNIA

FACULTY HANDBOOK 2023-2024

TABLE OF CONTENTS

1. Mission, History, General Organization and

Governance of Saint Mary’s College 1

1.1 Saint Mary's College Mission Statement 1

1.2 History of Saint Mary's College 2

1.2.1 Accreditation 2

1.3 The Corporate Structure of Saint Mary's College of California 2

1.3.1 The Corporation 3

1.3.2 The Board of Trustees 3

1.3.3 The Board of Regents 3

1.3.4 The Officers of the College 3

1.4 The Administrative Organization 4

1.4.1 The President 5

1.4.1.1 Chief Marketing and Communications Officer 5

1.4.2 Provost and Executive Vice President 5

1.4.2.1 Assistant, Vice and Associate Provosts, Academic Affairs 6

1.4.2.2 Deans, Academic Affairs 7

1.4.2.3 Director, Academic Affairs 7

1.4.2.4 Department Chairs 9

1.4.2.5 Chief Information Officer 10

1.4.2.6 Senior Diversity Officer 10

1.4.3 Vice Provost for Student Life 11

1.4.3.1 Dean of Students 11

1.4.3.1 Medical Director of the Student Health Center 11

1.4.3.3 Associate Vice President for Wellness 11

1.4.3.4 Executive Director for Public Safety and Transportation 11

1.4.4 Vice President for Finance and Administration 12

1.4.4.1 Associate Vice President and Chief Human Resources Officer 12

1.4.5 Vice President for Strategic Partnerships and Advancement 12

1.4.6 Vice President for Enrollment 12

1.4.6.1 Registrar 13

1.4.6.2 Dean of Admissions 13

1.4.6.3 Director of Financial Aid 13

1.4.7 Vice President for Mission 13

1.4.7.1 Dean for Mission and Ministry 13

1.4.8 Vice President for Intercollegiate Athletics 14

1.4.9 Vice President for Facilities 14

1.5 Organization Charts 15

1.5.1 Corporation and President of the College 15

1.5.2 Executive Vice President and Provost 16

1.5.3 Vice President for Student Life 17

1.5.4 Vice President for Finance and Administration 18

1.5.5 Vice President for Strategic Partnerships and Advancement 19

1.5.6 Vice Provost for Enrollment 20

1.5.7 Vice President for Mission 21

1.5.8 Vice President for Intercollegiate Athletics 22

1.5.9 Vice President for Facilities 23

1.6 Governance Structure 24

1.6.1 Shared Governance 24

1.6.1.1 Faculty Elections 25

1.6.1.2 The Academic Senate 28

1.7 Committee Structure 36

1.7.1 Board of Trustees Committees 36

1.7.1.1 Executive Committee 36

1.7.1.2 Academic Affairs and Enrollment Committee 37

1.7.1.3 Advancement Committee 37

1.7.1.4 Audit Committee 38

1.7.1.5 Finance Committee 38

1.7.1.6 Governance and Nominating Committee 39

1.7.1.7 Investment Committee 39

1.7.1.8 Mission and Identity Committee 40

1.7.1.9 Student Life Committee 40

1.7.1.10 Athletics Committee 41

1.7.2 Institutional Councils and Committees 41

1.7.2.1 President’s Senior Staff 41

1.7.2.2 College Committee on Inclusive Excellence 41

1.7.2.3 Sustainability Committee 42

1.7.2.4 Institutional Effectiveness Committee 43

1.7.2.5 Title IX Committee 44

1.7.2.6 Travel Risk Assessment Committee 45

1.7.3 Academic Affairs Councils and Committees 46

1.7.3.1 Provost’s Council 46

1.7.3.4 Ranks and Tenure Committee 46

1.7.3.5 Library Committee 49

1.7.3.6 Committee on Academic Appeals 50

1.7.3.7 International Program Coordinating Committee 51

1.7.3.8 Human Research Institutional Review Board 51

1.7.4 Academic Senate Committees 53

1.7.4.1 Grievance Committee 53

1.7.4.2 Faculty Welfare Committee 53

1.7.4.3 The Committee on Committees 54

1.7.4.4 Academic Administrators Evaluation Committee 54

1.7.4.5 Undergraduate Educational Policies Committee 55

1.7.4.6 Graduate and Professional Studies Educational Policies Committee 56

1.7.4.7 Program Review Committee 57

1.7.4.8 Admissions and Academic Regulations Committee 59

1.7.4.9 Faculty Committee on the Bookstore 60

1.7.4.10 Committee on Faculty Development and Scholarship 60

1.7.4.11 January Term Program Committee 61

1.7.4.12 Collegiate Seminar Governing Board 61

1.7.4.13 Core Curriculum Committee 62

1.7.4.14 Core Curriculum Working Groups 63

1.7.4.15 Comm. on Undergraduate Academic Advising and Student Success 64

1.7.4.16 Center for Equity and Excellence in Teaching 64

1.7.5 Student Life Committees 66

1.7.5.1 Disciplinary Hearing Board 66

1.7.5.2 Academic Recovery Review Board 66

1.7.6 Finance Committees 67

1.7.6.1 Budget Committee 67

1.7.6.2 Technology Planning and Policy Committee 68

1.7.6.3 Campus Facilities Planning Committee 68

1.7.6.4 Employee Benefits Advisory Committee 69

1.7.6.5 Retirement Benefits Committee 70

1.7.7 Miscellaneous Committees 71

1.7.7.1 Joint Committee of Associated Students of Saint Mary’s College,

Staff Council, and the Academic Senate 71

1.7.7.2 Faculty Handbook Review Committee 72

1.7.7.3 Cummins Institute 72

1.8 Revision Process of the Faculty Handbook 73

2. Faculty 74

2.1 Definitions of Faculty Status 74

2.1.1 Tenure-Track Faculty 74

2.1.1.1 Terminal Degrees 74

2.1.1.2 Exceptional Candidate Appointments (for such a rank) 75

2.1.2 Non-Tenure-Track Faculty 75

2.1.2.1 Visiting Professor 75

2.1.2.2 Contingent Faculty Positions 75

2.1.3 Emeritus/Emerita Faculty 75

2.1.4 Administrators with Faculty Retreat Rights 76

2.1.5 Temporary Appointment of Administrator to Rank Only 77

2.2 Types of Appointments 77

2.2.1 Probationary (Tenure-Track) Appointment 77

2.2.2 Tenured Appointment 78

2.2.3 Reduced Services (Tenured Appointment) 78

2.2.3.1 Phased Retirement Program (Tenured Appointment) 78

2.2.3.2 Retired Faculty Teaching Status 79

2.2.4 Non-Tenure-Track Appointment 80

2.2.4.1 Visiting Faculty 79

2.2.4.2 Assistant Adjunct 79

2.2.4.3 Associate Adjunct 79

2.2.4.4 Salaried Adjunct 79

2.3 Selection and Appointment Procedures 79

2.3.1 Selection/Appointment of Tenure-Track Faculty 79

2.3.2 Selection/Appointment of Non-Tenure-Track Faculty 81

2.3.2.1 Visiting Faculty 81

2.3.2.2 Contingent Faculty 81

2.3.3 Equal Employment Opportunity 81

2.3.4 Section 504, Rehabilitation Act of 1973: Compliance 81

2.3.5 Americans with Disabilities Act 81

2.3.6 Special Appointment Categories 81

2.3.6.1 Appointment of Christian Brothers 81

2.4 Evaluation of Adjunct Faculty 81

2.5 Rank and Tenure Records 81

2.5.1 Faculty Rank and Tenure Folder 81

2.5.2 Faculty Rank and Tenure Roster 82

2.6 Tenure and Promotion 82

2.6.1 Statement on Criteria for Tenure and Promotion 82

2.6.1.1 Additional Criteria 85

2.6.2 Procedures for Tenure and Promotion 86

2.6.2.1 Eligibility 86

2.6.2.2 Faculty, Department/Program and School Review Procedures 87

2.6.2.3 Rank and Tenure Committee Procedures 92

2.6.2.4 Student Rank and Tenure Committee Procedures 94

2.6.2.5 Recommendation and Decision Procedures 94

2.6.3 Advancement, Tenure and Promotion of Academic Administrators 96

2.7 Tenure 96

2.8 Separation 97

2.8.1 Resignation 97

2.8.2 Retirement of Tenured Faculty Members 97

2.8.3 Non-Reappointment of Tenure-Track Faculty 97

2.8.3.1 Notice of Non-reappointments of Probationary Tenure-track Faculty 97

2.8.3.2 Standards of Notice for Probationary Tenure-track Appointments 97

2.8.4 Termination of an Appointment by the College 98

2.8.4.1 General Financial Exigency 98

2.8.4.2 Discontinuance of an Academic Program or Department not

Mandated by General Financial Exigency 99

2.8.4.3 Failure to Observe Conditions for Leave of Absence or Sabbatical 100

2.8.4.4 Unfitness 100

2.9 Faculty Rights and Responsibilities 101

2.9.1 Academic Freedom and Responsibility 101

2.9.2 External Speaker and Public Event Policy for Faculty 101

2.9.2.1 Preamble 101

2.9.2.2 Policy 102

2.9.3 Institutional Policies 102

2.9.3.1 Policy Prohibiting Discrimination, Harassment and Retaliation 102

2.9.3.2 Consensual Sexual or Romantic Relationship Policy 103

2.9.3.3 Family Educational Rights and Privacy Act of 1974 106

2.9.3.4 The Clery Act and Campus Sex Crimes Prevention Act Notices 109

2.9.3.5 Whistleblower Policy: Fraudulent or Dishonest Conduct 110

2.9.3.6 Policy on Safety and Protection of Minors 110

2.9.3.7 Conflicts of Interest Policy 111

2.10 Faculty Development 112

2.10.1 Sabbaticals 112

2.10.1.1 Definition 112

2.10.1.2 Eligibility Criteria 113

2.10.1.3 Review 113

2.10.1.4 Sabbatical Protocols and Timeline for Consideration 114

2.10.2 Faculty Development Fund Awards 115

2.10.3 Office of Faculty Development and Scholarship 115

2.11 Faculty Workload 116

2.11.1 Workload for Tenure-Track Faculty 116

2.11.2 Workload for Non-Tenure-Track Faculty 116

2.11.3 Academic Advising 116

2.11.4 Office Hours 117

2.12 Workplace Conditions 117

2.12.1 Drug-Free Workplace and Alcohol Use Policy 117

2.12.2 Policy on Smoking in Campus Facilities 117

2.12.3 Observance of Campus Regulations 117

2.12.4 Assignment of Offices 117

2.12.5 Photocopier and Duplicating Equipment for Faculty Use 117

2.12.6 Office Supplies 117

2.12.7 Lactation Accommodation 118

2.12.8 Environmental Health and Safety 118

2.13 Leaves 118

2.13.1 Leaves with Pay 118

2.13.1.1 Sick Leave 118

2.13.1.2 Parental Leave 119

2.13.1.3 Jury Leave 120

2.13.2 Leaves without Pay 120

2.13.2.2 Personal Leave of Absence 120

2.13.2.3 Scholarly Leave of Absence 121

2.14 Benefits 121

2.14.1 Mandatory Benefits 121

2.14.2 Long-Term Disability Income Benefits 121

2.14.3 Insurance Programs 121

2.14.4 Group Term Life Insurance 121

2.14.5 Accidental Death and Dismemberment/Travel Assistance 122

2.14.6 Workers’ Compensation 122

2.14.7 Retirement 122

2.14.7.1 Social Security and Medicare 122

2.14.7.2 TIAA Retirement Plan 122

2.14.7.3 Emeriti Retirement Health Solutions (Emeriti) 122

2.14.7.4 Five Year Retirement Medical Benefit 123

2.14.8 Tuition Waiver and Exchange Programs 123

2.14.8.1 Tuition Waver Program 123

2.14.8.2 Tuition Exchange Program 125

2.14.8.3 Reimbursement Accounts 125

2.14.9 Miscellaneous 126

2.14.10 Employee Assistance Program 126

2.14.11 Use of Facilities/Discounts 126

2.14.11.1 Athletic Facilities 126

2.14.11.2 Dining Facilities and Lounges 126

2.14.11.3 Bookstore 126

2.14.11.4 Ticket Discount 127

2.14.12 Parking 127

2.14.13 Voluntary Programs 127

2.15 Tenured and Tenure Track Faculty Salary Policy 127

2.15.1 Faculty Salary Policy 127

2.15.1.1 Faculty Compensation Philosophy 127

2.15.1.2 Salary Benchmarks 128

2.15.1.3 Salary Administration 128

2.15.2 Salary Scale for Tenured and Tenure-Track Faculty 130

2.16 Tenured and Tenure Track Faculty Grievance 131

2.16.1 Introduction 131

2.16.2 Procedures that Apply to All Grievances 131

2.16.3 Grievances: Alleged Inadequate Consideration and/or Alleged

Violations of Academic Freedom 133

2.16.3.1 Grievances in cases of a negative rank and tenure decisions 133

2.16.3.2 Grievances in cases of a opposed rank and tenure decisions 135

Negative Rank and Tenure Decision by

The President in Opposition to. Positive Recommendation by the Rank

and Tenure Committee and the Provost 135

2.16.4 Grievances: Alleged Errors in Policy not Involving the Rank and

Tenure Review Process 137

2.16.4.1 Grievances in cases president is not a party 138

2.16.4.1 Grievances in cases president is a party 140

3. Academic Policies and Services 142

3.1 Classroom Policies 142

3.1.1 Academic Honesty Policy, Violations, Procedures, and Penalties 142

3.1.1.1 Academic Honesty 142

3.1.2 Letter Grades 145

3.1.3 Final Examinations and Papers 145

3.1.3.1 Undergraduate Final Examinations and Papers 145

3.1.3.2 Graduate and Professional Final Examinations and Papers 145

3.1.4 Meeting Classes 145

3.1.5 Order in the Classroom 145

3.1.6 Class Attendance for Students 146

3.1.6.1 Attendance Policy: Student Athletes 146

3.1.7 Credit-Hour Policy 147

3.1.8 Course Content and Delivery 147

3.1.9 Teaching of Family Members 147

3.2 Registrarial Policies 148

3.2.1 Academic Calendar 148

3.2.2 Submission of Grades 148

3.2.2.1 Grade Changes 148

3.2.3 Undergraduate Final Examination Scheduling 148

3.3 Library 149

3.3.1 Instructional Services 149

3.3.2 Research Assistance 149

3.3.3 Electronic Information Resources 149

3.3.4 Access to Other Libraries 150

3.3.5 Interlibrary Loan and Document Delivery 150

3.3.6 Faculty Photocopying 150

3.3.7 Collections and Circulation Policies 150

3.3.8 Textbook and Course Reserve Status 150

3.3.9 Library Exhibits 150

3.3.10 Digital Commons 150

3.3.11 College Archives 150

3.4 Technology Use Policy 151

3.5 Administrative Assistance 151

3.6 Student Employees 151

4. Administrative Policies, Services and Facilities 152

4.1 Administrative Policies 152

4.1.1 Room Reservations 152

4.2 Administrative Services 152

4.2.1 Duplicating Service 152

4.2.2 Outgoing U.S. Mail Service 152

4.2.2.1 Campus Mailboxes (Faculty and Administration) 152

4.2.3 Payroll Office 153

4.2.4 Telephone Calls 153

4.2.5 Maintenance and Janitorial Service 153

4.2.6 Lost and Found 153

4.2.7 Information Services 153

4.1.7.1 Master Events Calendar 153

4.3 Administrative Facilities 154

4.3.1 Mission and Ministry Center 154

4.3.2 Student Health Center 154

4.3.3 Counseling and Psychological 154

5. Student Affairs Policies of Interest to the Faculty 154

6. Communications Policies of Interest to the Faculty 154

6.1 College Communications 154

6.1.1 Office of College Communications 154

6.1.2 Policy on Advertising and Publications 155

6.2 Speakers Bureau 155

6.3 Posters 156

6.4 Use of Institutional Name, Letterhead, etc. 156

Index 157

Revisions 2023-24 171

1. MISSION, HISTORY, GENERAL ORGANIZATION AND GOVERNANCE OF

SAINT MARY'S COLLEGE

1.1 SAINT MARY’S COLLEGE MISSION STATEMENT

Saint Mary's College in the twenty-first century celebrates the three traditions which have sustained

it since its earliest years: the classical tradition of liberal arts education, the intellectual and spiritual

legacy of the Catholic Church, and the vision of education enunciated by Saint John Baptist de La

Salle and developed by the Brothers of the Christian Schools and their colleagues for more than

300 years.

The Mission of Saint Mary's College is:

v to probe deeply the mystery of existence by cultivating the ways of knowing and the arts of

thinking.

Recognizing that the paths to knowledge are many, Saint Mary's College offers a diverse curriculum

which includes the humanities, arts, sciences, social sciences, education, business administration

and nursing, serving traditional students and adult learners in both undergraduate and graduate

programs. As an institution where the liberal arts inform and enrich all areas of learning, it places

special importance on fostering the intellectual skills and habits of mind which liberate persons to

probe deeply the mystery of existence and live authentically in response to the truths they discover.

This liberation is achieved as faculty and students, led by wonder about the nature of reality, look

twice, ask why, seek not merely facts but fundamental principles, strive for an integration of all

knowledge, and express themselves precisely and eloquently.

v to affirm and foster the Christian understanding of the human person which animates the

educational mission of the Catholic Church.

Saint Mary's College holds that the mystery which inspires wonder about the nature of existence

is revealed in the person of Jesus Christ giving a transcendent meaning to creation and human

existence. Nourished by its Christian faith, the College understands the intellectual and spiritual

journeys of the human person to be inextricably connected. It promotes the dialogue of faith and

reason; it builds community among its members through the celebration of the Church's

sacramental life; it defends the goodness, dignity and freedom of each person; and fosters

sensitivity to social and ethical concerns. Recognizing that all those who sincerely quest for truth

contribute to and enhance its stature as a Catholic institution of higher learning, Saint Mary's

welcomes members from its own and other traditions, inviting them to collaborate in fulfilling the

spiritual mission of the College.

v to create a student-centered educational community whose members support one another with

mutual understanding and respect.

As a Lasallian college, Saint Mary's holds that students are given to its care by God and that teachers

grow spiritually and personally when their work is motivated by faith and zeal. The College seeks

students, faculty, administrators and staff from different social, economic, and cultural

backgrounds who come together to grow in knowledge, wisdom and love. A distinctive mark of a

Lasallian school is its awareness of the consequences of economic and social injustice and its

commitment to the poor. Its members learn to live "their responsibility to share their goods and

their service with those who are in need, a responsibility based on the union of all men and women

in the world today and on a clear understanding of the meaning of Christianity." (From: The

Brothers of the Christian Schools in the World Today: A Declaration).

1.2 HISTORY OF SAINT MARY’S COLLEGE

History of the College. In its second century of Christian education, Saint Mary's College is one of

the oldest colleges in the West. Dedicated in San Francisco by Archbishop Joseph S. Alemany,

O.P., in 1863, the Brothers of the Christian Schools assumed its operation in 1868 and have since

then determined its character and growth. Under the laws of the State of California, the College

was incorporated in 1872 and given a charter empowering it to confer degrees and to exercise all

other privileges of a university. The campus was relocated in Oakland in 1889 and in Moraga in

1928. In 1941, the College instituted a liberal arts program whose core was the World Classics

Seminar. In 1969, a 4-1-4 calendar and curriculum was adopted for the undergraduate program,

and in 1970 the College became co-educational.

The Brothers of the Christian Schools, founded by Saint John Baptist de La Salle in France in

1680, are lay religious who live in community and devote their lives to the Christian education of

youth. Forming the largest teaching congregation of non-clerics in the Church, with some 3800

Brothers and 92,000 Lasallian colleagues teaching students in nearly 80 countries, the Brothers

bring to their teaching a 300 year tradition of religious dedication, educational philosophy, scholarly

preparation, and an eagerness to share with youth the excitement of learning.

The Faculty of the College is composed of lay instructors, priests, Sisters, and Brothers. Members

of the faculty are selected and promoted primarily for their dedication to and skill at teaching. The

College aims at being a community of scholars, and while original research and publication are

valued as contributions to intellectual vitality and self-renewal of faculty, they do not take

precedence over active membership in the intellectual community of the College wherein

dedication and commitment to good teaching is a hallmark. In general, the size of the College and

the interests and dedication of its faculty make for an extraordinarily close, informal and personal

relationship with students. The evaluation of the faculty is made in terms of excellence in teaching,

personal orientation to students, scholarly interests and pursuits and commitment to the aims and

ideals of the College.

The Students of the College are a reflection of the history of the College, for Saint Mary's seeks to

provide higher education opportunities for various social classes, but particularly for those whose

educational needs are for various reasons not satisfied elsewhere and to which a proper and

adequate response can be made. Reflecting the long Lasallian tradition of Christian education

oriented to the needs of students, the College at various times in its history has included a Law

School, a School of Commerce, an engineering department, as well as programs focusing

specifically on the humanities. During the long history of the College, the expansion of both

student population and academic programs has reflected the educational needs of students for

which the College exists. Although, since 1970, the College has steadily extended its service to a

broader and more diverse community of learners in terms of age, experience, interests and

educational needs, it seeks to keep a firm eye on its central academic aim: the development of the

capacity of responsible independent thought.

1.2.1 ACCREDITATION

Saint Mary's College is nationally recognized as a standard four-year college and is accredited by

the WASC Senior College and University Commission.

1.3 THE CORPORATE STRUCTURE OF SAINT MARY'S COLLEGE OFCALIFORNIA

The Articles of Incorporation of Saint Mary’s College of California indicate that the College has

been established for the purpose of maintaining a college of learning for the Liberal Arts, Catholic

and Lasallian education of men and women. In addition to the Articles of Incorporation, the

Bylaws of Saint Mary’s College of California, as amended and restated from time to time, inform

the structure and management of the College.

1.3.1 THE CORPORATION

Saint Mary's College of California is a California nonprofit public benefit corporation with

Members. The Board of Trustees is responsible for the oversight of the management of the

College, while the Members, made up of 15 Brothers of the Christian Schools, hold certain

reserved powers. The Members are appointed by the Brother Visitor to three-year terms, with a

majority in residence at the College. The Members have the sole and exclusive power and authority

to:

- consent to amendment of Articles of Incorporation;

- repeal the Bylaws of the Corporation and adopt new Bylaws;

- consent to any amendments to the Bylaws which adversely affect the rights of Members;

- consent to dissolution of the Corporation;

- consent to merger of the Corporation or sale of all or substantially all of its assets.

The Members conduct a regular meeting once every three years. Special meetings may be called by

the Board of Trustees, by the chair of the Board, by the President, by the Brother Visitor, or by

any one Member.

1.3.2 THE BOARD OF TRUSTEES

The governance of the College is ultimately entrusted to the Board of Trustees. The number of

Trustees shall not exceed 32, of whom not less than six nor more than ten shall be professed

religious of the Brothers of the Christian Schools. Members by right are the Brother Visitor and

the President of the College. The other members of the Board are elected by the Board to three-

year terms. No Trustee shall hold office for more than three (3) successive terms except, (a) a

Trustee in the final two years of the Trustee's third consecutive term who is nominated and elected

or reelected to serve as Chair of the Board, and (b) those Trustees who the Board may choose

to nominate for a fourth consecutive term if in the Board’s discretion that Trustee’s

continued service beyond a third term would be beneficial to the Corporation. The Board

must hold one meeting per year, in May or June, but may meet as often as needed. Special meetings

may be called by the Chair of the Board of Trustees or the President or at the written request of

eight (8) Trustees.

1.3.3 THE BOARD OF REGENTS

The Board of Regents is comprised of the College’s strongest advocates, ambassadors and

benefactors. Board members bring external experiences, talents, skills and relationships that serve

to advance the College and they are eager to be knowledgeable about and engaged in the life of

the College. Regents are directly involved in the College’s fund-raising, outreach and community

relations efforts, and are without governance responsibilities. The Board of Regents is composed

of not more than 35 nor less than 25 members. The regular members are nominated by the

Regents' Nominating Committee and elected by the Board of Regents to three-year terms

renewable twice (a maximum of nine years). The Board of Regents meets three times annually and

is managed by the Vice President for Strategic Partnerships and Advancement. Special meetings

may be called as circumstances require, as outlined by the Bylaws.

1.3.4 THE OFFICERS OF THE COLLEGE

The Bylaws of Saint Mary's College of California specify several Officers of the College, and grant

broad executive and administrative authority to the President of the College summarized as

follows:

President of the College: The President shall be the chief executive officer and general manager of

Saint Mary's College.

The President may sign and execute, in the name of the Corporation, any instrument authorized

by the Board of Trustees, except when the signing and execution thereof shall have been expressly

delegated by the Board of Trustees or by the Bylaws to some other officer or agent of the

Corporation. The President shall have all of the general powers and duties usually vested in the

president of a corporation, and shall have such other powers and duties as may be conferred upon

him from time to time by the Board of Trustees or the Bylaws.

The President shall be responsible for the College in all its departments and shall oversee the

expression of the Mission in all facets of the College’s operations. To assist the President in

management, the President shall employ a Vice President for Finance and Administration,

provided the office is approved by the Board of Trustees. The President shall have the discretion

to prescribe the duties of the Senior Leaders and the employees of the College in a manner not

inconsistent with the provisions of the Bylaws and the directions of the Board of Trustees.

The President shall have the power to appoint a senior leadership team, the members of which are

within the President’s discretion.

To the extent that the President, alone or with the assistance of senior leaders, faculty or staff of

the College, develops a strategic plan for the College, the President shall provide the plan to the

Governance and Nominating Committee for review. Upon review by the Governance and

Nominating Committee, the Governance and Nominating Committee may: (a) reject the plan and

return it to the President for revision; (b) take any action related to the further review, discussion

or development of the proposed plan; or (c) approve the plan by Governance and Nominating

Committee vote to send the plan to the full Board for its vote of approval before the plan is

implemented.

The President shall report to the Board of Trustees at each Regular and Special Meeting on

problems and progress of the College and shall make an annual report to the Board on the

operation and condition of the College.

Secretary: The Secretary shall be a member of the Board of Trustees and shall serve for a two-year

term.

The Secretary shall exercise such powers and perform such duties as are usually vested in the office

of secretary of a corporation and exercise such other powers and perform such other duties as may

be prescribed from time to time by the Board of Trustees or by the Bylaws.

Vice President for Finance and Administration: The Vice President for Finance and

Administration shall be appointed by the Board of Trustees and serve at the pleasure of the Board

of Trustees. The Vice President for Finance and Administration shall exercise such powers and

perform such duties as are usually vested in the office of chief financial officer of a corporation

and exercise such other powers and perform such other duties as may be prescribed by the Board

of Trustees or the Bylaws.

Senior Leaders: The President may designate and appoint Senior Leaders with such duties and

titles as determined by the President and appoint individuals to fill such positions. Senior Leaders

may include but are not limited to the designation of a Provost, Vice Presidents, General Counsel,

or other senior level positions as the President deems appropriate. Senior Leaders shall have such

powers and perform such duties as may be prescribed for them from time to time by the President

or pursuant to the Bylaws.

1.4 THE ADMINISTRATIVE ORGANIZATION

A primary purpose of the administrative organization of the College is to guarantee that the

planning, execution and evaluation of all of the activities of the College take place in an orderly,

efficient and beneficial manner. The administrative organization is revised from time to time to

further these ends.

Section 1.4 contains general descriptions of certain positions within the College. These

descriptions do not supplement or otherwise modify the official position description pertaining

the described position, as maintained by Human Resources and Academic Affairs.

1.4.1 THE PRESIDENT

The President is appointed by the Brother Visitor of the San Francisco New Orleans District of

the Brothers of the Christian Schools to serve at the pleasure of the Brother Visitor in consultation

with the Chair of the Board and under the direction of the Board of Trustees. The President is the

chief executive and administrative officer of the College and is vested with full and final authority

in all matters pertaining to its government, educational programs, auxiliary services, and financial

operations, within the limitations imposed by the approved policies of the Trustees, and the

Charter and Bylaws of the College. The President appoints the principal administrative officers of

the College and approves the appointment and retention of other administrative officers. The

President authorizes all faculty appointments, issues all contracts, and confers all promotions and

tenure, informed by the recommendation of the Provost and Executive Vice President, who is

advised by the appropriate academic officers and the Rank and Tenure Committee. The President

also approves all policies affecting non-academic personnel of the College. The President is an ex-

officio member of all College committees.

The Senior Staff of the President consists of the Provost and Executive Vice President, the Vice

President for Finance and Administration, the Vice President for Strategic Partnerships and

Advancement, the Vice President for Mission, the Vice President for Intercollegiate Athletics, the

Vice President for Student Life, the Vice President for Enrollment, the Chief Marketing and

Communications Officer, the Vice President for Facilities, the Chief Information Officer, the

Senior Diversity Officer, the Special Advisor to the President; and the Executive Assistant to the

President.

1.4.1.1 Chief Marketing and Communications Officer

The Chief Marketing and Communications Officer appointed by the President to lead the Office

of Marketing and Communications and is responsible for internal and external communications.

The Chief Marketing and Communications Officer oversees and maintains SMC’s brand identity

standards, visual systems and communication guidelines. The incumbent develops and

implements, in partnership with campus stakeholders (e.g. Office of the President, Senior Staff,

Deans), integrated marketing and communications plans involving College’s key initiatives. Other

key functional areas of oversight and responsibilities include oversight of media relations, news,

and enterprise-level web and social media platforms; oversight of crisis communications and

reputation management; development of executive communications for the Office of the

President. The Chief Marketing and Communications Officer is a member of the President’s

Senior Staff.

1.4.2 PROVOST AND EXECUTIVE VICE PRESIDENT

The Provost and Executive Vice President is appointed by the President as Senior Vice President

and chief academic officer of the College for a term mutually agreed upon and is responsible to

the President. As the administrative officer responsible for all academic affairs of the College

(policies, personnel, programs, budgets), the Provost and Executive Vice President is vested with

authority commensurate with such responsibility. The Provost recommends to the President the

appointment, promotion, and retention of Vice Provosts, Associate Provosts, Deans,

administrative staff, and all full-time faculty. The Provost is a member of the President’s Senior

Staff, chair of the Provost’s Council, and an ex-officio member of all committees in the area of

academic affairs. As the senior leader among the President’s Senior Staff, the Provost and

Executive Vice President has executive authority for College decisions in the President’s absence.

The administrative staff of the Provost to whom responsibility and commensurate authority are

delegated are the Vice Provost for Academic Success, the Vice Provost Academic Innovation, the

Vice Provost for Institutional and Educational Effectiveness, the Associate Provost for Faculty

Affairs, Deans of the Schools, Dean for Library and Academic Resources, and the Dean of the

Core.

1.4.2.1 Assistant, Vice and Associate Provosts, Academic Affairs

1.4.2.1.1 Vice Provost for Academic Success

The Vice Provost for Academic Success is appointed by and responsible to the Provost and

Executive Vice President for a term mutually agreed upon; and, in collaboration with the Deans

of the Schools, and other campus leaders, is responsible for all aspects of student academic policies

and support, with specific focus on student academic success and the development of meaningful

professional lives of all students. The Vice Provost for Academic Success is a member of the

Provost’s Council, and the Institutional Effectiveness Committee.

1.4.2.1.1.1 Associate Vice Provost for Academic Success and Director of Advising

The Associate Vice Provost for Academic Success and Director of Advising is appointed by and

responsible to the Vice Provost for Academic Success for a term mutually agreed upon; and is

responsible, in collaboration with the Deans of the Schools, for development, implementation and

evaluation of academic advising and related technology and services to support student retention

and successful graduation for undergraduate students; for supervision of The Advising Office,

academic success coaches, the Academic Recovery Review Board, tutoring services, and the First-

Year and Transfer Advising Cohorts program, and for the academic coordination of new student

onboarding (orientation, pre-enrollment, transfer advising). The Director is an ex-officio member

of the Core Curriculum Committee.

1.4.2.1.2 Vice Provost for Academic Innovation

The Vice Provost for Academic Innovation is appointed by and responsible to the Provost and

Executive Vice President for a term mutually agreed upon; and is the administrative officer

responsible for advancing an innovative and compelling vision for graduate education at Saint

Mary’s College; and in collaboration with Vice Presidents, Deans of the Schools, and other campus

leaders, for providing leadership and advocacy for excellence in interdisciplinary graduate and

professional programs and academic innovation across the College. The Vice Provost Academic

Innovation is a member of the Provost’s Council, leads the Graduate Council, and is an ex-officio

member of the Program Review Committee for graduate and professional studies programs.

1.4.2.1.3 Associate Provost for Faculty Affairs

The Associate Provost for Faculty Affairs is appointed by and responsible to the Provost for a

term mutually agreed upon; and is responsible for the development and implementation of policies,

processes, and support systems in the areas of faculty development, faculty recruitment and

onboarding, and faculty retention and success. The Associate Provost for Faculty Affairs is a

member of the Provost’s Council and the Saint Mary’s Action Response Team.

1.4.2.1.4 Assistant Provost and Director of Academic Operations

The Assistant Provost and Director of Academic Operations is an administrative staff position

reporting to the Provost and Executive Vice President. The Assistant Provost serves as advisor to

the Provost and exercises authority to make official commitments and to broadly represent the

Provost across the College; provides support for priorities across Academic Affairs and serves as

a resource to the Provost and other senior leaders in the planning and operation of key academic

initiatives that further the College’s mission; manages professional staff in the Office of the

Provost; and serves as Accreditation Liaison Officer with WASC Senior Colleges and University

Commission. The Assistant Provost and Director of Academic Operations is a member of the

Provost’s Council, the Graduate Council, and the Institutional Effectiveness Committee; and

represents Academic Affairs on ad-hoc task forces.

1.4.2.1.5 Vice Provost for Institutional and Educational Effectiveness

The Vice Provost for Institutional and Educational Effectiveness is appointed by the Provost and

Executive Vice President for a term mutually agreed. The Vice Provost provides executive level

direction, management oversight, and strategic leadership of the College’s comprehensive data

strategy, and supports strategic and academic planning and decision-making through analytics,

including the presentation and distribution of relevant and timely information, policy analyses,

peer comparisons, and projections of future trends. They have direct leadership oversight for the

College’s Institutional Research and Assessment functions, as well as coordinating oversight for

the decentralized data and analysis functions. They also serve as the Accreditation Liaison Officer

for the WASC Senior Schools and Colleges Commission Schools, chairs the Institutional

Effectiveness Committee, and is a member of the Provost’s Council, the Data Governance

Committee, the Program Review Committee, and the Core Curriculum Committee.

1.4.2.2 Deans, Academic Affairs

1.4.2.2.1 Dean of the School

The Dean of the School is appointed by the Provost and Executive Vice President for a term

mutually agreed upon as its chief academic officer and is vested with the commensurate authority

and responsibility for all aspects of the academic enterprise of the School (policy, planning,

personnel, programs, budgets). The Dean reports to the Provost and recommends the

appointment, promotion and retention of their administrative staff and of full-time faculty;

appoints all part-time faculty; consults with the Provost on all matters relating to substantive

revision of the academic policies and programs of the School and the appointment of chairs;

collaborates with other Deans and Vice Provosts in matters of mutual concern and especially with

those involving overlapping policies, programs and faculty. There is a Dean for each of the four

schools: Economics and Business Administration, Education, Liberal Arts, and Science. For

Deans role in the Rank and Tenure Process, see 2.6.2 Rank and Tenure Procedures.

1.4.2.2.2 Dean of the Core

The Dean of the Core is appointed by the Provost and Executive Vice President, and is

responsible, in collaboration with the Deans of the Schools and other campus leaders, for ensuring

the vitality, currency and overall academic excellence and administration of core undergraduate

programs at the College: Collegiate Seminar, January Term, the Core Curriculum, and the Honors

Program. The Dean of the Core is a member of the Provost’s Council, and is an ex-officio member

of the Program Review Committee for undergraduate programs

1.4.2.2.3 Dean for Library and Academic Resources

The Dean for Academic Resources and Library Director is appointed by the Provost and

Executive Vice President and provides leadership for the staffs of the SMC Library, the College

Archives, and the Museum of Art. The Dean is responsible for the development, accomplishment,

assessment, and quality of the Library, Archives and Museum programs. The position provides

administrative supervision over the two areas and serves as liaison between campus academic and

administrative offices and all of Academic Resources.

1.4.2.3 Director, Academic Affairs

If a director has the basic responsibilities of a department chair, the description of responsibilities

and authority given under section 1.4.2.4 (Duties of a Department Chair) applies to the director.

If the director does not have such basic responsibilities, then reference must be made to a job

description.

1.4.2.3.1 Director of Faculty Development

The Director of Faculty Development is a three-year appointment by the Provost and Executive

Vice President and is responsible for designing and implementing programs to enhance faculty

scholarship and teaching. Tenured faculty members are eligible to apply for the position when

there is a vacancy, and the director will serve a three-year term, up to two terms. The selection

process will be done by the Committee on Faculty Development and Scholarship in consultation

with the Associate Provost for Faculty Affairs. The Director reports to the Associate Provost for

Faculty Affairs and chairs the Committee on Faculty Development and Scholarship (1.7.4.10).

1.4.2.3.2 Director of the Collegiate Seminar Program

The Director of the Collegiate Seminar Program is appointed by the Dean of the Core in

consultation with the Collegiate Seminar Governing Board (1.7.4.12). The Director is responsible

in collaboration with the Governing Board, of which the Director is the chair, for the organization

and development of the program and the appointment, evaluation and development of faculty in

the program. This entails the basic responsibilities of a department chair as specified in 1.4.2.4. In

collaboration with the Deans of the Schools and the Dean of the Core the Director is responsible

for providing for the staffing needs of the program. The Director serves as an ex-officio member

on the Core Curriculum Committee.

1.4.2.3.3 Director of the January Term Program

The Director of the January Term Program is appointed by the Dean of the Core in consultation

with the January Term Program Committee (1.7.4.11). The Director is responsible, in collaboration

with the January Term Program Committee, of which the Director is the chair, for the

organization, development and evaluation of the January Term Program, including the assessment

of student learning, the provision and appropriate staffing of needed courses, for approving

courses proposed by faculty for the January Term Program in consultation with the January Term

Program Committee, for the evaluation of faculty teaching in the January Term Program and for

exercise of appropriate jurisdiction over all faculty teaching in the program. This entails the basic

responsibilities of a department chair as specified in 1.4.2.4. The Director serves as an ex-officio

member on the Core Curriculum Committee.

1.4.2.3.4 Director of Catholic Institute for Lasallian Social Action

The Director of the Catholic Institute for Lasallian Social Action is appointed by the Provost and

Executive Vice President, and provides leadership to the campus community in developing,

promoting, and coordinating opportunities and resources to enhance student engagement in

volunteer community service, social justice activities, and reflection experiences. The Director is

responsible for developing a staff of professionals, students and faculty and for establishing an

Advisory Board for this campus program. The Catholic Institute for Lasallian Social Action serves

the campus community primarily as an action-oriented, information and referral center promoting

a culture of service across the College.

1.4.2.3.5 Director of Center for International Programs

The Director of the Center for International Programs is appointed by the Vice Provost for

Academic Success. The Director is responsible for the academic and intellectual oversight of the

Center for International Programs, with administrative oversight of the Center provided by the

Vice Provost for Academic Programs and Planning. This center leads and coordinates the College’s

efforts at internationalization and supports academic and co-curricular programs that provides

study abroad opportunities to Saint Mary’s students and support prospective international students

and international students matriculating at Saint Mary’s. The Director chairs the International

Programs Coordinating Committee (1.7.3.7).

1.4.2.3.7 Director, Office of Research

The Director of the Office of Research is appointed by the Provost and Executive Vice President

and is responsible for pre-award sponsored projects administration and for contributing to the

growth of the research environment at Saint Mary’s College. This includes funding opportunity

identification, support and training for faculty proposal development, development of research

administration policies and procedures in collaboration with other units, preparation of the annual

Report on Faculty Research, Scholarship, and Creative Activity, and participation in other activities

that increase the promotion, funding, and recognition of research at the College.

1.4.2.4 Department Chairs

Department Chairs are appointed by the Dean of the School for a three-year term, after

consultation with at least the tenured members of the department. Chairs may be reappointed by

the Dean after confidential evaluations have been solicited from all tenure-track members of the

department and consultation has taken place with all tenured department members and others

whose opinions the Dean deems may be helpful.

A Chair is a tenure-track faculty member, typically with tenure, chosen to provide collaborative

leadership to academic departments by integrating their unit across the College, taking

responsibility to ensure the

integrity and quality of the SMC educational experience, and promoting

productive and professional working relationships. The duties listed below reflect general areas

shared by all department chairs. These duties are sometimes delegated to others, as appropriate.

Duties of a Chair

1. Departmental Organization

a. Hold regular, minutes departmental meetings;

b. Ensure timely completion of the Program Review and Assessment process and

accreditation documents, as applicable;

c. Submit department budget proposals and exercise control over expenditures in the

approved budget;

d. Hear, ascertain the validity of, and respond to concerns and complaints that may be

received from members of the department or from students who are taking courses in the

department;

e. Oversee the student recruitment and admissions process, as appropriate;

f. Ensure that students in the department are being appropriately advised.

2. Course and Instruction

a. Organize instruction (course assignment, course scheduling) and develop instruction (new

courses, teaching effectiveness) within the department for the academic year;

b. Use hiring practices that apply departmental expectations and qualifications consistently

across all sections of each course, with allowances for reasonable differences based on the

specific training needed for specific pedagogies (e.g. online, community engagement).

c. Remind faculty of departmental expectations regarding content and delivery of courses,

including any on-campus meeting requirements and technological requirements of

relevant course sections, programs, or degrees offered by the department or the program.

Faculty shall have access to this information before being assigned any course.

d. Oversee the determination of which courses or sections, if any, as well as which degree or

certificate programs, if any, will be offered in an online or hybrid format.

3. Faculty Management

a. Manage the process of hiring new tenure-track faculty;

b. Recruit, and review the performance of, contingent faculty, based on

the

criteria in Article

#14 of the Collective Bargaining Agreement: Performance Evaluation of the Collective

Bargaining Agreement;

c. Provide classroom observation reports for departmental faculty. CBA members are to be

observed each term. Pre-tenured faculty members are to be observed four times per year.

Associate Professors considering apply for promotion should be observed at least twice

per year. As necessary the chair may designate colleagues who are able to speak to course

content and delivery to conduct observations. In all cases, the collection of observation

reports should, over time, reflect the variety of courses the faculty member is teaching.

d. Review the Student Feedback Survey Reports of all members of the department, with

special attention to the responses of departmental majors. As necessary discuss those

Reports with the faculty member;

4. Rank and Tenure Review

It is the responsibility of the chair to be familiar with and follow the procedures as described

in Section 2.6.2 (Procedures for Tenure and Promotion). In addition, the chair will:

a. Be aware of the Rank and Tenure review schedule and submission deadlines pertinent to

individual departmental candidates, and remind departmental candidates of those

deadlines;

b. Facilitate a departmental process for drafting and periodically reviewing and updating a

Form B Framing Statement (see 2.6.2.2.12 The Form B Letter), which is to be included in

all Forms B

c. Serve as Chair of the Departmental Form B Review Committee (see section 2.6.2.2.8

Selection of Chair of Departmental Form B Review Committee for situation that another

faculty member is assigned this responsibility). In all cases, support the Departmental

Form B Review Committee, which includes submitting to Academic Affairs Forms B,

letters of recommendation, and other supporting documents to be included in the

candidates’ Rank and Tenure electronic folder.

5. Authority (beyond the items listed above)

a. To participate in the course appointment process for adjunct faculty;

b. To call departmental meetings and to establish departmental committees;

c. To initiate procedures deemed necessary for the good of the department (e.g., for the

dismissal of an instructor);

d. To exercise the power of veto over departmental decisions;

e. Limitations of Authority: Chairs are bound by all college policies pertinent to their

departments.

1.4.2.5 Chief Information Officer

The Chief Information Officer is responsible for both academic and administrative technology,

including the planning, implementation and management of electronic resources and management

of information systems. The Chief Information Officer also oversees campus telecommunications

and audio-visual support.

1.4.2.6 Senior Diversity Officer

The Senior Diversity is appointed by the President and is responsible for developing relationships

with the President’s Senior Staff and other college wide campus leaders to build a comprehensive

inclusive excellence vision and plan for the College. The Senior Diversity Officer provides program

management for the College Committee for Inclusive Excellence, serves as the chief diversity and

inclusion spokesperson for the College, and is responsible for generating ongoing diversity reports

and updates to the President and President’s Senior Staff. The Senior Diversity Officer collaborates

with the Center for Equity and Excellence in Teaching; Offices of Human Resources, Institutional

Research, Mission and Ministry, College Communications, Enrollment and Admissions, and

Student Life; IT Services; the Cummins Institute; and Deans and Department Chairs.

1.4.3 VICE PRESIDENT FOR STUDENT LIFE

The Vice President for Student Life is appointed by the President in consultation with the Provost

and Executive Vice President for a term mutually agreed upon, reports to the Provost. The Vice

President is charged with facilitating the development of students in a manner that complements

and completes their academic curriculum and serves the Mission of the College. The Vice President

is vested with authority commensurate with the following responsibilities: the supervision of the

student life educators, administrators, and staff in the areas of Student Life; Residential Experience

and Community Life; Campus Housing; New Student and Family Programs; Student Involvement

and Leadership; Intercultural Center; Student Health Center; Counseling and Psychological

Services; Campus Recreation and Club Athletics; and Public Safety and Transportation. The Vice

President recommends to the President the appointment, promotion, and retention of the

administrative staff. The Vice President is a member of the President’s Senior Staff.

1.4.3.1 Dean of Students

The Dean of Students reports to the Vice President for Student Life and provides leadership,

vision, and administrative supervision for student development in the residences, in student

conduct, and in the experience for undergraduates and graduate and professional students in a

manner that complements and augments the academic and Lasallian mission of the College. The

Dean serves as an advocate for the needs of students, assisting faculty and staff in enhancing and

assessing student learning and coordinating the campus responses to and prevention of serious

incidents. The Dean of Students represents the Vice President for Student Life in their absence.

1.4.3.2 Medical Director of the Student Health Center

The Medical Director of the Student Health Center reports to the Vice President for Student Life

and provides administrative, operational and programmatic direction for the scope of medical

services and the health education and promotional services planned for the undergraduate students

of the college. Under the leadership of the Medical Director, the Student Health Center provides

confidential medical care in an urgent care setting.

1.4.3.3 Associate Vice President for Wellness

Reporting to the Vice President for Student Life, the Associate Vice President for Wellness is the

overall administrator of the Counseling and Psychological Services Office which provides direct

counseling and psychological services and group therapy to full-time undergraduate students; and

psychological assessment, referral and group therapy to graduate students. Services also include

outreach, training and consultation to faculty, staff, parents and guardians. The Associate Vice

President engages in the formal coordination with all Student Life units, academic departments,

administrative units and community agencies to facilitate the provision of counseling and mental

health services to our diverse student population.

1.4.3.4 Executive Director for Public Safety and Transportation

The Executive Director for Public Safety and Transportation reports to the President and

coordinates campus safety and security matters, establishes and enforces parking and traffic

regulations, coordinates crime investigation and reporting, and facilitates emergency and natural

disaster operations.

1.4.4 VICE PRESIDENT FOR FINANCE AND ADMINISTRATION

The Vice President for Finance and Administration is appointed by the Board of Trustees for a

term mutually agreed upon and is responsible to the President and Board of Trustees. The Vice

President for Finance and Administration is the College’s chief financial officer and treasurer and

their duties include responsibility for all business and financial affairs of the College (business

policies, operations, facilities construction and planning, human resources, physical plant and

contracted services). The Vice President is vested with authority commensurate with such

responsibilities. The Vice President recommends to the President the appointment, promotion,

and retention of administrative staff and the selection of firms contracting with the College to

provide services. The Vice President is a member of the President’s Senior Staff and an ex-officio

member of all committees in the areas of business, finance, buildings, and human resources.

The administrative staff and contractual services staff reporting directly to the Vice President for

Finance and Administration are the Contracted Bookstore Manager, Coordinator of

Administrative Services, Associate Vice President for Finance and Administration and Controller,

Contracted Director of Food Service, Associate Vice President for Human Resources, and the

Director of Central Services.

1.4.4.1 Associate Vice President and Chief Human Resources Officer

The Associate Vice President and Chief Human Resources Officer is responsible for the College’s

human resources, compensation, benefits programs, and discrimination policies, including but not

limited to the College’s sexual harassment policies. The Associate Vice President coordinates

hiring, reviews all contracts, recommends salary, personnel, and benefit policies to the

administration, monitors College compliance with laws in government regulations, e.g., Equal

Employment Opportunity, Title IX and Title VII regulations, investigates reported complaints of

improper conduct, and advises on other appropriate matters affecting the human resources of the

College.

1.4.5 VICE PRESIDENT FOR STRATEGIC PARTNERSHIPS AND ADVANCEMENT

The Vice President for Strategic Partnerships and Advancement is appointed by the President for

a term mutually agreed upon, and is responsible to the President. The Vice President is the chief

fundraising officer for the College and oversees the Advancement Office. The Vice President is

responsible for presenting annual and long-range plans for the funding of institutional priorities

and for engaging alumni, parents, friends, corporations and foundations that can assist the College

in reaching its goals. The Vice President oversees the comprehensive fundraising campaign. The

Vice President is a member of the President’s Senior Staff and an ex-officio member of all

committees in the area of fund-raising and external relations.

1.4.6 VICE PRESIDENT FOR ENROLLMENT

The Vice President for Enrollment is appointed by the President and is responsible for the offices

and procedures that serve students in the recruitment, admissions and enrollment processes of the

College. Working collaboratively with colleagues in academic and student affairs, the Vice

President spearheads and coordinates institution-wide retention efforts. To better understand the

needs of students and to assist the College in its assessment and planning efforts, Enrollment

Services gathers and reports on institutional data. The offices and functions included within

Enrollment Services are admissions, financial aid, the registrar, articulation and transfer,

international recruitment and admissions. The Vice President is a member of the President’s Senior

Staff.

1.4.6.1 Registrar

The Registrar is responsible for the following registrarial functions: academic records (transcripts,

grades, grading policies); enrollment (registration requirements and procedures, leave of absence,

withdrawal from School, verification of enrollment, qualifications for readmission); progress

toward degree (academic probation, special academic petitions, declarations of major and minor);

determination of degree requirements (candidacy, granting of degrees, course credit evaluations);

and implementation of class schedule, room assignments; and final examination schedule. Along

with others, the Registrar contributes to institutional research efforts, and is primarily responsible

for the enforcement of academic regulations. The Registrar is assisted by the staff of the Office of

the Registrar.

1.4.6.2 Dean of Admissions

The Dean of Admissions is responsible for the recruitment and admission evaluation of all

incoming traditional undergraduate students. Responsibilities include demographic research,

development of publications and video, school and college visits, interviewing of applicants, and

supervision of alumni, faculty and student recruitment programs, consideration of applicants’

credentials and determination and notification of admission status. The Director supervises the

Admissions office staff of counselors and support personnel.

1.4.6.3 Director of Financial Aid

The Director of Financial Aid supervises and administers all aspects of the financial aid program.

The Director counsels students and parents on the availability of financial aid and scholarships,

determines eligibility for the college’s financial aid programs, prepares applications for federal

funds, directs the awarding of financial aid and the maintenance of records, and prepares reports

required by federal, state, and institutional agencies.

1.4.7 VICE PRESIDENT FOR MISSION

The Vice President for Mission is appointed by the President for a term mutually agreed upon and

is responsible for promoting among faculty, students and staff and others associated with Saint

Mary’s College an understanding of and commitment to the liberal arts, Catholic and Lasallian

Mission of the College through curricular and co-curricular activities including the annual

Academic Convocation. Other responsibilities include facilitating communication among

institutes, committees, centers and other SMC entities whose work is dedicated to furthering the

Mission for the purpose of collaboration among these groups and for informing the College about

the distinctive nature of their mission and how it contributes to building a community that

animates the Mission. The Dean for Mission and Ministry and the Coordinator for Mission report

to the Vice President. The Vice President collaborates with the De La Salle Institute of the District

of San Francisco New Orleans, the US/Toronto Region and International Institute to provide

opportunities for active participation in the Lasallian world. The Vice President is a member of

the President’s Senior Staff, the Budget Committee, the John S. Cummins Institute, and the College

Committee on Inclusive Excellence.

1.4.7.1 Dean for Mission and Ministry

The Dean for Mission and Ministry is responsible for ministering to and assisting members of the

College Community in their spiritual needs and growth, as well as participation in the College’s

Catholic and Lasallian Heritage and Mission. The Dean is responsible for the development and

organization of the College’s Mission and Ministry Center, including the six Core Areas: Faith

Formation, Lasallian Mission, Justice and Education, Retreats and Vocation, Liturgy and Prayer,

and Residential Ministry. The Mission and Ministry Center gives expression to and support for the

five Lasallian Core Principles: Faith in the Presence of God, Concern for the Poor and Social

Justice, Quality Education, Respect for All Persons, Inclusive Community. The Dean supervises

the Mission and Ministry Center staff, oversees the scheduling and policy regarding the use of the

Chapel, is responsible for the Mission and Ministry Center budget, and the organizes the

development of student leadership for the Mission and Ministry Center. The Dean, the staff, and

the student leaders respond to the needs of the students, faculty, staff, and alumni of the College

and collaborate with departments and programs, as well as the Saint Mary’s College and Joseph

Alemany Communities of Christian Brothers in their service to Saint Mary’s.

1.4.8 VICE PRESIDENT FOR INTERCOLLEGIATE ATHLETICS

The Vice President for Intercollegiate Athletics reports to the President and administers the

intercollegiate athletics and the facilities of the College dedicated to intercollegiate athletics. The

Vice President for Intercollegiate Athletics recommends to the Provost and Executive Vice

President the appointment of all coaches and support staff and is responsible for: the Athletic

Department’s budget; NCAA, WCC, and other relevant athletic compliance and regulatory

matters; grant-in-aid administration for athletes; athletic marketing and promotions, media

relations, and fund raising. The Senior Woman Administrator works closely with the Vice

President for Intercollegiate Athletics on all matters and provides coordination and leadership for

the Student-Athlete Advisory Committee. The Vice President for Intercollegiate Athletics is a

member of the President’s Senior Staff. The Vice President for Intercollegiate Athletics, under the

leadership and direction of the Provost and Executive Vice President, is responsible for working

collaboratively with multiple, other organizational units on campus including but not limited to

Admissions, Financial Aid, Human Resources, Business Office, Registrar, Strategic Partnerships

and Advancement, College Communications, Staff Council, Academic Senate, Regents, and

Trustees.

1.4.9 VICE PRESIDENT FOR FACILITIES

The Vice President of Facilities Services reports to the President and manages the maintenance,

operations, environmental health & safety, facility rentals and minor/major capital projects on

campus. The departments that report to this position are Facilities Operations & Maintenance,

Meeting, Events and Conference Services, Environmental Health & Safety and Project

Management. Campus landscaping, including sports fields, and campus custodial contracts are also

overseen by this position. The Vice President of Facilities Services chairs the Campus Facilities

Planning Committee and is a member of the President’s Senior Staff. The administrative staff

reporting directly to the Vice President of Facilities Services are Director of Operations &

Maintenance, Director of Finance, Director of Meeting, Events and Conference Services and

Environmental Health & Safety Coordinator.

1.5 ORGANIZATIONAL CHARTS

1.5.1 THE CORPORATION AND PRESIDENT OF THE COLLEGE

1.5.1 Corporation and President of the College

July 2023

President

Executive

Assistant

Board of

Trustees

Executive

Administrative

Assistant

Vice President for

Mission

Vice President for

Enrollment

Management

Vice President for

Student Life

Vice President for

Facilities Services

Vice President for

Intercollegiate

Athletics

Executive Vice

President and

Provost

Vice President of

Finance and

Administration

Vice President for

Strategic Partnerships

and Advancement

Members of the

Corporation

Faculty Athletics

Representative

Chief Marketing &

Communication

Officer

1.5.2 THE EXECUTIVE VICE PRESIDENT AND PROVOST

1.5.2 Executive Vice President and Provost

July 2023

Executive Vice President

and Provost

Vice Provost for

Institutional and

Educational

Effectiveness

Assistant Provost &

Director of

Academic

Operations

Dean, Library &

Academic

Resources

Dean of the Core

Vice Provost for

Academic Success

Vice Provost for

Academic

Innovation

Dean, Kalmonovitz

School of Education

Dean, School of

Economics and

Business

Administration

Dean, School of

Liberal Arts

Dean, School of

Science

Catholic Institute for

Lasallian Social

Action

Office of

Sustainability

Executive Assistant

to the Provost

Associate Provost of

Faculty Affairs

Chief Information

Officer

Center for Equity

and Excellence in

Teaching

1.5.3 THE VICE PRESIDENT FOR STUDENT LIFE

1.5.3 Vice President for For Student Life

July 2023

Vice President

for Student

Life

Assistant to the

Vice President

Dean of Students

Associate Dean/

Director of

Community Life

Director of

Counseling &

Psychological

Services

Director, Campus

Assault, Referral

& Education

Medical Director

Executive

Director Public

Safety &

Transportation

Director of

Residential

Experience

Director of

Campus

Recreation &

Club Sports

Director

Intercultural

Center

Director Campus

Housing &

Auxiliary Services

AVP for SMC

Experience

Director Center

for Women &

Gender Equity

1.5.4 THE VICE PRESIDENT FOR FINANCE AND ADMINISTRATION

1.5.4 Vice President for Finance and Administration

July 2023

Vice President for

Finance and

Administration

Executive

Assistant

Central

Services

AVP for Finance

& Controller

AVP and

Chief HR

Officer

Post Office

Warehouse

Print Shop

Copiers

Title IX

Investigator

Sr Manager

Training &

Professional

Development

Recruitment &

Compensation

Analyst

PT Onboarding

& Offboarding

Specialist

Manager

Benefits

Sr Manager

Human

Resources

Director of

Benefits

Compensation

Analyst

Assistant

Controller

Accounting

Manager

Grant

Accounting

Director of

Accounting &

Budget Officer

1.5.5 VICE PRESIDENT FOR STRATEGIC PARTNERSHIPS AND ADVANCEMENT

1.5.5 Vice President for Strategic Partnerships and Advancement

July 2023

Vice President for

Strategic Partnerships &

Advancement

Director of

Stewardship

Executive Director:

Legacy Planning,

External Relations

& Philanthropy

AVP: Alumni

Engagement &

Events

AVP:

Advancement,

Academics &

Athletics

Director of

Administration,

Boards &

Volunteers

Executive Director:

Corporate

Foundations &

Grants

AVP: Annual Giving

& SPA Services

Director: Digital

Media, Alumni

Engagement &

Events

Executive Director

Annual Giving

Executive Director

SPA Services

Executive Director:

Principal & Major

Gifts

Director of Grants

Director of Campus

Partnerships

1.5.6 VICE PRESIDENT FOR ENROLLMENT

1.5.6 Vice President for Enrollment

July 2023

Vice President

for Enrollment

Executive Director for

Graduate and

International

Admissions

Executive Director of

Financial Aid Services

Assistant Vice

President & Registrar

Business Operations

Manager

Assistant Vice

President of

Undergraduate

Admissions

Director of CRM

Operations

1.5.7 VICE PRESIDENT FOR MISSION

1.5.7 Vice President for Mission

July 2023

Vice President

for Mission

Chapel

Coordinator &

Admin Assistant

Coordinator

for Mission

Director Mission

and Ministry Center

Athletics Mission &

Ministry Fellow

Chaplain

Assistant Director

for Liturgy and

Formation

Associate

Director

Lasallian

Scholars

Music Director

Associate Vice

President & Senior

Diversity Officer

1.5.8 VICE PRESIDENT FOR INTERCOLLEGIATE ATHLETICS

1.5.8 Vice President for Intercollegiate Athletics

July 2023

Vice President for

Intercollegiate Athletics

Associate Athletics

Director for Event

Management

Learfield General

Manager

Deputy Athletics

Director for

Administration &

Strategic Initiatives

Deputy Athletics

Director for

Advancement

Associate Athletics

Director for Revenue

Generation

Associate Athletics

Director for

Development

Associate Athletics

Director for

Development

Senior Associate

Athletics Director for

Sports Medicine &

Sports Performance

Senior Associate

Athletics Director for

Student Athletics

Support Services

Deputy Athletics

Director for External

Operations

Executive

Assistant

1.5.9 VICE PRESIDENT FOR FACILITIES

1.5.9 Vice President for Facilities Services

July 2023

Vice President for

Facilities Services

Compliance

Fire Safety and

Prevention

Hazardous Waste

Risk Assessment

Planning Design

and Construction

Operations and

Maintenance

Custodial

Grounds &

Athletics Fields

Electrical, HVAC,

Mechanical

Procurement

Utilities

Budget

Management

Department

Controller

Lease & Real

Estate

Management

Capital Planning

Capital Project

Management

Permitting

Project

Operations

Internal and

External Events

Space

Management

Tier Scheduling

Environmental

Health and Safety

Executive

Assistant

Meetings, Events

and Conferences

Finance

1.6 GOVERNANCE STRUCTURE

Every decision made and action taken by the College attempts to fulfill the Mission and is guided

by its spirit. Because that spirit finds its first and primary expression in the relationship between

faculty and students, faculty have a particular responsibility to contribute to the effective

operations of the College, especially in academic matters. The following section describes the role

played by the faculty in the governance of the College.

1.6.1 SHARED GOVERNANCE

1. In accordance with the fundamental principles and values espoused in the College’s mission,

it is critical that the College have a strong sense of shared leadership and governance. The

process for decision-making at the College relies on the foundational principles of Catholic

Social Teaching that base all actions on a shared respect for all persons, and a Lasallian

commitment to the common good and inclusive community. Shared governance is the process

by which the Faculty, the Administration, and the Board of Trustees work together in specified

roles to align priorities and govern the College guided by our mission. The Faculty plays a

central role in carrying out the mission and governance of the institution in those areas that

directly impact academic content and quality and the student education experience. The

Administration and Faculty collaborate together and with the staff and student government to

meet the educational needs of the students as whole persons. Shared governance processes

attend to both the quality of our interactions and the overarching goal of aligning and

achieving our institutional priorities consistent with the College’s mission.

2. The Board of Trustees, Administration, and the Faculty will act in good faith with respect to

their responsibilities to the students of the university and to each other. With our shared

commitment, we must approach all governance issues with collegiality, civility, trust, and

fairness. Accordingly, we have an obligation to be informed and participate in shared

discussion and problem-solving. Through processes of shared governance, stakeholders

contribute to identifying and advancing institutional objectives through appropriate levels of

participation that leverage the special insights of individuals with a broad range of perspective

and roles within the College. Though decision-making processes might vary at the department

or school level, the principles of shared governance remain. These practices are informed by

a mutual commitment to the principle of subsidiarity, whereby decisions are made at the most

immediate or local level consistent with the scale of the decision. This requires a shared

understanding about roles and responsibilities at every level of the organization (i.e., when a

body should be informed, when consulted/advised, and when it is the decision-making body).

Faculty input and authority are represented through appointed and elected committees, which

are designed to provide an organizational model that supports representation, transparency,

and the clear flow of communication.

3. As trust, accountability, and good faith are all supported by honest and transparent

communication, the standard and established practice should be open, clear, and timely to (a)

support decision-making processes, (b) articulate the rationale for decisions made and thus to

aid in institutional accountability, and (c) keep the College informed of important decisions.

This includes access to appropriate and sufficient data and information necessary to participate

fully in decision-making within the roles and responsibilities of the various stakeholders.

Adherence to shared governance is paramount to achieving our mission, and must be

supported at all levels of the institution.

Faculty and administrators therefore recognize that even where faculty roles in the decision -

making process is advisory, that the practice of good government requires the following:

1. Timely consultation of the faculty within the Committee system set forth in Faculty

Handbook, especially Sections 1.6 and 1.7;

2. Timely administrative response to faculty recommendations;

3. Timely access to faculty of all non-confidential records and documents relevant to permit the

faculty to carry its responsibilities to give advice on matters under consideration, and

4. Faculty representation selected from faculty recommended by the Academic Senate or its

Chair on all significant ad hoc committees and taskforces whose charges involve matters

pertaining to academic quality.

Alleged breaches of any of the above four practices related to shared governance at the College

are expressly within the grievable issues covered under Section 2.16.1.

1.6.1.1 Faculty Elections

The Committee on Committees conducts faculty elections to determine:

1. Faculty membership on:

- Academic Senate

- Undergraduate Educational Policies Committee

- Graduate and Professional Studies Educational Policies Committee

- Program Review Committee

- Admissions and Academic Regulations Committee

- Faculty Welfare Committee

- Committee on Committees

- Academic Administrators Evaluation Committee

- January Term Committee

- Collegiate Seminar Governing Board

- Core Curriculum Committee

- Committee on Educational Technology

- Committee on Faculty Development and Scholarship

2. Faculty membership on the Rank and Tenure Committee, in coordination with the Provost

and the Office of Academic Affairs.

1.6.1.1.1 Nominations

1. A Preference Survey will be distributed and compiled under the direction of the Faculty

Governance Coordinator in the spring of each year. One month prior to the distribution of

the Faculty Preference Survey, the Academic Deans will submit to the Faculty Governance

Coordinator a copy of the list of faculty members exempt from standing for election and

provide a reason for the exemption, based on the eligibility criteria stipulated in the Faculty

Handbook (see 1.6.1.1.1(3) Eligibility, and 1.6.1.1.4(2)). All tenure-track faculty meeting the

eligibility requirements are expected to complete the Preference Survey, indicating a first and

a second preference for the committees on which they are willing to serve. The Committee

on Committees shall assign a first and a second preference to those individuals who do not

submit a Preference Survey.

2. The Faculty Governance Coordinator will prepare a nominating ballot for each

office/committee seat based on (1) the faculty member’s current eligibility status, (2) statutory

requirements for eligibility as set forth in the Faculty Handbook, (3) expression of willingness

on the part of individual faculty members to serve as indicated by the survey, and (4) the

current number of elected positions held by individual faculty members.

3. Eligibility: Determined according to (1) a faculty member’s current status at the time of the

Preference Survey (e.g., status in spring term for membership effective in fall term), (2) office

or committee membership specifications as to faculty rank (tenure-track or tenured) and

instructional duties (4/6 or more, or in the case of chairs and directors, whose instructional

duties are 2/6 or more). Faculty members granted a sabbatical or leave of absence retain their

eligibility status for election. However, they are not eligible for nomination for any position

whose period of service overlaps the academic year(s) of the leave. Tenured faculty members

who have been granted a temporary reduced teaching load shall be considered to hold full-

time appointments, for purposes of eligibility to serve on faculty committees.

4. For each open position, each voter may select up to two candidates. The candidates receiving

the most votes are placed on the final ballot. Normally, the final ballot should present twice

the number of candidates for each open position. A faculty member who feels exceptional

circumstances exist may request to the Chair of the Committee on Committees to have their

name removed from the nominating ballot.

1.6.1.1.2 Balloting

1. Any ballot must be available for five school days (days on which undergraduate classes are

held). Every effort should be made to accommodate the schedules of the various schools so

that all faculty will be able to vote before the deadline.

2. Ballots will be made available electronically. Access is regulated via individual usernames and

passwords.

3. Upon the close of balloting, the result will be electronically tabulated.

1.6.1.1.3 Election

From the list of nominees each voter must designate the same number of persons as specified for

an office or membership. The specified number of nominees receiving the most votes are elected

as members. A faculty member may not decline election.

1.6.1.1.4 Faculty Qualifications for Election

1. In elections conducted by the Committee on Committee the following are criteria for election:

a. Representatives must be faculty who appear on the Rank and Tenure roster, i.e. are

“tenure-track faculty.”

b. Faculty representing Schools must be elected from their respective Schools. A faculty

member may stand for election in one School only. Membership in a School is determined

by the departmental appointment. In case of dual appointment or multiple eligibility, the

faculty member decides in which School they will stand for election.

c. Faculty representing a program in their School must be elected from the respective

program. A faculty member may stand for election in one program in a School only. In

case of dual appointment or multiple eligibility, the faculty member decides in which

program they will stand for election.

2. The following are ineligible to stand for election:

a. Faculty members currently serving as Presidents, Vice Presidents, Provosts, Vice

Provosts, Associate Vice Provosts, Deans, Associate Deans, as well as faculty members

who served in one of these positions current the current or previous academic year

b. Faculty whose instructional duties are less than 4/6 at the time of election; (Also see

1.6.1.1.1.(3) Eligibility)

c. Chairs and directors whose instructional duties are less than 2/6 at the time of election.

3. A faculty member is not expected to serve at one time on more than two elected committees,

and a faculty member serving on an intensive workload committee may choose not to serve

on a second elected committee.

4. During the spring a faculty member is completing a full term on an intensive workload

committee (Academic Senate, Undergraduate Educational Policies Committee, Rank and

Tenure, Faculty Welfare, Program Review Committee, Core Curriculum Committee,

Committee on Faculty Development and Scholarship) that faculty member may ask for

exemption from that election cycle through the chair of the Committee on Committees.

1.6.1.1.5 Voting Rights

1. Elections conducted by the Committee on Committees:

a. Tenured and Tenure-track Faculty. All tenured and tenure-track faculty will automatically

receive notice that the election ballot has been electronically posted. Faculty members may

vote in one School only. For school-designated positions, all faculty members must

declare on the preference survey which pool of eligibility for which they qualify,

determined by the School where the majority of courses are taught in a given scholastic

year. Faculty members currently serving as Presidents, Vice Presidents, Provosts, Vice

Provosts, Associate Vice Provosts, Deans, Associate Deans, Assistant Deans are not

eligible to vote.

b. Voting eligibility of Salaried Adjunct, Assistant Adjunct and Associate Adjunct faculty will

be determined by Academic Affairs. Each year, by the beginning of the spring semester,

Academic Affairs must submit to the Faculty Governance Coordinator a roster of eligible

Salaried Adjunct, Assistant Adjunct and Associate Adjunct faculty who are teaching one

or more full courses in the then current academic year. Non-academic administrators and

coaches who are full-time College employees shall be eligible to vote if they teach one full

course during the then current academic year. If the Faculty Governance Coordinator has

not received the voter eligibility roster from Academic Affairs by the first week of the

spring semester, a reminder will be sent to the Provost’s office.

1.6.1.1.6 Resignations and Appointments

This subsection concerns positions on Senate committees (see Section 1.6.1.1. Faculty Elections)

and positions appointed by the Chair of the Academic Senate or Chair of the Committee on

Committees.

1. A faculty member wishing to resign from a committee must inform their committee chair and

the Chair of the Committee on Committees in writing.

2. A faculty member who, during a period of committee service, will be going on one of the

leaves recognized in Section 2.13, must inform their committee chair and the Chair of the

Committee on Committees of this. If that leave begins during the first half of the faculty

member's term of service on that committee and will involve no more than half of the

remaining term, the faculty member will return after their leave and complete their term.

Normally, this kind of leave will be treated as a temporary vacancy and the faculty member

will not be replaced during this absence. In all other cases, the faculty member will be counted

as having resigned from the committee, creating a permanent vacancy, and will be replaced.

3. Should an elected position become permanently vacant, the Chair of the Committee on

Committees shall appoint the runner-up in the most recent election of the position of the

vacating member to complete the term. If no runner-up is available, the Chair of the Academic

Senate will appoint a replacement for the remainder of the academic year and the position will

be placed on the ballot for the next regular spring election.

4. Should an appointed position become permanently vacant, the Chair of the Committee on

Committees or Chair of the Academic Senate, as appropriate, shall appoint a replacement for

a term of appropriate length.

1.6.1.1.7 Committee Charter and Composition

The Academic Senate can modify the scope of responsibilities, the size of faculty committees and

the length of service on faculty committees after the current edition of the Faculty Handbook is

published to improve the efficiency and the effectiveness of the role of faculty in the College

governance system (see section 1.6.1.2.1 (3)). Any changes identified by an official Academic

Senate action can be made prior to the publication of the next edition of the Faculty Handbook.

If faculty elections have been completed for the next academic year, the Academic Senate may not

increase the length of service for a faculty member but may reduce the elected term to be served.

The chair of the Committee on Committees has the responsibility to discuss changes with faculty

impacted by Academic Senate actions.

1.6.1.2 The Academic Senate

1.6.1.2.1 Role

1. The Academic Senate is the principal instrument through which the faculty of the College

exercises its responsibilities in the governance of the academic life of the College community.

The Academic Senate is a faculty body with the specific responsibilities of identifying issues

of legitimate faculty concern, especially matters directly and indirectly related to the academic

life of the College, and to initiate appropriate actions to address them. In the process of

arriving at its decisions, the Academic Senate will keep the President and other appropriate

officers of the College informed as issues come forward and will seek their advice, expertise,

and recommendations.

2. The Academic Senate reviews, comments on, and suggests changes in initiatives that originate

from the administrative officers of the College when sent to it for appropriate faculty review.

It takes action on particular matters when requested to do so by the President, the Provost, or

other designated College officials.

3. The Academic Senate is responsible for the overall design, functioning, and evaluation of

faculty bodies (see section 1.6.1.2.2(3)). It also advises the President and Provost about faculty

membership on other governing bodies. It defines the proper responsibilities of, coordinates

the functions of, and resolves disputes between the committees and other faculty bodies under

its jurisdiction.

4. The Academic Senate provides, through its general meetings, a forum at which members of

the faculty may express their opinions on matters under consideration or petition for

consideration of other issues and, in so doing, help the Academic Senate to exercise its

judgment in an informed manner.

5. The Academic Senate, in collaboration with the Provost, may call a Special General Meeting

for informal discussion on matters concerning the College community. Some meetings may

have an open agenda and others may be planned around broad topics.

1.6.1.2.2 Responsibilities of the Academic Senate and Relationship to the Campus Community

1. Faculty bodies may respond to, provide information for and/or refer recommendations to the

Academic Senate (see section 1.6.1.2.9.1(1) Executive Meetings, section 1.6.1.2.9.1(2) General

Meetings, and section 1.6.1.2.9.1(3) Special General Meetings). These reports and

recommendations are submitted to the Provost (and other administrative bodies of the College

and/or Board of Trustees when the Academic Senate deems it appropriate). The Provost will

keep the Academic Senate informed of action taken. When the Provost has chosen not to act

or to act contrary to the Academic Senate recommendations, the Provost informs the

Academic Senate of their reasons. (See 6b below for details.)

2. From time to time, the Academic Senate will make recommendations to the Provost (and

other administrative bodies of the College and/or Board of Trustees when the Academic

Senate deems it appropriate) concerning governance structures at the College. The Provost

will review the recommendations and if he/she concurs, he/she will forward these

recommendations to the President.

3. The Academic Senate defines the election procedures for and membership of faculty

committees of the College. The Academic Senate has these responsibilities for the following

committees: the Academic Senate and its committees, Rank and Tenure Committee, Academic

Administrators Evaluation Committee, Grievance Committee, Faculty Welfare Committee,

Committee on Committees, the January Term Committee, Collegiate Seminar Governing

Board, the Core Curriculum Committee, Committee on Teaching and Scholarship, the Faculty

Bookstore Committee, the Committee on Educational Technology, and Library Committee.

(Regarding how changes are approved for the Faculty Handbook, see section 1.8 Revision

Process of the Faculty Handbook.) The Academic Senate designates committees as being of

intensive workload.

4. In consultation with the Academic Senate, the President defines the responsibilities and the

procedures for the selection and appointment of the Provost. In consultation with the

Academic Senate, the Provost defines procedures for the selection, appointment, and

evaluation of the Vice Provosts, Associate Provosts, the Deans of the Schools and the Dean

of the Core. The actual appointments of the Vice Provost and Deans are made by the Provost,

in consultation with the President.

5. The Academic Senate establishes faculty qualifications for election to office and for voting

and defines the responsibilities and the procedures for faculty selection, appointment,

promotion and tenure, sabbaticals, grievance, retirement and separation from the College.

6. The Academic Senate’s actions are of two kinds: those for which the Academic Senate has full

authority to act, such as faculty committee membership and procedures; those which are sent

to the Provost for consultation, approval, or disapproval.

a. The Academic Senate’s authority to act on its own is defined in sections 1.6.1.1.7, 1.6.1.2.1,

1.6.1.2.2, and 1.6.1.2.9.(3).

b. Motions of the Academic Senate that are sent to the Provost (and other administrative

bodies of the College and/or Board of Trustees when the Academic Senate deems

appropriate) will be responded to in writing within 60 working days. In the case of

disapproval, the response will include the Provost’s concern(s) about the motion.

Requests which are forwarded to the Academic Senate by the Provost will be acted upon

within 90 school days.

1.6.1.2.3 Faculty Officers and Representatives

1. Academic Senate Chair

The Chair presides over the general, special general, and executive meetings of the Academic

Senate (see section 1.6.1.2.9.1, Meetings). The Chair sets the calendar for all meetings and

coordinates the agenda for executive meetings. The chair assumes office after serving one year

as vice chair. The Chair receives reassigned time from teaching assignments commensurate

with the responsibilities of the office.

The chair appoints the parliamentarian for a one-year term and works closely with the

parliamentarian to ensure Senate business is conducted according to sound and accepted

principles of order. Likewise, the chair works with the faculty governance coordinator to

ensure a careful record of proceedings and their posting.

The Chair serves on the Institutional Effectiveness Committee, College Committee on

Inclusive Excellence, Provost’s Council, Academic Administrators Evaluation Committee,

Budget Committee, Faculty Handbook Review Committee, the Academic Affairs and

Enrollment Committee of the Board of Trustees and is the Faculty Representative to the

Board of Trustees.

2. Academic Senate Vice Chair

The Vice Chair is elected by the faculty at-large for a three-year term, the second year of which

the Vice Chair serves as Chair, and the third year of which the Vice Chair serves as Past Chair.

The Vice Chair receives reassigned time from teaching assignments commensurate with the

responsibilities of the office. The vice chair is a voting member of the Academic Senate on all

matters and substitutes for the chair should the chair become ill or need to be absent.

The Vice Chair is chair of the Committee on Committees, and serves on the Budget

Committee, and on the Provost’s Council in the spring.

3. Academic Senate Past Chair

The Past Chair assumes office the year following service as the Chair. The Past Chair is a

voting member of the Academic Senate on all matters and together with the Chair and Vice

Chair serves as a “faculty officer” of the Academic Senate.

The Past Chair serves on the Provost’s Council in the fall, and as the Faculty Representative

to the Alumni Board.

4. Faculty Representatives to the Board of Trustees

The Faculty Representatives to the Board of Trustees serve as liaisons between the faculty and

the Board of Trustees. The representatives are expected to report the action and expressed

attitude of the Board to the Academic Senate after each meeting of the Board of Trustees, and

to report the interests and concerns of the Academic Senate and the faculty to the Board of

Trustees as occasion, interest, or propriety require. The representatives have voice but no vote

and are expected to respect those matters designated as confidential by the Chair of the Board.

5. Faculty Representative to the Alumni Board of Directors

The Past Chair of the Academic Senate serves as the Faculty Representative to the Alumni

Board of Directors. The representative is expected to report the action and expressed attitude

of the Alumni Board of Directors to the Academic Senate, and to report the interests and

concerns of the faculty to the Alumni Board of Directors, as occasion, interest, or propriety

require. The representative has voice but no vote.

The representative is a member of the Alumni Faculty Relations Committee and advises the

Committee on the types of activities designed to promote interaction between the faculty and

the alumni, and a member of the Faculty Fellowship Fund Review Committee that selects the

annual Faculty Fellowship Fund recipient. The representative is encouraged to attend yearly

meetings and any other relevant activities of the Alumni Board.

1.6.1.2.4 Succession

If the Chair is unable to continue in office, the Vice Chair assumes the office of Chair, and

continues as chair through the following year, i.e., the year they would normally serve as chair.

If the Vice Chair cannot assume the office of Chair upon the latter's completion of their term, the

Academic Senate shall elect, by majority vote, a Chair for the upcoming year. Normally,

nominations will be made from among the current and former members of the Academic Senate.

If the office of Vice Chair becomes vacant, due to resignation or assumption of the office of Chair,

the Academic Senate shall elect a current or former member of the Academic Senate to serve the

remainder of the one-year term as Vice Chair. A regular election shall be held in the spring for the

following year's Chair and Vice Chair.

1.6.1.2.5 Parliamentarian

The Chair shall appoint a parliamentarian from the faculty for a one-year term. The

parliamentarian, who shall serve at the pleasure of the Chair, shall be present at all general, special

general and executive meetings of the Academic Senate but shall not have a vote.

1.6.1.2.6 Faculty Governance Coordinator

The Faculty Governance Coordinator provides administrative support to the Academic Senate and

its elected faculty committees. In addition, the Coordinator

1. Takes minutes of general and special general meetings of the Academic Senate and prepares

them for posting;

2. Attends all Executive Meetings of the Academic Senate. Prepare agenda (coordinated by the

Senators present at the executive meeting), memos, and other materials and distributes them

to senators, committee chairs, administrators, faculty members, etc.;

3. Maintains the Faculty Governance website, posting memberships, agendas, current reports

and proposals, minutes, meeting schedules, etc.

4. Maintains all pertinent records and correspondence of the Academic Senate;

5. Serves as ex-officio, non-voting member of the Committee on Committees;

6. Coordinates and conducts the yearly faculty elections, in consultation with the Chair of the

Committee on Committees;

7. Performs other duties related to the conduct of Academic Senate business;

8. Supports the Undergraduate Educational Policies Committee, the Graduate and Professional

Studies Educational Policies Committee, the Admissions and Academic Regulations

Committee, and the Program Review Committee, as well as other committees of the Academic

Senate;

9. Keeps calendars, notices to faculty and maintains the Faculty Governance website for each of

the above committees, as well as the Academic Senate, Academic Administrators Evaluation

Committee, and the Faculty Welfare Committee.

The Faculty Governance Coordinator is selected by the Chair of the Academic Senate with the

assistance of the Human Resources office and according to established College procedures. The

Faculty Governance Coordinator reports to the Chair.

1.6.1.2.7 Membership

The Academic Senate consists of 10 elected members, and 1 appointed member:

- past chair (in the year following service as chair)

- chair (tenured)

- vice chair (tenured chair elect)

- four tenured faculty members, one each from the Schools of Liberal Arts, Science, Economics

and Business Administration, and Education

- two tenured faculty members to be elected at-large from the four schools listed above

- one faculty member on the Rank and Tenure roster who does not have tenure to be elected

at-large from the four schools listed above

- one parliamentarian, non-voting, appointed by the chair for a one-year term

1.6.1.2.8 Terms of Office

Senators are elected for a two-year term, renewable once consecutively. The terms are staggered

so that approximately one-half of the terms end each year.

If a senator needs to be absent for a month or more, the senator shall be temporarily replaced by

the runner-up in the most recent Academic Senate election in this senator's School.

Should a senator be unable to complete their term, the runner-up in the most recent Academic

Senate election for this position shall complete the term. If the runner-up is not able to serve, the

chair of the Academic Senate will appoint a replacement (see section 1.6.1.1.6, Resignations and

Appointments).

The parliamentarian may be reappointed for an additional one-year term.

1.6.1.2.9 Duties of the Academic Senate

The Academic Senate has five duties:

1. To receive, review, and respond to and/or refer recommendations and reports from the

Academic Senate committees, the President, the Provost, the Vice Provosts and Associate

Provosts, the Deans of the Schools and the Dean of the Core.

All concerns related to the academic life of the College are within the Academic Senate's

purview except:

a. Recommendations on sabbaticals, which are made by the Committee on Faculty

Development and Scholarship and are forwarded directly to the Provost;

b. Selection of undergraduate students for awards at graduation, which is made by the

Undergraduate Educational Policies Committee and reported directly to Vice Provost for

Academic Success;

c. Rank and tenure decisions, which are made by the Rank and Tenure Committee; and

d. Grievances, which are considered by the Grievance Committee.

2. To set the agendas for general and special general meetings.

Items for agendas of general meetings are taken from recommendations, reports and requests

for review received from:

a. The President, the Provost, the Vice Provosts and Associate Provosts, the Deans of the

Schools and the Dean of the Core.

b. The committees list under 1.6.1.2.2(3).

c. The Academic Senate itself. Any member of the Academic Senate, with the consent of

the majority of the Senators present at an executive meeting, may place an item on the

agenda for the next general meeting.

d. The faculty. Any faculty member, full- or part-time, may request that an item be placed

on the agenda of a general meeting by submitting the request in writing. The Academic

Senate will consider placing the item on the general meeting agenda after seeking

information from appropriate parties and discussing it in an executive meeting. An agenda

item submitted to the Academic Senate with the supporting signatures of ten other faculty

members will normally be placed on the agenda of the next general meeting.

In order to avoid jurisdictional disputes and duplication of effort, faculty- and Academic

Senate-initiated requests will ordinarily be sent for review to an appropriate committee.

Similarly, recommendations and reports received from committees may be returned for

further study. Otherwise, all recommendations, reports and requests will be assigned to one

of the two following categories:

i. The consent agenda.

Items identified as "consented to" are those which, in the judgment of the majority of

Senators present at the executive meeting, require no further discussion by the Academic

Senate or faculty in a general meeting before a recommendation or decision can be made.

Such items are judged to be non-controversial, issues that other committees have fully

reviewed and to which the Academic Senate can make no further contribution, or issues

on which the opinion of the faculty is already known. A majority vote of Senators present

at the executive meeting is required to place an item on the consent agenda, with the

exception of the Undergraduate Educational Policies Committee, Graduate and

Professional Studies Educational Policies Committee, and the Admissions and Academic

Regulations Committee items for the consent calendar, as explained below. All Academic

Senate actions on a designated “consent agenda” item are taken at a general meeting of

the Academic Senate and are directed to the appropriate College officials for further

action, if needed.

All items from the Undergraduate Educational Policies Committee, Graduate and

Professional Studies Educational Policies Committee, and Admissions and Academic

Regulations Committee come to the Academic Senate and go on a consent calendar for

automatic consent agenda approval, without vote or discussion unless:

- the vote to approve by the Undergraduate Educational Policies Committee, Graduate

and Professional Studies Educational Policies Committee, or Admissions and Academic

Regulations Committee is less than two-thirds;

- the item involves a perceived alteration of or conflict with the College’s Mission;

- the item would have potentially significant campus-wide consequences;

- the item has significant resource or cost consequences that have not been identified and

addressed by the Undergraduate Educational Policies Committee, Graduate and

Professional Studies Educational Policies Committee, or Admissions and Academic

Regulations Committee;

- the item involves a modification to the Faculty Handbook.

Items will remain on the consent agenda unless removed by the Academic Senate at a

General Meeting. Any item may be removed from the consent calendar by a motion

supported by four Senators. The Academic Senate will then reconsider that item for

further action.

ii. Items for consideration

Reports and actions from all faculty committees come to the Academic Senate for

consideration, except as defined in (i) above.

3. To conduct faculty elections.

4. To review at the request of the President cases of alleged unprofessional conduct on the part

of a tenure-track faculty member, except in cases of sexual harassment or sexual misconduct

(see section 2.9.3.1, Policy Prohibiting Discrimination, Harassment (including Sexual) and

Retaliation).

5. To initiate Academic Senate task forces for the purpose of investigating specific problems and

issues related to the academic life of the College or concerns of the faculty. The Academic

Senate shall exercise due caution to assure that the responsibilities of its task forces do not

overlap those of other existing committees.

1.6.1.2.9.1 Meetings

Academic Senate meetings are of three types: general, special general, and executive. Ordinarily,

one general meeting is scheduled every three weeks from August through May.

1. Executive Meetings

The Chair shall convene a meeting of the faculty officers as well as Senators, at least one week

prior to each General Meeting to prepare the agenda for the General Meeting. The time and

location of these meetings shall be posted on the Faculty Governance webpage.

a. Quorum

A minimum of one faculty officer and five other Senators (either faculty officers or other

Senators) must be present to prepare the agenda.

b. Consent Agenda

See section 1.6.1.2.9(2.d.i) The consent agenda.

2. General Meetings

The general meeting of the Academic Senate provides a forum for all faculty members to

exchange information and opinions about issues relevant to the academic life of the College

or the concerns of the faculty. In addition to the items requiring action by the Academic

Senate, concerning which the Academic Senate solicits viewpoints from attending faculty

members, the agenda of the general meeting may also include:

a. Informational items in which the Academic Senate grants invited speakers an opportunity

to address the faculty at-large;

b. Committee reports;

c. General items of faculty interest, including items not yet ready for action, for which the

Academic Senate solicits input from the faculty.

Additions or changes to the agenda can be made only by a two-thirds vote of the Academic

Senate on a motion not open for debate.

Among the actions the Academic Senate may take at a general meeting on the

recommendations and reports it has received are:

1. To discuss and approve;

2. To discuss and not approve, with an explanation of the reasons for non-approval for all

principal parties involved;

3. To approve an alternative or to amend; or

4. To return to a particular council or committee with recommendations for reconsideration.

Normally, the Chair will open the floor to non-Senate members under each agenda item. The

floor will remain open until closed by the Chair, at which time discussion may be restricted to

Senate members.

Only Senate members may introduce and vote on motions. The chair may choose to poll the

faculty members in attendance before a vote is taken. By a two-thirds vote, the Academic

Senate can require that a written poll be submitted to the entire College faculty for its response

to an issue.

Substantive motions shall require a roll call vote (see section 1.6.1.2.14, Rules of Procedure).

The consent agenda and actions taken at the general meetings are forwarded to the Provost,

with copies to the President of the College.

3. Special General Meeting

If additional general meetings are required for the Senate to conduct its business, the Chair

consults with the Senate and, if agreed, schedules additional general meetings. A special general

meeting may also be requested by the President of the College, the Provost, a petition signed

by three members of the Senate, or a petition signed by ten faculty who are not members of

the Senate. The special general meeting must be scheduled with sufficient time (normally at

least one week) for adequate notice to be given to all faculty members.

1.6.1.2.10 The Provost

The Provost may:

1. Approve the motion as presented in writing within 60 working days; or

2. Consult with the Academic Senate about possible revisions, or the intention to disapprove,

prior to the final decision; or

3. Disapprove. The response will include the Provost’s concern(s) with the motion and be

submitted within 60 working days. When the Academic Senate deems it appropriate, they may

request that the motion and the Provost’s concerns be sent to the President and/or the Board

of Trustees. Such an action would require a two-thirds majority vote of the Academic Senate.

For the first Senate meeting of each academic year, the Provost will submit a report to the

Academic Senate on the status of its actions from the previous academic years, if there are any.

1.6.1.2.11 Quorum

The quorum for General and Special General meetings of the Academic Senate is five voting

members in addition to the Chair or Vice Chair. A quorum must be present within 15 minutes of

the scheduled time. In the absence of a quorum, the Chair may decide to proceed with the

determination of an agenda for the next general meeting. The Academic Senate may not, however,

take any other action requiring a vote.

1.6.1.2.12 Attendance

Members of the Academic Senate are expected to attend all executive, general and special general

meetings. General and special general meetings are open to all faculty members. Staff may attend

without special invitation. Students may attend at the discretion of the chair, subject to appeal by

a motion from the floor.

1.6.1.2.13 Voice

All faculty members, whether full- or part-time, currently teaching, on leave, or emeriti, may speak

at any general or special general meeting. Staff and students may speak with the permission of the

Chair.

1.6.1.2.14 Rules of Procedure

All general and special general meetings of the Academic Senate are governed by Roberts Rules of

Order, Revised, as modified in the Rules of Procedure of the Academic Senate at Saint Mary's

College, which are posted on the Academic Senate website. These Rules of Procedure shall be

approved at the first Meeting of each Senate year.

1.6.1.2.15 Business Procedures

1. Additions or changes to the agenda can be made only by a two-thirds vote of the Academic

Senate on a non-debatable motion.

2. The procedure for council or committee recommendations or reports to the Academic Senate

is the following:

a. Councils or committees present to the Academic Senate in writing a signed

recommendation or report. A minority report of the committee may be submitted if

supported by two voting members of the council or committee.

b. The text must be distributed to members of the Academic Senate at least 48 hours prior

to the executive meeting at which it will be discussed.

c. Any recommendation or report will be considered as a principal motion, seconded by the

committee vote, which must be reported.

3. An individual faculty member or group of faculty members wishing to place an item on the

agenda of a general meeting must formulate it as specifically as possible and present it to the

Chair of the Academic Senate at least 48 hours prior to the executive meeting at which it will

be discussed (see section 1.6.1.2.9.1(1) Executive Meetings).

4. The Academic Senate will not proceed to consider and/or discuss an item unless the

documents that are to be the basis of discussion have been distributed to Senators 48 hours

before that meeting. The Chair has the discretion to make an exception to this requirement.

5. Discussion

a. Each faculty member wishing to speak to a particular motion is limited to three minutes.

Remaining time may be yielded to another speaker.

b. Speakers are called in the order in which they have notified the chair of their desire to

speak.

1.6.1.2.16 Presidential Response

The President of the College may report to the faculty at a general meeting on areas where

consultation is needed or on executive action to be taken. Such an executive report should be

included on the agenda.

1.7 COMMITTEE STRUCTURE

1.7.1 BOARD OF TRUSTEES COMMITTEES

The Standing Committees of the Board of Trustees are:

- Executive Committee

- Academic Affairs and Enrollment Committee

- Advancement Committee

- Audit Committee

- Finance Committee

- Governance and Nominating Committee

- Investment Committee

- Mission and Identity Committee

- Student Life Committee

- Athletics Committee

1.7.1.1 Executive Committee

Duties: Except as limited by laws, the Executive Committee shall exercise the full power of the

Board in the event of emergency or exigent circumstance(s), as determined by a majority of the

members of the Executive Committee in consultation with or at the request of the President.

Assuring the vitality of the mission of the College in the area of executive oversight, the Executive

Committee shall:

- Review consider, and approve the legal position significant material actions of the Corporation

and take any legal action deemed necessary on behalf of and/or in the interest of the

Corporation;

- Advise the Chairperson of the Board on timing for the Regular Annual Meetings and special

Meetings of the Board of Trustees;

- Make recommendations to the Board of Trustees about:

a) Presidential review;

b) Changes to the Faculty Handbook that have the effect of creating or changing College

policies.

- Annually review all Trustee conflict of interest statements and disclosures.

- Review the compensation of the President, the Vice President for Finance and

Administration, and such other officers of the College the Executive Committee determines

appropriate in order to evaluate whether such compensation, inclusive of benefits, is just and

reasonable.

- Perform other such duties as may be delegated to it by the Board of Trustees.

Membership: Membership of the Executive Committee shall be composed of the following members

of the Board of Trustees: the Chairperson of the Board, Vice Chairperson of the Board, the

Chairperson of each standing committee, the College President, the Board Secretary, the Brother

Visitor and the immediate past Chairperson of the Board while still serving as a Trustee. The

Committee may have staff resources as will be helpful to the Committee as determined by the

Chairperson of the Committee. Such staff resources may include, but is not necessarily limited to,

the Executive Assistant to the President, the Assistant Secretary, and the General Counsel.

1.7.1.2 Academic Affairs and Enrollment Committee

Duties: Assuring the vitality of the mission of the College in the area of academic affairs, the

Academic Affairs and Enrollment Committee shall make recommendations to the Board of

Trustees about:

- WASC Senior College and University Commission recommendations or those of any other

accreditation body which affects College programs;

- Substantive changes in the academic policies and educational programs of the College;

- Rank and Tenure, sabbaticals, or other employment policies for College faculty, including

changes in the Faculty Handbook;

- Institutional enrollment and marketing plans, including enrollment and net revenue objectives.

Membership: The Academic Affairs and Enrollment Committee shall consist of Trustee members

and other eligible members who are appointed by the Chair of the Board of Trustees. The

Committee will have the assistance of one or more officers of the College as designated by the

Board, in consultation with the President.

1.7.1.3 Advancement Committee

Duties: Assuring the vitality of the mission of the College in the area of advancement, the

Advancement Committee shall foster and promote the Advancement Development and

Fundraising operations of the College and make recommendations to the Board of Trustees about:

- Matters pertaining to Advancement and Alumni of the College

- Approval of Long-term objectives for the College’s Advancement/Alumni program

- Approval of an appropriate annual goal for Advancement

- Monitor progress toward that goal

Additionally, within the Advancement policies and priorities recommended by the President of

the College and approved by the Board of Trustees, the Advancement Committee shall:

- periodically review the Advancement results, both annual and endowment, to assure

adherence to fund raising policies and priorities;

- suggest strategies if fund raising objectives are not met;

- recommend fund raising counsel;

- provide a report to the Finance Committee of the Board of Trustees at each of its scheduled

meetings and to the full Board of Trustees at least annually.

Membership: The Advancement Committee shall consist of Trustee members and other eligible

members who are appointed by the Chair of the Board of Trustees. The Committee will have the

assistance of one or more officers of the College as designated by the Board, in consultation with

the President.

1.7.1.4 Audit Committee

Duties: Assuring the vitality of the mission of the College in the area of audit, the Audit

Committee shall act as the independent supervisor of the Corporation's financial and accounting

practices and shall:

- conduct the annual review of the independent audit report of the College by:

a) selecting, without further review by the Board of Trustees or any other committee, the

independent certified public accountants who shall provide auditing services;

b) reviewing the work and effectiveness of the independent auditors;

c) passing an Audit Committee resolution adopting the annual report.

- recommend action based on the findings of the independent auditors to the internal business

and audit staff of the College;

- conduct an annual review of compliance procedures and methodologies employed by the

College relating to the rules and regulations of the National Collegiate Athletic Association

and the West Coast Conference, as applicable;

- make recommendations of matters within the Audit Committee's area of concern to the

Finance Committee;

- establish an Audit Committee Charter; and

- other duties as assigned by the Board of Trustees.

Membership: The Audit Committee shall consist of at least five (5) members, which shall include:

The Finance Committee Chair and four (4) other members, at least one of whom, in addition to

the Chair of the Finance Committee, must be a member of the Finance Committee, and all of

whom shall be members of the Board of Trustees, nominated by the Chair of the Board and

appointed by the Board of Trustees. To be eligible to serve on the Audit Committee, the candidate

and/or member must hold no salaried position in the College. The Vice President for Finance and

Administration and, if the Vice President for Finance and Administration so desires, an associate(s)

of the Vice President for Finance and Administration, shall attend Audit Committee meetings if

such attendance is requested by the Audit Committee Chair, but the Vice President for Finance

and Administration and their associate, if any, shall not vote on any matter.

1.7.1.5 Finance Committee

Duties: Assuring the vitality of the mission of the College in the area of financial oversight, the

Finance Committee shall review budgets and all other matters relating to the fiscal and general

business management of the Corporation with the exception of those matters delegated by the

Board of Trustees to the President or to other committees.

In particular, the Finance Committee shall have the following responsibilities with respect to

financial oversight:

- Review and make recommendations to the Board regarding the College’s budgets, as well as

appropriate long-range financial plans, related enrollment plans, employee benefit program,

financial aid policies, and other financial matters of great magnitude that may affect the

College’s overall financial health.

- Approve the annual budget prior to submitting to the Board for final approval.

- Review tuition, financial aid, room and board, and fees for the students attending the College

with respect to how such fees and costs impact the College’s budget.

- Lead the Board’s review of the College’s strategy for long-term financial sustainability.

- Review the College’s financial policies and recommend appropriate revisions to the Board.

- Review and recommend to the Board major capital expenditures, dispositions of capital assets

and any borrowings.

Additionally, the Committee shall have the following responsibilities with respect to facilities

matters:

- Review and provide recommendations to the Board on the College’s master plan;

- Review and provide recommendations to the Board on all facilities and capital improvement

projects that could significantly impact the College campus or its master plan.

- Review and advise the Board on the construction, rehabilitation or removal of all structures

where the cost of any such construction, rehabilitation or removal exceeds $2,000,000.

- Review the College’s facilities and physical assets policies and recommend appropriate

revisions to the Board.

- Attached to this Charter as Attachment 1 is the College’s Approval Process for Major Facility

Projects and related Guidelines.

Membership: The Committee shall consist of Trustee members and other eligible members who are

appointed by the Chairperson of the Board of Trustees. The Vice President for Finance and

Administration shall provide assistance to the Committee. The Committee may have staff

resources as will be helpful to the Committee as determined by the Chair of the Committee.

1.7.1.6 Governance and Nominating Committee

Duties: Assuring the vitality of the mission of the College in the area of governance, the Governance

and Nominating Committee shall oversee matters of corporate governance and make

recommendations to the Board of Trustees about:

- The desired Board profile and processes undertaken to ensure that profile is achieved

- Potential candidates for election to serve as Trustees, Chairperson, Vice Chairperson, and

Secretary, and Committee membership of the Board

- Governance policies for Trustee review and approval, including but not limited to,

amendments to the Bylaws

Additionally, the Governance and Nominating Committee shall assume duties as may from time

to time be assigned by the Board of Trustees. The Committee shall also make decisions about:

- Nominations for honorary degrees.

- Orientation and education programs for Trustees concerning their Board responsibilities.

- The self-assessment of the Board.

- The assessment of individual Trustee performance and the re-nomination of Trustees,

excluding the President and the Brother Visitor.

- Outstanding service and individuals who should be considered for emeritus status.

- The review and approval of Advisory Committee Charters and revisions thereto.

- The Strategic Plan by reviewing it and submitting a recommendation to the Board.

Membership: The Governance and Nominating Committee shall consist of the Chair of the Board,

the immediate past Chair of the Board while still serving as a Trustee, the President, the Brother

Visitor, and other Trustees who are nominated by the Chair of the Board and appointed by the

Board of Trustees. The Committee may have staff resources as will be helpful to the Committee

as determined by the Chair of the Committee.

1.7.1.7 Investment Committee

Duties: Assuring the vitality of the mission of the College in the area of investment management,

the Investment Committee shall, working in consultation with any Special Subcommittees, assist

the Board with all investment-related matters, including policy and strategy matters, investment

manager selection and implementation, supervise the Corporation’s investment portfolios

including but not limited to the Corporation’s endowment portfolio(s) and review for compliance

and performance relative to guidelines.

Within the framework of the policies and the established investment objectives, approved by the

Board of Trustees, the Investment Committee shall:

- Annually review the Investment Committee Charter, the Investment Policy and objectives and

recommend to the Board any changes.

- Recommend to the Board for approval the retention of qualified Outsourced Chief

Investment Officer (OCIO) and such other investment managers, custodians, consultants and

investment professional as appropriate. The Committee shall have oversight and be

responsible for establishing the investment strategy and setting the scope of work performed

by the OCIO with staff support. This includes the selection of OCIO, change/replacement

of OCIO, as appropriate, and performance review of OCIO.

- Monitor investment results to assure compliance with investment policies and objectives

- Take appropriate action to ensure investment policies and objectives are met

- Ensure the timing and amounts of all endowment withdrawals are within Board approved

parameters.

- Reports at least annually to the Board of Trustees.

Membership: The Investment Committee shall consist only of Trustee members who are nominated

by the Chair of the Board and appointed by the Board of Trustees.

1.7.1.8 Mission and Identity Committee

Duties: Assuring the vitality of the mission of the College in the area of mission and identity, the

Mission and Identity Committee shall assist in the promotion of mission and identity in all aspects

of campus operations and shall make recommendations to the Board of Trustees about the

following:

- Periodically evaluating the life of the College in light of the Mission Statement

- Periodically reviewing the College’s Mission Statement for possible modification

- The College’s strategic plan and its reports for the appropriate inclusion and progress of

mission-related goals

- Progress on promoting the College through a variety of communication mediums in ways that

are aligned with the institutional mission

- Support to the College’s branding and marketing strategy to reflect current market conditions

that are consistent with the mission of the College

- Providing orientation resources and support for programs that educate Trustees about the

College’s mission and identity.

Membership. The Mission and Identity Committee shall consist of Trustee members and other

eligible members who are appointed by the Chair of the Board of Trustees. The Committee will

have the assistance of one or more officers of the College as designated by the Board, in

consultation with the President. At the request of the Committee, or when the College determines

supplementary input would benefit the Committee, additional resource staff may be assigned by

the Chair of the Board, in consultation with the President.

1.7.1.9 Student Life Committee

Duties: Assuring the vitality of the mission of the College in the area of student life, the Student

Life Committee shall make recommendations to the Board of Trustees about:

- students’ interests in the Board’s policy-making activities;

- adequate resources, programs and direction for student affairs;

- student development issues;

- intercollegiate athletics and campus recreation;

- housing;

- quality of student experience;

- regulatory and statutory requirements relevant to student life.

Membership: The Student Life Committee shall consist of Trustee members and other eligible

members who are appointed by the Chair of the Board of Trustees. The Committee will have the

assistance of one or more officers of the College as designated by the Board in consultation with

the President.

1.7.1.10 Athletics Committee

Duties: Assuring the vitality of the mission of the College in the area of athletics, the Athletics

Committee shall oversee programs, resources, and other matters central to the College’s

intercollegiate athletics program and make recommendations to the Board of Trustees about:

• Matters pertaining to athletic fundraising, facilities, budgets, and strategic planning.

• Compliance and general oversight of institutional, conference, and National Collegiate

Athletic Association policies, rules and regulations affecting the College’s intercollegiate

athletics program.

• Measures required to ensure satisfactory academic progress as well as the physical wellbeing

and mental-health of the College’s student-athletes.

• Overall policies and practices concerning the College’s intercollegiate athletics program in a

manner consistent with the mission and values of the College.

• Any steps or measures required to ensure gender equity in its intercollegiate athletics programs.

Membership: The Athletics Committee shall consist of Trustee members and other eligible members

who are appointed by the Chair of the Board of Trustees. The Committee will have the assistance

of one or more staff members of the College as designated by the Board, in consultation with the

President.

1.7.2 INSTITUTIONAL COUNCILS AND COMMITTEES

1.7.2.1 President’s Senior Staff

The President’s Senior Staff, comprised of the President and senior members of the College, meets

on a regular basis to discuss and make decisions about campus issues and initiatives, policies and

procedures, and other items of importance to the College.

Membership:

- President

- Provost and Executive Vice President

- Vice President for Finance and Administration

- Vice President for Strategic Partnerships and Advancement

- Vice President for Mission

- Vice President for Enrollment and College Communications

- Vice President for Student Life

- Vice President for Academic Affairs

- Vice President for Intercollegiate Athletics

- Vice President for Facilities

- Chief Information Officer

- Senior Diversity Officer

- Special Advisor to the President

- Executive Assistant to the President

1.7.2.2 College Committee on Inclusive Excellence

Role: The Committee on Inclusive Excellence will review, recommend, and facilitate the

implementation of policies, programs, and practices that advance inclusive excellence at Saint

Mary’s College.

Primary activities:

- articulate and promote the educational imperative for inclusive excellence;

- advise and review the development of institutional, unit, and school diversity and inclusion

goals;

- develop and support strategies that improve the recruitment and retention of

underrepresented students, staff, and faculty;

- sponsor and coordinate opportunities for the development of cultural competence; and,

- support initiatives that advance the knowledge, practice, and recognition of inclusive

excellence.

Membership:

- Senior Diversity Officer (chair)

- Vice President for Finance and Administration

- Vice President for Enrollment and College Communication

- Vice President for Intercollegiate Athletics

- Vice President for Mission

- Vice President for Strategic Partnerships and Advancement

- Vice President for Student Life

- Associate Vice President and Chief Human Resources Officer

- Chair of Staff Council or designee

- Chair of Academic Senate

- Vice Provost for Academic Success

- Brother representative, appointed by Cummins Institute

- Dean of Students

- Director of Intercultural Center

- Director of the High Potential Program

- Assistant Vice Provost for Student Support Services

- Student representative, Intercultural Center

- Four Faculty members, one each from the Schools of Economics and Business

Administration, Kalmanovitz School of Education, Liberal Arts and Science, appointed by the

Chair of the Committee on Committees

- Representative of the Associated Students of Saint Mary’s College

Meetings: The Co-Chairs of the Committee call meetings as needed.

1.7.2.3 Sustainability Committee

Role: The Sustainability Committee reviews, recommends and facilitates the implementation of

policies and programs that advance sustainability and environmental justice across the Saint Mary’s

Community, through education, research, community engagement and campus operations.

The Committee will be consulted on matters that have an impact on the College’s environmental

footprint. The Committee makes recommendations to the President regarding College operations,

to the Academic Senate regarding academic curriculum and/or academic research, and to the

Provost and Institutional Effectiveness Committee regarding the tracking of environmental justice

and environmental sustainability efforts across the College.

The primary responsibilities of the Committee are to:

– Function as the primary conduit for information and decision-making regarding

environmental stewardship and sustainability on campus.

– Proactively design and propose policies and initiatives that expand our campus commitment

to climate action and environmental justice in research, curriculum, engagement and/or built

environment.

– Develop, recommend, support and sponsor academic programs, certificates, and co-curricular

education activities that promote environmental awareness and sustainability as both an

institutional and an individual responsibility

– Monitor operations and practices on campus that directly affect the College’s use of resources

and contribute to our environmental footprint.

– Review annual assessments of the College’s sustainability efforts.

– Update and maintain the College’s sustainability vision and values statement.

– Develop action plans to promote greater awareness of sustainability, to increase campus

sustainability over time, and to inform annual operating and capital budget processes.

Membership:

– Faculty Member (appointed by the President, in consultation with the Academic Senate) (co-

chair)

– Academic Administrator (appointed by the President) (co-chair)

– Sustainability Director

– Campus Facilities Planning Committee Chair

– Chief Marketing and Communications Office

– Vice President for Mission

– Vice President for Student Life

– Vice Provost, appointed by the Provost

– Provost’s Council representative appointed by the Provost

– One Faculty Member from each School appointed by the Chair of the Committee on

Committees

– Staff Council Chair

– Associated Student Senator, appointed by the ASSMC

– Other Members of the Campus Community as appointed by the President.

Meetings: Meetings are held approximately monthly on a schedule drawn up by the co-chairs.

1.7.2.4 Institutional Effectiveness Committee

Role: The Saint Mary’s College Institutional Effectiveness Committee supports and advises all units

on best institutional effectiveness practices by coordinating the activities to assess institutional

units and evaluate the effectiveness thereof. In addition, the Institutional Effectiveness Committee

serves as an institutional repository to track progress on strategic priorities and ensure continuous

quality improvement across the College.

The Institutional Effectiveness Committee reports to the Provost and Senior Vice President for

Academic Affairs on all matters relating to:

- The establishment and monitoring of processes for ongoing outcomes assessment planning

and reporting by all SMC units;

- The review of institutional data summaries, administrative program reviews, accreditation

reports, and other special reports;

- Progress on key performance indicators derived from the institutional strategic plan;

- Compliance with all WSCUC institutional effectiveness accountability standards;

- Assistance in support of accreditation narratives, gathering documentation, and leading

internal teams for self-study; and

- The submission of an annual Institutional Effectiveness report.

Each core unit (departments, programs, and other sub-units) is expected to submit an annual plan

that is derived from the longer-term strategic plans established for each area and the College. The

Annual Institutional Effectiveness Assessment Plan and Annual Report will be the core element

of the integrated planning process and will reflect the strategic priorities, accreditation

requirements, external accountability requirements, and operational effectiveness/efficiency goals

for each unit.

The Institutional Effectiveness Committee is expected to meet twice quarterly.

Membership:

- Vice Provost for Institutional and Educational Effectiveness (ALO) (co-chair)

- Chair Academic Senate (or representative) (co-chair)

- Assistant Provost

- Chief Information Officer

- Vice Provost for Academic Innovation

- Vice President for Student Life

- Assistant Vice President for Development, Strategic Partnerships and Advancement

- Vice President for Mission

- Deputy Athletic Director for Internal Operations

- Assistant Vice President for Finance and Controller

- Vice President for Enrollment and Communications

- Vice Provost for Academic Success

- Three Deans, as appointed by the Provost

- Two members of the Academic Senate, at least one with substantial recent experience in a

graduate or professional program, and at least one with substantial recent experience in an

undergraduate program.

1.7.2.5 Title IX Committee

Role: The Title IX Committee is advisory to the President on all matters related to Title IX. The

Committee is dedicated to the promotion of the rights of students, staff and faculty to live, work

and study in a safe and healthy environment free from sexual discrimination, including sexual and

gender-based assault and harassment. The Committee is charged with fostering an institution-wide

commitment to cultural change by taking a community approach to building a partnership between

students, staff and faculty to help create a campus environment that promotes respect, equality,

civility, healthy relationships, and healthy sexuality.

The committee will:

- Work to ensure positive compliance with Title IX, the Clery Act, and other laws and

regulations related to gender discrimination and sexual violence.

- Work to ensure that all employees and students know how to identify and report, as well as

intervene and interrupt, prohibited behavior.

- Review and make recommendations about campus policies, programs and initiatives designed

to address sexual and gender-based harassment, sexual violence, relationship and interpersonal

violence and stalking. The committee will provide support as needed for the implementation

and evaluation of new or amended policies for students, faculty, and staff.

- Foster communication and collaboration in prevention efforts to raise awareness of the impact

of interpersonal violence on campus, reduce the occurrence of such acts, and to promote

safety, health, and well-being.

- Engage the campus community (including student organizations, athletics, administrators, and

academic departments, among others) to promote forums and conversations that foster a

campus climate free of sexual violence.

- Provide guidance to campus leadership to advance systemic change and overall improvement

of the campus climate relating to protections provided by Title IX.

- Develop a consistent and effective reporting system to the President and other campus leaders.

- Contribute to the campus Strategic Plan on all aspects of Title IX compliance, education and

outreach, training, reporting, investigations, and campus climate.

Membership:

- Associate Vice President and Chief Human Resources Officer (Title IX Co-Ordinator), Chair

- Senior Diversity Officer

- Senior Manager of Human Resources (Title IX Co-Coordinator)

- Associate Vice President & Dean of Students (Title IX Deputy Director)

- Senior Associate Athletic Director/Senior Woman Administrator (Deputy Title IX

Coordinator)

- Executive Director for Public Safety and Transportation

- Associate Dean of Students & Director of Community Life, Student Rights, and

Responsibilities (Title IX Deputy Director)

- Campus Assault Response and Education Director

- Counseling and Psychological Services Representative

- Saint Mary’s Title IX Investigator

- Faculty Member, as appointed by the Chair of the Committee on Committees

- Undergraduate Student Representative, as chosen by ASSMC

- Graduate Student Representative, as chosen by the Associate Dean of Students and Director

of the Office for Student Rights, Responsibilities, and Community Life

The Committee is divided into four subcommittees:

1. Policy and Procedure

2. Training and Education

3. Marketing; Toolkit and Website Management

4. Reporting

Students (graduate and undergraduate) as well as other campus representatives may be invited by

the Chair to serve on subcommittees.

1.7.2.6 Travel Risk Assessment Committee

Role: The Travel Risk Assessment Committee provides risk assessment for College-sponsored

activities. The Committee provides mandatory review of College-sponsored activities off-campus,

including for academic international and domestic travel programs, athletic travel, College-

sponsored travel by faculty, staff, and students (including conference travel, research conducted

off campus, and club-sponsored activities like alternative spring breaks sponsored or hosted by

campus organizations), as well as Community Engagement involving students working off campus.

The Committee is also charged with working with other College offices and programs that engage

in regular travel off campus (e.g. January Term, Athletics, CILSA, and CIP) to develop, approve,

and maintain specific written emergency plans for off-campus activities in compliance with the

College-wide Risk Management Policy.

Specifically, the Committee shall:

- Develop and maintain a clear travel risk assessment protocol and rubric governing when

College-sponsored travel is approved, denied, and canceled

- Review and approve College-sponsored travel by faculty, staff, and students, including study

abroad courses and programs, as well as exchange programs that bring students from other

countries to live on campus

- Monitor approved College-sponsored travel by faculty, staff, and students for evolving

situational risk and cancel programs based on risk assessment protocol and rubric

- Consult with programs engaging in regular travel off campus in the development of written

emergency plans to mitigate and manage risk in these activities

- Review and re-approve written emergency plans from programs on a rolling three-year basis

- Provide risk assessment for additional College programs and offices on as needed basis

The Committee shall engage in ongoing professional development and consultation with external

agencies, including contracted partners such as insurance carriers and study abroad programs, as

needed to assess and respond to relevant (potential) risks involved in off-campus activities.

Membership:

- Director of January Term

- Associate Vice President, Finance/Controller or Designee

- Vice Provost for Academic Success or Designee

- Representative from the Office of International Programs

- Vice President for Intercollegiate Athletics or Designee

- Medical Director of the Student Health Center or Designee

- Director of Catholic Institute for Lasallian Social Action or Designee

- Faculty Representative Appointed by Chair of the Committee on Committees (must have

taught at least two CE courses in five years prior to initial appointment, and who will serve

two-year renewable terms)

At the start of each year, members will elect a Chair for the year.

1.7.3 ACADEMIC AFFAIRS COUNCILS AND COMMITTEES

1.7.3.1 Provost’s Council

Role: The Provost’s Council serves as a forum for new ideas and initiatives and aid in maintaining

coherence and momentum for the initiatives that are developed. The Council provides vision,

focus, and guidance to the Provost and Executive Vice President, and implements academic

programming and support. In particular, the Council advises the Provost regarding matters

pertaining to their various offices and programs, especially regarding long-range planning, budget

priorities, and strategic initiatives.

Provost’s Council Membership:

- Provost and Executive Vice President (Chair)

- Chair of the Academic Senate

- Past Chair of the Academic Senate (fall) and Vice Chair of Academic Senate (spring)

- Chief Information Officer

- Senior Diversity Officer

- Vice Provost for Academic Success

- Vice Provost for Academic Innovation

- Dean for Library and Academic Resources

- Dean of the School of Economics and Business Administration

- Dean of the School of Science

- Dean of the School of Liberal Arts

- Dean of the Core

The Provost may augment the memberships as appropriate. The Provost’s Council meets twice a

month.

1.7.3.2 No longer exists

1.7.3.3 No longer exists

1.7.3.4 Rank and Tenure Committee

Role: The Rank and Tenure Committee makes recommendations to the President on tenure and

promotion, and makes recommendations to the Provost on reappointment subsequent to initial

and interim Rank and Tenure reviews. (see section 2.6.2 Procedures for Promotion and Tenure,

2.6.2.3 Rank and Tenure Committee Procedures, and 2.6.2.5 Recommendation and Decision

Procedures)

Membership:

- one tenured representative each from the School of Liberal Arts, Science, Economics and

Business Administration, and Education, elected for a three-year term, one or two elected each

year so that the terms are staggered;

- five tenured members-at-large, elected for three-year staggered terms;

- a chair (with vote), elected from the above nine regularly elected members; the chair will retain

the representation for which the chair was elected, i.e., School or member-at-large.

- Provost (ex-officio, non-voting)

Each member of the Rank and Tenure Committee receives one reassigned time each academic

year of service. This reassigned time should not exempt committee members from honoring

teaching commitments to January Term and Collegiate Seminar, as well as advising assignments.

If any person serving on the Committee (School representative or at-large member) is required to

leave the Committee permanently within the first two months of the Committee’s sessions, a

replacement election must be held.

If any member serving on the Committee (School representative or at-large member) becomes

ineligible to serve due to sabbatical or leave of absence, or is to be considered for a Rank and

Tenure review during a year when that member would have been on the Rank and Tenure

Committee, a replacement election must be held.

Faculty Qualified for Election:

1. All tenured faculty (i.e., who appear on the Rank and Tenure roster with tenure) whose duties

are primarily instructional (i.e., who do not teach less than 55%, or in the case of chairs and

directors of graduate or professional studies academic units, whose instructional duties are not

less than 2/6) and who have attained the rank of Associate Professor are eligible for

membership-at-large.

2. For representatives of a School, to the qualifications in 1 are added: Members must be from

the School electing them unless no one from the School is eligible; if a faculty member holds

appointment in two Schools, the faculty member must choose the School of eligibility.

3. Members of the faculty are ineligible for election if they would be on sabbatical, or leave of

absence, or being considered for Rank and Tenure review during the first year of service.

4. Any faculty member currently serving on the Rank and Tenure Committee is eligible for

election as chair of the Committee for the following year. A faculty member is elected chair

for a term of one year, and may be re-elected, up to a total of three consecutive terms.

If a member whose term is ending is elected chair, their term of service on the Committee will

be extended by one year or as long they are elected chair by the Committee. The member will

retain the representation for which they were originally elected to the Committee. In such a

case, if the member’s term is extended by one or two years, the elected successor to the

position filled by that member (School representative or member-at-large) will serve a term of

three years minus the number of years the chair’s term was extended. If the chair’s term is

extended to the three-year maximum, the elected successor to the chair’s position (School

representative or member-at-large) will serve a three-year term.

Faculty Who May Vote: All faculty who appear on the Rank and Tenure roster may vote for

appropriate members as specified:

a. All may vote to nominate and elect members-at-large;

b. Only those holding appointment in the School may vote to nominate two candidates for

the School representatives (if a faculty member holds appointment in more than one

School, the faculty member must decide in which School voting will take place);

c. All may vote in the final round to elect the representatives from each of the Schools.

Election Procedures: Faculty Positions Other Than Chair

1. The Rank and Tenure elections will take place during the Fall semester, with terms beginning

the following academic year. After ensuring that sabbatical proposals have been reviewed by

the Provost and President, the Office of Academic Affairs commences distribution of ballots

no later than the first week of November. The elections will take place in the following election

order:

a. Representatives of the School;

b. Members-at-large;

c. Replacement members.

2. Balloting is conducted during one "school week" (five school days in the under-graduate

calendar); ballots must be received by the prescribed date and time to be valid.

3. The initial ballot is a nominating ballot and contains the names of all faculty eligible for the

position. The two nominees receiving the largest number of votes are placed on the election

ballot (in case of a tie, the tied nominees are placed on the ballot). The four nominees receiving

the largest number of votes are placed on the election ballot (in case of a tie, the tied nominees

are placed on the ballot).

4. The election ballot contains the names of the nominees. The nominee receiving the largest

number of votes is elected.

Election Procedures: Chair

Before the Rank and Tenure elections begin, the current faculty members of the Rank and Tenure

Committee meet to hold an election for the position of chair of the Committee for the following

academic year. (see section 1.7.3.2. Faculty Qualified for Election, subsection 4.)

a. At that meeting all current faculty members of the Committee who have actively served

during that term must be present.

b. Current members may be nominated by any other current member of the Committee. A

nomination must be declined or accepted at that time.

c. Nominations are closed when no other eligible members are nominated and accepted.

d. The faculty members present vote until there is a winner with one vote more than 50%

of those cast.

Duties of the Chair

- to set the calendar for and agendas of the meetings of the Rank and Tenure Committee;

- to chair the meetings;

- to facilitate the Committee’s preparation of letters about faculty under review and sign them;

- to request of the Provost that the appropriate logistical steps be taken by the Office of

Academic Affairs so that files are properly prepared, complete, and available for the entire

Committee when needed;

- together with the Chair of the Academic Senate, to resolve questions concerning the

Committee’s election procedures, within the guidelines already established by the Academic

Senate;

- to be available to the Provost at set times (between May and July) for joint consultation (at the

request of the latter) with faculty who have received letters from the Committee.

Role of the Provost: Because the Provost and Executive Vice President makes their own separate

recommendation in the Rank and Tenure process, the role of the Provost on the Rank and Tenure

Committee is advisory. The Provost’s presence as an ex-officio non-voting member is important

in order for the Provost to hear faculty deliberations of a case and to be a resource to the

Committee.

Meetings: The sessions of the Rank and Tenure Committee are called by the chair of that

Committee. They are not open to the public. The President of the College has the privilege to

attend meetings without vote.

1.7.3.4.1 Student Rank and Tenure Committee

Role: The Student Rank and Tenure Committee is advisory to the Rank and Tenure Committee

regarding tenure and promotion of tenure-track faculty. It is charged with supplying the Rank and

Tenure Committee with formal written recommendations on these candidates.

Membership:

- chair appointed by the Student Body President

- five to six student members, including at least one graduate student. Appointed by the Student

Executive Council

Meetings: Meets as often as necessary, depending on the number of personnel to be reviewed.

1.7.3.5 Library Committee

Role: The Library Committee serves as an advisory resource to the Dean for Library and Academic

Resources. The chair of the Library Committee serves as a liaison between the Dean for Library

and Academic Resources and the Academic Senate. The chair of the Library Committee reports

to the Academic Senate on the following issues:

1. Relations between the professional library staff and other segments of the College;

2. Library resources, acquisitions and collection development;

3. The Library’s strategic and financial planning;

4. Library services in support of the College's mission and in support of faculty’s teaching,

scholarly and creative work, and student learning.

Membership: The Committee consists of seven members:

- four tenure-track faculty members, one each from the Schools of Liberal Arts, Science,

Economics and Business Administration, and the Kalmanovitz Schools of Education,

appointed by the Chair of the Committee on Committees, in consultation with the Deans of

the respective Schools, for two-year renewable terms, appointments to be staggered

- one staff member appointed by the chair of the SMC Staff Council, for a two-year term

- one graduate student

- one undergraduate student, appointed by the Student Body President, ASSMC, for a one-year

term

- Dean for Library and Academic Resources as an ex-officio member

Meetings: The Library Committee meets twice per academic year. Additional meetings may be called

by the chair, the chair of the Academic Senate or at the request of a majority of the Committee.

The Committee elects its own chair from among its sitting faculty members. The chair, in

consultation with the Dean for Library and Academic Resources, prepares the agenda for

Committee meetings.

1.7.3.6 Committee on Academic Appeals

Role: A faculty/student committee that hears appeals from undergraduate students regarding

decisions concerning academic regulations and standards affecting them individually. A standing

committee, it is convened and chaired by the Vice Provost for Academic Success, at the request

of the student:

1. To hear appeals regarding decisions of the Dean of the School or of the Dean of the Core or

of the Registrar (and approved by the Dean of the School or by the Dean of the Core)

concerning courses, standards, academic regulations and requirements for graduation;

2. To hear appeals regarding grades given by instructors.

Membership: The Committee consists of up to seven members:

- Vice Provost for Academic Success (ex officio and nonvoting)

- three members of the Committee on Undergraduate Advising, as chosen by the Director of

Academic Advising;

- three students appointed by the Associated Students of Saint Mary’s College President for

one-year, renewable terms and confirmed by the Executive Council of that group.

Procedures:

1. When the student expects to appeal a decision by the Dean of their School and/or the Dean

of the Core and/or the Registrar, or to appeal a grade given by an instructor (see 1 and 2

above), the student must file a notification to that effect with the Vice Provost for Academic

Success within one month from the beginning of the next long term. (For procedures in the

case of a charge of academic dishonesty, see section 3.1.1 Academic Honesty Policy.)

2. The student is normally expected first to take their appeal to the instructor or administrator

involved. If the student is not satisfied with the outcome, the student should next take the

appeal to the department chair or to the appropriate academic administrator.

3. If the matter is not resolved in step 2, the student will file a written statement of appeal with

the Vice Provost for Academic Affairs. The Vice Provost will notify the appropriate instructor,

department chair, and the School Dean or the Dean of the Core, as appropriate, that an appeal

has been filed.

4. If the student decides not to pursue the appeal, they must advise the Vice Provost for

Academic Success that the notification and/or statement of appeal be withdrawn.

5. The appeal must be brought to the Committee on Academic Appeals before one long term

has elapsed since the term in which the cause for appeal occurred.

6. The Committee will not consider an appeal until and unless all the above avenues of informal

resolution have been pursued.

7. The Vice Provost for Academic Success serves as the nonvoting Chair for each appeal hearing.

Representatives of the two principals (a faculty member chosen by the student—a Christian

Brother on staff may also serve this role—and a tenure-track faculty member chosen by the

other principal, or in the case of an appeal of a decision by the Registrar’s Office, a

representative of that office not involved in the original decision) will present to the

Committee the respective arguments of the two principals whom they represent. The two

principals do not attend the meeting unless requested to do so by the Committee.

8. Minutes of the proceedings will be taken and kept on file in the Office of Academic Affairs.

All proceedings and correspondence, and the minutes are confidential and will not be

maintained in the student’s permanent academic record.

9. In hearing an appeal, the Committee has authority to:

a. set time limits on presentation by representatives of the two principals;

b. request written statements from the principals, if necessary;

c. determine if the principals are to appear before it;

d. consider during its deliberations all documents and any records considered by the initiating

instructor or administrator; oral and/or written argument of both principals; additional

evidence the Committee deems appropriate.

10. The Committee, upon reaching a majority decision, has the authority in the individual case to

instruct the Registrar to waive an academic regulation or requirement, make an exception to

an academic standard, or to change a grade.

11. The Vice Provost for Academic Success gives written notification of the Committee’s

decisions to the principals.

1.7.3.7 International Programs Coordinating Committee

Role: The International Programs Coordinating Committee advises the Center for International

Programs. The Committee coordinates, develops and recommends policies for all international

studies undertaken by students at Saint Mary's College as well as abroad. The Committee provides

leadership in the College’s efforts at internationalization and international education, assuring that

such activities are pursued in a coherent manner with attention to their being supported with

appropriate resources in a fiscally responsible manner. The Committee is Chaired by the Director

of the Center for International Programs and reports annually to the Academic Senate and Vice

Provost for Academic Success.

Membership:

- Director of the Center for International Programs (chair)

- Associate Vice President for Finance and Administration and Controller

- Assistant Dean of Students, or designee

- Dean of Admissions or designee

- Registrar

- four tenure-track faculty members appointed by the Chair of the Committees on Committees,

one each from the Schools of Liberal Arts, Science, Economics and Business Administration,

and Kalmanovitz Schools of Education for three-year staggered terms, renewable.

The Committee reports to the Vice Provost for Academic Success, who may appoint up to two

additional members.

1.7.3.8 Human Research Institutional Review Board

Role: The Human Research Institutional Review Board regularly notifies the College community

at-large concerning the responsibilities of faculty, student or staff researchers whose projects

involve biological and/or behavioral research using human subjects, in order to ensure that the

procedures followed safeguard the rights and welfare of research subjects and comply with federal

regulations.

All faculty members of the Committee are tenure track or salaried adjunct faculty with suggestions

for appointment made by the Deans of their Schools and formal appointment made by the

Institutional Official (IO), the Associate Provost for Faculty Affairs. The committee members,

excepting the Chair and Vice Chair, are appointed for renewable three-year terms, which must be

staggered.

The Vice Chair is formally appointed by the Institutional Office following an open call process.

The Vice Chair is appointed for a two-year term, serving as Chair the second year. The Chair

receives reassigned time from teaching assignments commensurate with the responsibilities of the

office.

The Committee’s responsibilities include:

1. The formulation of guidelines and policies that meet federal regulations, incorporate the

ethical concerns of the entire Saint Mary’s community, and reflect the particular needs of the

College researchers. These guidelines and policies are to be approved by the President of the

College in consultation with the President’s designee and the College’s counsel. The committee

reports to the Provost and Executive Vice President or the Provost’s designee.

2. In consultation with the IRB signatory, the provision of information to researchers as to the

appropriate means for protecting the rights and welfare of the subject, securing the effective,

free, informed consent of the subject, and fulfilling federal, local and Saint Mary’s standards

regarding human research.

3. The review of all proposals for human research submitted to the Committee by faculty, student

or staff researchers to assure concordance with aforementioned guidelines.

The Committee receives proposals from:

a. All faculty and staff conducting research involving human subjects, regardless of form,

location, or whether or not it is funded. If other institutional review has been made, e.g.,

by a hospital institutional review board, a copy of that review is to accompany the

proposal.

b. Students who carry out research projects involving human subjects. Approval of the

student’s protocol by the faculty member sponsoring and supervising the research is to

accompany the proposal to the Committee.

4. As needed, serve as the scientific review committee for disclosures of conflicts of interest

related to externally sponsored research and, on the basis of the review, recommend to the

Associate Provost for Faculty Affairs steps to manage or eliminate the conflict.

5. The maintenance of adequate records and confidentiality. The preparation of a yearly report

to the Provost or the Provost’s designee on the research approved.

Membership:

- Chair, a tenured faculty member

- Vice Chair, a tenure-track faculty member

- two tenure-track or salaried adjunct faculty members from the School of Science

- two tenure-track or salaried adjunct faculty members from the School of Liberal Arts

- one tenure-track or salaried adjunct faculty member from the School of Economics and

Business Administration.

- two tenure-track or salaried adjunct faculty members from the Kalmanovitz School of

Education, preferably with one member from the Ed.D. program

- at least one member from off-campus who is not a part of the immediate family of a person

who is affiliated with the institution (Code of Federal Regulations 46.107(d)), ex-officio,

appointed by the President

The committee will consult with the College’s counsel as needed.

Members from the School of Science, School of Liberal Arts, School of Economics and Business

Administration, and the Kalmanovitz School of Education serve as liaisons/contact persons to

inform and consult other faculty/students in the school. Additional participants may be invited to

advise the Committee as needed (e.g. The College’s Environmental Health and Safety Manager).

Meetings: The Human Research Institutional Review Board meets as frequently as necessary,

typically, once every two weeks for 90 minutes during academic semesters.

1.7.4 ACADEMIC SENATE COMMITTEES

1.7.4.1 Grievance Committee

A Grievance Committee is the group of five tenured faculty members, selected using the following

procedure, created for the purpose of hearing a particular Grievance Case.

Membership: All tenured members of the faculty are eligible for selection to a Grievance Committee,

with the following exceptions: faculty currently on leave or sabbatical, faculty serving as

administrators, faculty on reduced services or phased retirement, current Department chairs the

Directors of the Integral Program, Justice Community and Leadership Program, the Ethnic Studies

Program, the Environmental and Earth Science Program, the Collegiate Seminar Program,

Women and Gender Studies, and the January Term Program, the Chair of the Academic Senate,

faculty who sit on or who sat in the previous year on the Rank and Tenure Committee, and those

who were selected to serve on a Grievance Committee Case in this or the previous year.

Following the completion of the spring Academic Senate elections, the Faculty Governance

Coordinator will create the pool of faculty members who are eligible for service on a Grievance

Committee by drawing at random two members each from among the eligible tenured faculty of

the Schools of Liberal Arts, Science, Economics and Business Administration, and the

Kalmanovitz School of Education, as well as four additional members from the eligible tenured

faculty at large. The Coordinator will draw two additional names to serve as alternates who will

serve if one of previous chosen faculty becomes unable or ineligible to serve. If at any point the

pool of chosen faculty becomes smaller than twelve the Faculty Governance Coordinator will

select at random a replacement, either from a school or at large, as appropriate.

When a grievance has reached the stage of requiring a Grievance Committee, that committee will

be created as follows:

- Each party to the grievance will be informed of the current pool of twelve faculty members.

- Each party to the grievance may challenge two members within ten (10) school days of the

actual notice of the composition of the Grievance Committee. Challenges are peremptory and

without personal or professional prejudice.

- The Committee is reduced to five by lot by the chair of the Academic Senate.

The chair of the Academic Senate will ensure that the final Committee of five members be

operative within five (5) school days from its creation. The Grievance Committee will determine

its own chair.

For Grievance Procedures, see section 2.16.

1.7.4.2 Faculty Welfare Committee

Role: The Faculty Welfare Committee represents the tenure-track faculty on appropriate

committees by participating in discussion and determination of financial priorities, faculty salaries,

fringe benefits, retirement benefits and by promoting and protecting faculty interest in matters

concerning working conditions, such as workload, office space, administrative assistance,

communications, and parking facilities. Members of the Faculty Welfare Committee will be

responsible for attending the Employee Benefits Advisory Committee meetings, provide

representation on the Campus Facilities Planning Committee, with the Chair of the Faculty Welfare

Committee also responsible for attending the College’s Budget Committee meetings and related

committees/task forces established by the Provost.

The members shall be free to exercise their own individual judgment in above matters and are

accountable representatives of the faculty.

Membership: The committee consists of four voting members:

- three tenured faculty members elected at large for staggered three-year terms. In the second

year of their term that member becomes Vice Chair, and then Chair during their third year.

- one tenure-track non-tenured faculty member elected at-large for a one-year term.

The chair receives reassigned time from teaching assignments commensurate with the

responsibilities of the office.

Meetings: The Faculty Welfare Committee meets every two weeks at appropriate times as scheduled

by the chair of the Committee. The Faculty Welfare Committee informs the Academic Senate of

its proceedings regularly and/or on request. Agendas and Minutes of Open Meetings are posted

on the Faculty Governance Webpage.

1.7.4.3 The Committee on Committees

Role: The Committee on Committees is a standing committee of the Academic Senate, charged

with conducting faculty elections (see section 1.6.1.1 Faculty Elections). In the spring of each year,

the Committee compiles and distributes a Preference Survey under the direction of the Faculty

Governance Coordinator. The Committee shall assign a first and a second preference to those

individuals who do not submit a Preference Survey to committees where there is the greatest need.

The Committee reports regularly through the election season to the Academic Senate and

maintains a year-to-year list of faculty members serving in elected positions. The Committee

regularly reviews committees’ functions and effectiveness, reports on same to the Academic

Senate, and, when warranted, recommends changes.

In order to help balance workload among the faculty, the Committee will work in conjunction with

Academic Affairs to keep a database of all faculty service in order to centralize the committee

appointment process and distribute the workload more equitably. The Chair of the Committees,

in consultation with the members of the Committee, the deans, and chairs/members of the

relevant service entities, shall appoint faculty members to positions on those committees and

service entities that are not filled.

Membership: The committee consists of six members:

- vice chair of the Academic Senate, who serves as chair of the committee for one year

- four tenured faculty members, one from each School, elected for two-year, staggered terms

- the Faculty Governance Coordinator, ex-officio, non-voting

1.7.4.4 Academic Administrators Evaluation Committee

Role: The purpose of the Academic Administrators Evaluation Committee is:

1. to help administrators improve their performance by providing them with assessment

information;

2. to assist the College in making informed decisions regarding the retention/release of academic

administrators;

3. to identify and communicate to the College the qualities and skills that the faculty think

desirable in academic administrators. To further this purpose, the AAEC will review the full

results of the evaluations and the academic administrators’ interpretations of the results before

making recommendations to the supervisor(s) each of the academic administrators. Further,

the academic administrators who are being evaluated are strongly encouraged to share their

interpretation of the evaluation data with the respective relevant faculty body(ies) under their

jurisdiction. Assessment information is confidential and is to be retained only by Institutional

Research upon completion of the evaluation.

The Committee is to design and conduct periodic, systematic, and confidential evaluations of

academic administrators including School Deans, the Dean of the Core, the academic Associate

and Vice Provosts, the Provost, and the President in order to assess their performance in matters

substantially affecting the academic life of the College. The Committee will verify that Academic

Deans obtain appropriate faculty input for evaluations of Associate and Assistant Deans,

Department Chairs and Program Directors. The Committee will consult with relevant supervisors

to verify that they have obtained appropriate faculty input for the evaluations of non-academic

Deans.

Membership: The committee consists of six members:

- Four tenured faculty members, one from each School, elected for two-year staggered terms

- chair of the Academic Senate, voting, ex-officio member

- Director of Institutional Research, non-voting ex-officio

Once the spring election cycle is complete, the current chair will call a meeting, to be attended by

all current and incoming committee members. At this meeting this group will select the chair for

the following year from among those who will then be serving on the committee.

Meetings: The chair of the Committee calls meetings at appropriate times.

1.7.4.5 Undergraduate Educational Policies Committee

Role: The Undergraduate Educational Policies Committee makes recommendations to the

Academic Senate regarding the undergraduate curriculum of academic departments and programs.

The Undergraduate Educational Policies Committee is charged with strengthening the

understanding of faculty and administrators about the needs of undergraduate programs and also

how curricular and other decisions in one academic area have an impact on the College as a whole.

1. The Undergraduate Educational Policies Committee makes recommendations to the

Academic Senate on matters of undergraduate curriculum, especially:

a. changes to undergraduate education requirements of existing academic departments or

programs;

b. possible new degree and non-degree programs or majors and minors and certificates for

undergraduates, or the possible discontinuance of current undergraduate degree and non-

degree programs or majors and minors and certificates;

c. all new credit and non-credit courses proposed for addition to the undergraduate College

catalogue, as well as significant changes to existing courses; (Note that new and revised

courses, degree programs and program modifications (including majors, minors, options,

certificates, and subject matter preparation programs) are to be reviewed in accordance

with the same review process, regardless of pedagogical technique.)

d. after a review of academic issues, the appropriateness of all proposed undergraduate off-

campus programs of study associated with Saint Mary’s College, except those in the

January Term;

e. special academic problems, including interdepartmental course offerings and the impact

of one department’s proposed changes on the other departments or programs. When

changes to departments or programs are proposed that substantively affect the Core

Curriculum, the Committee will consult with the Core Curriculum Committee before

making final recommendations to the Academic Senate.

2. The Undergraduate Educational Policies Committee creates and disseminates to all faculty

guidelines for the development of “experimental course offerings” by departments and

Schools. These guidelines include criteria for assessment after one and no more than two

offerings. All individual course approvals should be based on both the guidelines and the way

in which the course serves the overall curriculum of the department or program. The

Committee encourages a dialogue and collegial relationship with individual instructors and

with departments and programs concerning the planning of curriculum. Individual instructors

proposing courses or representatives of departments and programs may request a meeting

with this Committee to discuss a proposal under consideration.

3. The chair of the Undergraduate Educational Policies Committee considers for approval

applications from the Dean of the Core on the behalf of students who believe their academic

needs would be better served by a distinctive program of studies. Besides fulfilling

requirements for a major, an individualized major plan must satisfactorily lead the student

toward the goal of liberal education which the College sees as essential for all of its graduates.

4. Together with the Registrar’s office, department chairs, School Deans, Dean of the Core and

the Vice Provost for Academic Success, oversee the determination of recipients of student

academic awards, including selection of the De La Salle Award recipient.

Membership: This Committee is composed of nine voting members:

- Chair (tenured faculty member who has taught at least six undergraduate courses during the

previous three academic years)

- Vice-Chair (tenured faculty chair elect, who has taught at least six undergraduate courses

during the previous three academic years)

- three tenure-track faculty members who have taught at least six undergraduate courses during

the previous three academic years, one elected from each of the Schools of Liberal Arts,

Science, and Economics and Business Administration, elected for two-year staggered terms

- one tenure-track faculty member from the Kalmanovitz School of Education

- two tenure-track faculty members at large, elected for two-year, staggered terms

- Member of the Library professional staff

- Representative from the Registrar’s Office, as designated by the Registrar (non-voting)

The Chair has the authority to invite other members of the Saint Mary's College community

(students, faculty, academic and non-academic administrators, etc.) to participate in Committee

deliberations or other work, for as long as needed.

The Vice-Chair is elected at-large for a two-year term serving as Chair in the second year. The

Chair receives reassigned time from teaching assignments commensurate with the responsibilities

of the office.

Meetings: This Committee meets every three weeks or as needed during the academic year. It is the

responsibility of the committee to do their work in a timely fashion so that matters can be brought

forward for the regularly scheduled meetings of the Academic Senate.

1.7.4.6 Graduate and Professional Studies Educational Policies Committee

Role: The Graduate and Professional Studies Educational Policies Committee makes

recommendations to the Academic Senate regarding graduate and professional studies programs

admission and matriculation policies and regulations, curriculum, academic regulations, faculty and

student evaluations associated with classroom activities. The Graduate and Professional Studies

Educational Policies Committee is charged with strengthening the understanding of faculty and

administrators about the needs of graduate and professional studies programs and also how

decisions in one area have an impact on the College as a whole.

The Graduate and Professional Studies Educational Policies Committee:

1. Reviews, recommends, and approves changes to the academic policies of the Graduate and

Professional Studies handbook, such as admissions, residence requirements, and grading.

2. Makes recommendations to the Academic Senate on matters of graduate and professional

studies curriculum, especially:

a. Approval of new programs, new concentrations within existing programs, certificates

offered by graduate or professional studies programs, or significantly revised courses;

(Note that new and revised courses, degree programs and program modifications

(including majors, minors, options, certificates, and subject matter preparation programs)

are to be reviewed in accordance with the same review process, regardless of pedagogical

technique.)

b. discontinuance of current programs, concentrations within existing programs, certificates

offered by graduate or professional studies programs;

c. academic considerations such as the proper role of technology in providing academic

program (distance learning, etc.) or the impact of one program’s proposed changes on the

other departments or programs;

d. how graduate and professional studies programs relate to the stated Mission of the College

and its three traditions.

3. Works to identify the unique educational aspects of graduate and professional studies

education at Saint Mary’s College and to increase faculty understanding of them, especially in

the context of shared educational goals (as expressed in the Mission statement) that define

both undergraduate and graduate and professional studies education at the College.

4. Attends to the distinctive needs of graduate and professional studies students.

5. Convenes meetings of the chairs and program directors of all graduate and professional studies

programs, college-wide, to advise the Committee and to aid in its work as needed.

6. Reviews academic regulations and graduation requirements, as advised by the Academic

support and Achievement Programs, to insure College compliance with the Rehabilitation Act

of 1973 (section 2.3.4 Section 504, Rehabilitation Act of 1973: Compliance).

Membership: The Committee is composed of seven voting members:

- the Chair

- the Vice Chair, who becomes Chair in the second year of their term, is elected at large from

among the tenured faculty of the College who have taught at least six graduate or professional

studies courses during the previous four academic years.

- three tenure-track faculty members who have taught at least six graduate or professional

studies courses during the previous four academic years, elected so as to promote broad

representation from each of the Schools with graduate and professional studies programs --

Education, Liberal Arts, and Economics & Business Administration

- one tenure-track faculty member from the School of Science

- member of the Library professional staff

- Representative from the Registrar’s Office, as designated by the Registrar (non-voting)

The elected faculty members of the Committee serve two-year staggered terms.

The Chair has the authority to invite other members of the Saint Mary’s College community

(students, faculty, academic and non-academic administrators, etc.) to participate in Committee

deliberations or other work for as long as needed.

Meetings: This Committee meets every three weeks or as needed during the academic year. It is the

responsibility of the committee to do their work in a timely fashion so that matters can be brought

forward for the regularly scheduled meetings of the Academic Senate.

1.7.4.7 Program Review Committee

Role: The Program Review Committee is to

1. Create clear guidelines regarding content and form for a systematic update of the Action Plan

Progress of all undergraduate, graduate, and professional studies degree and non-degree

programs on an annual basis. Create clear guidelines regarding content and form for a

systematic review of all undergraduate, graduate, and professional studies degree and non-

degree programs on an eight-year, rotating basis.

2. Maintain the records of Action Plan Annual Progress Dashboard updates and past and present

program reviews.

3. Remind each department and program of the Action Plan Annual Progress Dashboard

updates.

4. Administer the program review process following these steps:

a. The Committee notifies each department and program of the entire eight-year schedule,

sending a special notice to individual programs and departments by October 15 of the

academic year prior to the specified review date, with information on the guidelines and

complete process.

b. Departments and programs are responsible for preparing a self-study, responding

specifically to the guidelines created by the Committee and posted on the Academic

Senate/Program Review Committee website.

c. This self-study is submitted simultaneously to the Committee and to the Dean of the

School housing the program or the Dean of the Core, as appropriate; the Dean sends to

the Committee a brief written evaluation by the requested deadline.

d. The Committee meets with the program faculty to discuss the self-study and draft of the

action plan, Dean's evaluation, and external reviewer report. The Committee prepares a

complete written review and sends it to the department or program under review, the

appropriate Dean, and the Provost. Following this step in the process, the Provost’s

representative will arrange a meeting with the department or program, the Dean, and the

chair or representative of the Committee in order to respond to the review.

e. Administrative issues, particularly budgetary, will be responded to by the Dean within

twelve months of reception of the review. The program is responsible to finalize its new

eight-year action plan after the close of the review and submit it to the Provost, Dean, and

Committee chair.

f. Subsequent reviews by the department or program must respond substantively to the

previous review by the Committee, address the comments of the Dean, and note progress

on the action plan as instructed on the review form.

g. The Chair of the Committee provides an annual report to the Academic Senate at the

close of the academic year, including which programs and departments were reviewed,

which programs and departments are delinquent, and any other recommendations from

the Committee on future guidelines and process.

h. Departments or programs that fail to submit a review as scheduled or submit an

inadequate review may be censured by the Academic Senate at the request of this

Committee, and by order of the Academic Senate, all Undergraduate Educational Policies

Committee or Graduate and Professional Educational Policies Committee actions

concerning that department or program may be suspended until such time as the review

is submitted and accepted as satisfactory.

i. The Committee has the authority as part of its evaluation to request interim reports on

issues it deems need more immediate attention. Any such requests are added to the

Program Review Committee master schedule of reviews, and the reports are submitted to

the Dean, Provost, and Committee.

5. Confirm adherence to the Credit Hour Policy (see 3.1.7 Undergraduate Credit-Hour Policy)

through the program review process.

Membership: This Committee is composed of eight voting members:

- the Chair

- the Vice Chair, who is elected at large from among the tenured faculty of the College, and

becomes the Chair in the second year of their term

- three tenure-track faculty, elected so as to promote broad representation from the Schools of

Liberal Arts, Science, Economics and Business Administration, and Education

- one tenure-track non-tenured faculty elected at large

Member of Library professional staff (ex-officio)

the Director of Assessment (ex-officio)

The elected faculty members of the Committee serve two-year staggered terms.

The Chair has the authority to invite other members of the Saint Mary’s College community

(students, faculty, academic and non-academic administrators, etc.) to participate in Committee

deliberations or other work for as long as needed.

Meetings: This Committee meets every three weeks or as needed during the academic year. It is the

responsibility of the committee to do their work in a timely fashion so that matters can be brought

forward for the regularly scheduled meetings of the Academic Senate.

1.7.4.8 Admissions and Academic Regulations Committee

Role: After investigations and review, make recommendations for all non-professional

undergraduate programs to the Academic Senate concerning:

1. goals, policies and standards, and processes for recruitment of students, admissions, and

financial aid;

2. factors that affect admissions yield and retention, such as financial aid, housing, marketing,

honors-at-entrance and other special programs, transfer articulation (in conjunction with the

Core Curriculum Committee), new student, pre-college orientation programs;

3. academic regulations (academic credit, grading standards, appropriate number of class hours

for courses and laboratories, student academic honesty policy, academic probation and

disqualification) (see also section 2.3.4 Section 504, Rehabilitation Act of 1973: Compliance);

4. graduation requirements (The Core Curriculum Committee and the Undergraduate

Educational Policies Committee share responsibility with the Admissions and Academic

Regulations Committee regarding graduation requirements, and these committees should

work together on particular issues before making their individual recommendations to the

Academic Senate.);

5. standards and evaluation processes for both faculty and students in connection with academic

classes;

6. standards and evaluation processes of faculty academic advising in connection with student

matriculation.

With regard to student academic awards, this Committee will seek to resolve disputes concerning

the process or criteria for determining award recipients, when they arise between departments,

programs, and/or Schools, and the Undergraduate Educational Policies Committee.

Membership: This Committee consists of five members.

- the Chair

- the Vice Chair, who is elected at large from among the tenure-track faculty of the College,

and becomes the Chair in the second year of their term

- two tenure-track faculty members who have taught at least six undergraduate courses

during the previous three academic years, elected so as to promote broad representation

from of the Schools of Economics & Business Administration, Liberal Arts, and Science

- Representative from the Registrar’s Office, as designated by the Registrar (non-voting)

Membership: This Committee consists of four voting members: Four tenure-track faculty members

who have taught at least six undergraduate courses during the previous three academic years, one

elected from each of the Schools of Economics & Business Administration, Liberal Arts, and

Science, and one elected at large

The elected faculty members of the Committee serve two-year staggered terms.

The Chair has the authority to invite other members of the Saint Mary’s College community

(students, academic and non-academic administrators, etc.) to participate in Committee

deliberations or other work as needed.

Meetings: This Committee meets every three weeks or as needed during the academic year. It is the

responsibility of the committee to do their work in a timely fashion so that matters can be brought

forward for the regularly scheduled meetings of the Academic Senate.

1.7.4.9 Faculty Committee on the Bookstore

Role: The Faculty Committee on the Bookstore represents the faculty in dealings with both the

administration and the Bookstore management in regard to all Bookstore matters. The Committee

reports to the Academic Senate.

Membership: The committee consists of four tenure-track faculty members appointed by the chair

of the Committee on Committees, the choice of members to be as representative as possible. The

members serve terms of two years, with terms staggered. The Committee selects its own chair.

Meetings: The chair of the Committee calls meetings at appropriate times (for example, to review

faculty requests and recommendations concerning the Bookstore).

1.7.4.10 Committee on Faculty Development and Scholarship

Role: The Committee on Faculty Development & Scholarship serves as an advisory group to

the Director of Faculty Development in maintaining a robust professional development

program, with specific attention to rank and tenure support, career arc development, and

leadership training. Along with developing, delivering, and/or organizing programs that

support faculty development and scholarship, members promote and review sabbatical

proposals; annual awards; and internal provost grants.

The Committee on Faculty Development & Scholarship

- reviews faculty sabbatical proposals, according to the guidelines in Sabbaticals (section

2.10.1), submitting to the Provost a list of those proposals deemed meritorious;

- reviews disputed applications from faculty members for awards from the Faculty

Development Fund (see section 2.10.2 Faculty Development Fund Awards);

- publicizes and awards internal grants made available through the Provost’s Office;

- publicizes and determines faculty annual awards;

- identifies faculty needs for rank and tenure support and career arc development, and

organizes programming toward target needs and goals;

- develop initiatives to retain pre-tenured faculty in response to the College’s strategic

priorities in the area of faculty professional development support;

- evaluates the impact of programming and funding, and implements necessary action

toward improvement; and

- collaborate with campus partners (e.g., Office of Research, Committee on Excellence

and Equity in Teaching) to design in-demand support that promotes and sustains the

teacher-scholar model.

Membership:

- Director of Faculty Development, Chair

- Three tenured faculty members, one elected from each School excluding the school

already represented by the Faculty Development Director

- Members are elected on two-year, staggered terms

- One pre-tenured faculty at large

- Director, Office of Research (ex-officio)

The chair has the authority to invite other members of the community to participate in

meetings.

Meetings: Meetings are scheduled approximately once a month, called by the chair of the

committee. Committee members are expected to attend every meeting.

1.7.4.11 January Term Program Committee

Role: The January Term Program Committee advises the Director of the January Term Program,

and, with or through the Director the Dean of the Core on all matters pertaining to the academic

governance of the January Term Program. The Committee develops policies for the January Term

Program; reviews proposals for courses offered during that Program, including independent study

proposals; supervises catalog publication for each January; evaluates preregistration results for the

Program; recommends policy regarding coordination with other 4-1-4 colleges; recommends and

reviews other activities undertaken in January; and reviews, assesses and evaluates each January

Term at its conclusion. Modifications in the Learning Outcomes and structure of the January Term

Program are made in coordination with the Core Curriculum Committee.

Membership:

- Director of the January Term Program, chair

- five tenure-track members of the faculty who have taught at least two January Term Program

courses in the previous ten years, serving staggered, three-year terms, three of whom shall be

elected, respectively, one from the School of Liberal Arts, one from the School of Economics

and Business Administration, and one from the School of Science, and four of whom shall be

elected at large

- one non-voting, ex officio representative from the Office of the Registrar

1.7.4.12 Collegiate Seminar Governing Board

Role: The Collegiate Seminar Governing Board advises the Director of the Collegiate Seminar and,

with or through the Director, the Dean of the Core, on all matters pertaining to the academic

governance of the Collegiate Seminar, assists with tasks such as class observation reports,

performance evaluations of contingent faculty, and program reviews. Modifications in the

Learning Goals and Outcomes for Seminar and the structure of Seminar are made in coordination

with the Core Curriculum Committee.

Membership:

- the Director of the Collegiate Seminar (Chair)

- two tenure-track members from the School of Liberal Arts

- one tenure-track member from the School of Science

- one tenure-track member from the Kalmanovitz School of Education

- one tenure-track member from the School of Economics and Business Administration

- the Director of the Center for Writing Across the Curriculum or designee chosen in

consultation with the Chair of the Collegiate Seminar Governing Board

- the Collegiate Seminar’s Liaison with the Liberal Education for Arts Professionals and BA in

Leadership Program

- one faculty member representing faculty of the Integral Curriculum of Liberal Arts

- one representative of the Christian Brothers

- one salaried or per-course adjunct faculty member

- one student representative, appointed by the Director of the Collegiate Seminar in

consultation with the President, Associated Students of Saint Mary’s College

Eligibility: The tenure-track members, who are expected to have taught a minimum of three (3)

Collegiate Seminar courses (including initial co-teaching assignments), are elected on the general

faculty ballot administered by the Committee on Committees.

Terms: The tenure-track members serve three-year terms. If elected to consecutive terms, a tenure-

track member may be re-elected to the Board only after an interregnum equal to one term. The

other members serve one-year terms.

1.7.4.13 Core Curriculum Committee

Role: “Core Curriculum” signifies the foundational and essential learning expected of all

undergraduate students at Saint Mary's College (as articulated in Learning Goals, Outcomes, and

Rationales) and the processes, primarily coursework in the designated courses, by which students

achieve that learning. Under the leadership of the Chair, and with assistance from the Working

Groups, the Core Curriculum Committee develops and proposes to the Academic Senate policy

regarding all general education requirements, known as the Saint Mary's Core; administers,

evaluates, and disseminates policy governing the Core; conducts course/experience review for

designation and designation renewal; conducts assessment of student learning; conducts

assessment and development of the Core as a whole and in its elements; develops intra- and

extramural presentation of the Core via catalogues, course lists, published guidelines, workshops,

etc..; develops and maintains a public handbook of its decision-making protocols. When the

Committee proposes changes to the Core that substantively affect undergraduate departments or

programs, it will consult with the Undergraduate Educational Policies Committee before making

final recommendations to the Academic Senate.

Membership:

- The Chair of the Core Curriculum Committee (chair, voting), selected as indicated below;

- Four elected tenure-track members of the faculty who have taught at least 18 units of

undergraduate courses during the previous three academic years: one elected from the School

of Liberal Arts, one from the School of Science, one from the School of Economics and

Business Administration, and one from the faculty at large, for staggered, three-year terms;

- Director of Collegiate Seminar (ex officio, voting in matters of policy, but not course

designation);

- Director of January Term (ex officio, voting in matters of policy, but not course designation);

- Dean of the Core (ex officio, non-voting);

- Director of Academic Advising or designee (ex officio, voting in matters of policy but not

course designation);

- Vice Provost for Institutional and Educational Effectiveness (ex officio, non- voting);

- Representative from the Library, as designated by the Dean for Library and Academic

Resources (ex officio, non-voting);

Chair Duties:

- As the Core Curriculum Committee's executive, the Chair facilitates the Core's day-to-day

operation; the Chair receives yearly reassigned course equivalences commensurate with the

office's demands.

- The Chair, on behalf of the Committee, is responsible for bringing to the Academic Senate

proposals regarding matters of academic policy and curricular implementation and oversight

of the Core.

- The Chair reports administratively to the Dean of the Core (e.g., impact of the Core on

students, faculty, programs, and other administrative units; staffing decisions; personnel and

budgetary needs; national conversations on and involvement in general education; and student

petitions).

- The Chair is responsible for communicating with the Vice Provost for Institutional and

Educational Effectiveness to ensure the assessment of the Core Curriculum meets WSCUC

standards.

Chair Selection: The Chair is selected for a three-year term by the following process:

1. The Chair of the Academic Senate will solicit nominations and applications. Normally these

nominees are tenured members of the faculty who have previously served on the Core

Curriculum Committee.

2. The elected faculty members of the Committee and the outgoing Committee Chair will

conduct a confidential review of applications and forward endorsed candidates to the Dean

of the Core.

3. The Dean of the Core will review the list, narrow it as necessary, and forward it to the

Academic Senate.

4. Following review in closed session, the Academic Senate will appoint a Chair from this list or

restart the process from Step 1.

A Chair wishing to resign before the end of their term must inform the Chair of the Academic

Senate in writing. If the Chair position becomes vacant for any reason, the Senate Chair will initiate

a new selection process. If the Chair is unable to perform their duties the Dean of the Core and

Chair of the Academic Senate will appoint a temporary replacement with a defined schedule for

the selection process of the new Chair.

Meetings: The Core Curriculum Committee is convened according to a schedule drawn up by the

Chair.

1.7.4.14 Core Curriculum Working Groups

Role: Core Curriculum Working Groups function as subcommittees of the Core Curriculum

Committee. Working Groups are convened by the Chair of the Core Curriculum Committee, each

with specific responsibilities for maintaining the integrity of the Core Learning Goals.

There are five Working Groups:

- the Habits of Mind Working Group,

- the Engaged Learning Working Group,

- the Identity, Power and Equity in the U.S. Working Group,

- the Global Issues and Perspectives Working Group, and

- the Assessment Working Group.

The Habits of Mind Working Group consists of the Core Curriculum Committee Chair, the Jan

Term Director, the Director of Collegiate Seminar, the Director of Composition, the Director of

the Center for Writing Across the Curriculum, the Dean of the Core, and a representative of the

Library.

The Engaged Learning Working Group, the Identity, Power, and Equity in the U.S. Working

Group, and the Global Issues and Perspectives Working Group are each chaired by an elected

member of the Core Curriculum committee, as determined by the Chair of the Core Curriculum

Committee and consists of at least three other tenure-track members of the faculty serving two-

year terms. These Working Groups recommend to the Core Curriculum Committee, for inclusion

in the core curriculum, courses that fulfill outcomes under the respective learning goals, according

to guidelines established by the Core Curriculum Committee. They also perform assessment of

student learning in the designated courses, and using those results, develop action plans and

recommendations to further student learning and maintain the integrity of the Learning Goals.

The Assessment Working Group is co-chaired by a Core Curriculum Committee faculty elected

member and the Vice Provost for Institutional and Educational Effectiveness and consists of at

least three other tenure-track faculty members serving one-year terms. The Assessment Working

Group focuses on the assessment of student learning in the courses designated in Christian

Foundations and Theological Explorations, Math, Science, Social Science, Arts and Humanities,

and using those results, develop action plans and recommendations to further student learning and

maintain the integrity of the Learning Goals.

The Working Groups are appointed by the Chair of the Committee on Committees, based on the

recommendation of the Chair of the Core Curriculum Committee.

1.7.4.15 Committee on Undergraduate Academic Advising and Student Success

Role:

1. Develop the first year advising curriculum and advising on the first-year experience;

2. Create standards and expectations for faculty members involved in all levels of advising;

3. Assessing and recommending changes to the advising program on an on-going basis;

4. Serve as the Pre-Enrollment Group enrolling first time first year students into classes, both

fall entrants (in the summer) and those who enter in the spring;

5. Support transfer student enrollments;

6. Serve on the Academic Recovery Review Board (see FHB 1.7.5.2) determining whether to

disqualify or put on probation those undergraduate students whose GPA is below 2.0.

7. Serve on the Committee of Academic Appeals (see FHB 1.7.3.6) hearing appeals from

undergraduate students concerning courses, standards, academic regulations and requirements

for graduation, as well as appeals regarding grades given by instructors.

Membership: The committee consists of seven faculty members

- Director of Academic Advising, Chair

- Associate Director of Student Success and Transfer Advising

- Five tenure-track faculty members, appointed by the Chair of the Committee on Committees

based on the recommendations of the Director of Academic Advising.

The five tenure-track faculty members will have completed a minimum of one year as an advisor

in the First Year Advising Cohort Program and should provide a breadth of experience across the

undergraduate curriculum, preferably with at least one member from each of the School of Science,

School of Liberal Arts, and School of Economics and Business Administration. They will receive

compensation commensurate with the workload.

The Chair may include relevant staff members when necessary to complete the necessary

responsibilities.

Terms: Faculty commit to a two-year term. An effort will be made to stagger member’s terms.

Meetings: The Committee on Undergraduate Academic Advising and Student Success is convened

according to a schedule drawn up by the Chair.

1.7.4.16 Center for Equity and Excellence in Teaching

Role: The Center for Equity and Excellence in Teaching serves as a space for faculty at all stages in

their career to innovate curriculum and course designs and to enhance and enrich their student-

centered teaching practice grounded in Saint Mary’s mission statement and the Lasallian core

principles. Specifically, the Center promotes the following activities and initiatives:

1. Equity-minded, evidence-based practices in curricular innovation and pedagogical

enhancement;

2. Activities that build a sense of community among SMC faculty united with their vested interest

in student-centered education for the students in undergraduate, graduate, and professional

programs;

3. Cross-institutional collaboration through coordination with the campus partners that support

faculty development, rank and tenure, student success, co-curricular programs, and

educational technology;

4. Seamless and intentional integration of curriculum, pedagogy, institutional data, and

assessment practices in a way that aligns with the current national landscape and exemplary

practices of teaching and learning quality assurance in higher education; and

5. Focused programing, funding, and resource sharing to advance our teaching and learning.

The Center is co-led by a Faculty Chair and Director who work together to realize the mission of

the center.

Chair of the Center for Equity and Excellence in Teaching: The Chair is expected to work closely with

faculty to initiate programing of workshops, support their innovation and enhancement of

teaching and pedagogy, and promote accountability for continued improvement. They are to

- Develop a culture of continual improvement in teaching, pedagogy, and course design. This

includes supporting initiatives arising from the faculty, creating, maintaining, and

administering internal funding and grant opportunities, and providing mechanisms to improve

accountability for continual improvement.

- Identify opportunities for improvement or innovation in teaching and learning and provide

infrastructure to facilitate a course development or pedagogical enhancement workshop series.

- Coordinate with the DEI leadership to develop GUIDE Tier II workshops on teaching.

- Work with the director to seek external partnership, funding, and grant opportunities, and

help faculty pursuing these opportunities.

- Develop a robust faculty teaching mentoring program to support pedagogical enhancement

and R&T process. This includes confidential consultation, as well as identifying and supporting

class observers.

- Work with the Director to develop funding opportunities for innovation in teaching and

learning, encourage and review faculty grant submissions, and facilitate the selection.

The Chair is a tenured member of the faculty who is appointed to a 3-year term by the Executive

Vice President and Provost.

Director of the Center for Equity and Excellence in Teaching and Educational Technology: The Director is

expected to provide continuity in the function of the center and to serve as a liaison between the

Academic Affairs and the Chair to advance the institutional priorities, utilize assessment-informed

data and evidence for planning, and build budget. They are to

- Perform the administrative and managerial duties for the Center, including developing

strategic priorities in collaboration with the Academic Affairs, budget planning and approval,

and other evaluation and decision-making responsibilities.

- Work with the Center’s administrative staff coordinator to maintain the record keeping and

website updates.

- Direct the EdTech and lead ongoing initiatives. This includes identifying opportunities for

improvement or innovation in teaching and learning that can be enabled by educational

technologies and/or facilities and providing ongoing guidance and recommendations to the

Associate Vice President and Chief Information Officer, the EdTech, and the Campus

Facilities Planning Committee.

- Actively seek external funding and inter-institutional collaboration opportunities.

- Support initiatives arising from the faculty that advance excellence in the use of technology in

teaching and learning.

- Stay abreast of best practices and work with the executive and co-directors to recommend

policies to the Senate regarding technology matters on campus, such as policies for

online/hybrid programs. When needed, the Senate will be asked to develop a task force or a

working group to respond to the specific task at hand.

- Assist faculty navigate the online/hybrid course conversion process.

- Work with the Chair to develop funding opportunities for innovation in teaching and learning,

encourage and review faculty grant submissions, and facilitate the selection.

1.7.5 STUDENT LIFE COMMITTEES

1.7.5.1 Disciplinary Hearing Board

Role: The Disciplinary Hearing Board determines responsibility of students for their conduct when

an allegation has been made against them that they have engaged in sexual assault, non-consensual

sexual contact, intimate partner violence, sexual misconduct, stalking and/or retaliation in violation

of College policy. A Disciplinary Hearing Board may also convene and determine responsibility

concerning individual student and/or student organization disciplinary situations involving

egregious alleged violations of the Code of Student Conduct and College policies that may result

in suspension or expulsion. The Disciplinary Hearing Board recommends solutions or sanctions

to the Dean of Students or designee.

It is expected that the Disciplinary Hearing Board panel for each case will act ethically in their

duties and responsibilities and will disqualify themselves if they believe they cannot be impartial

and/or fulfill their obligation to maintain the confidentiality of the process and the dignity and

privacy of the complainant, the respondent, and any witnesses before, during, and after the process

consistent with applicable laws and College policy governing student privacy rights. In addition,

the Dean of Students, or designee, will decide, at their sole discretion, whether a Disciplinary

Hearing Board panel member can be impartial and will remove anyone whom they determine is

unable to be impartial or respectful of the confidentiality of the process and the privacy of the

individual(s) involved. The Dean of Students, or designee, will provide training and orientation

sessions for the Disciplinary Hearing Board members at least annually.

Membership: The Disciplinary Hearing Board consists of a pool of trained faculty and staff. The

Dean of Students, or designee, determines membership for each panel from faculty nominated by

the Chair of the Committee on Committees, and other staff or faculty of the College as

recommended to the Dean of Students, or designee. A Disciplinary Hearing Board panel is made

up of three (3) members of the Disciplinary Hearing Board.

Meetings: Disciplinary Hearing Board panels are convened and meet on an as-needed basis as

determined by the Dean of Students or their designee. Three (3) members of the Disciplinary

Hearing Board pool will be called to sit on a Disciplinary Hearing Board panel based on availability,

impartiality, and experience.

1.7.5.2 Academic Recovery Review Board

Role: The Board is charged with determining whether to disqualify or put on probation an

undergraduate student whose GPA is below a 2.0. The case of each student, who has an appeal on

file, is discussed and reviewed. In order to come to a decision, the Board members will either build

consensus or will take a vote where consensus is not feasible.

Thus, each member is to provide:

- Their recommendation regarding each student

- Insight into coursework and other specific knowledge regarding the school they are

representing

- Advocate for a decision depending upon information

The Chair's role is to mitigate in cases that are challenging or ambiguous.

The Board will also provide any stipulations as needed as appropriate, e.g. participate in Project

Success or Academic Success, recommend change of major, meet with advisor and/or coach,

contact Counseling and Psychological Services and Student Disabilities Services, etc.

Membership

- Assistant Director, Student Success Office

- Student Success Coordinator

- Three members of the Committee on Undergraduate Advising, as chosen by the Director of

Academic Advising

- Registrar

- Dean of Students

- Division of Academic Success representative

Meetings: The Board meets upon a schedule drawn up by its Chair. Generally, the meetings occur

after fall and spring grades have been posted, and the Registrar has reviewed grades.

1.7.6 FINANCE COMMITTEES

1.7.6.1 Budget Committee

Role: The Budget Committee, which is advisory to the President through the Vice President for

Finance and Administration, provides the means for institutional oversight through financial

planning, coordination of budgets, and determining funding priorities.

Duties of the Budget Committee: The Budget Committee advises the President on budget policy and

financial planning for the campus community and in these capacities will:

1. Develop and recommend an annual budget including enrollments, tuition and discount rates,

room and board occupancy and rates, and other revenues as well as compensation

recommendations and other expense items for approval by the President and the Board of

Trustees. Review and recommend, to the President and the Board of Trustees, a capital budget

consistent with strategic institutional plans.

2. Make recommendations regarding the College’s budgetary processes.

3. Monitor budget performance and review business plans of existing and new units/programs.

Guidelines for the Budget Committee

1. To allocate resources in the best interest of the institution and as determined by the College’s

strategic planning processes.

2. To coordinate efforts with the Employee Benefits Advisory Committee to assure adequate

resources for retaining and attracting employees.

3. To coordinate efforts with the Institutional Effectiveness Committee to assure adequate

resources for strategic initiatives.

4. To coordinate efforts with the Campus Facilities Planning Committee to assure funding for

annual capital projects.

5. To communicate with the committees of the Board of Trustees to increase mutual

understanding of strategic funding priorities.

Members of the Budget Committee: Each member of the Budget Committee has a continuing, individual

charge to serve as the steward of the campus community as a whole and to avoid behaving as a

partisan advocate. The Committee shall have the following members:

– Vice President for Finance and Administration – Chair

– Provost and Executive Vice President

– Vice President for Strategic Partnerships and Advancement

– Two Academic Deans

– Chair and Vice-Chair of Academic Senate (or designees)

– Chair of Faculty Welfare Committee (or designee)

– Staff Council representative

– Two Directors/Vice Presidents

– One Other member of the President’s Senior Staff

– Associate Vice President for Finance/Controller

Administrative Support for the Budget Committee: The Assistant Controller/ Budget Officer shall provide

administrative support for the Budget Committee.

1.7.6.2 Technology Planning and Policy Committee

Role: The Technology Planning and Policy Committee reviews proposals related to the College’s

technological needs and recommends initiatives consistent with the College mission and the

strategic plan; recommends technological priorities to the Senior Staff; and reviews, recommends,

and ratifies institutional technology policies. The Technology Planning and Policy Committee

responsibilities include the solicitation of input from the campus community, assessment of the

effectiveness of technology operations and planning using measurable benchmarks, and

communication to the campus community about technology issues, trends, plans, and decisions.

Membership: The Technology Planning and Policy Committee is co-chaired by the Provost and

Executive Vice President and the Chief Information Officer. Additional members include

representatives from the following areas of campus:

- Administrative Information Services

- Advancement

- Enrollment and Communications

- Facilities Services

- Faculty (up to 6 and with representation from each School, appointed by the Provost in

consultation with the Academic Senate Chair)

- Finance and Administration

- Institutional Research

- Library and Academic Resources

- Registrar

- Student Life

- Students (undergraduate and graduate)

1.7.6.3 Campus Facilities Planning Committee

The Campus Facilities Planning Committee, which is advisory to the President, provides the

means for institutional facilities planning through the review of plans and standards for the

physical development of the campus.

Role: The Campus Facilities Planning Committee advises the President on the physical

development of the campus and in this capacity will:

1. Review and make recommendations on amendments to the approved campus master plan.

2. Review and make recommendations on all other plans, policies, and standards that impact the

development of the campus.

3. Review and make recommendations regarding the application and impact of approved plans,

policies, and standards on all proposed major campus facility projects.

4. Develop and make recommendations on the annual and five-year Capital Budgets for

inclusion in the annual budget process

Guidelines for the Campus Facilities Planning Committee

1. Make recommendations regarding plans, policies, and standards for the development of the

campus that reflect and honor the College’s mission and traditions.

2. Make recommendations for the best use of the physical resources of the campus that further

the strategic initiatives of the College.

3. Make recommendations for the best use of the physical resources of the campus that preserve

or enhance the College’s existing architectural aesthetic.

4. Make recommendations regarding the orderly, efficient, and attractive physical development

of the campus giving particular attention to financial, functional, aesthetic, and sustainable

considerations.

Each member of the Campus Facilities Planning Committee has a continuing, individual charge to

serve as the steward of the campus community as a whole and to avoid behaving as a partisan

advocate.

Membership:

- Vice President of Facilities, Chair

- Two Academic Deans appointed by the Provost and Executive Vice President

- Associated Students of Saint Mary’s College Representative

- Chair of Staff Council or Designee

- Chief Information Officer or Designee

- Christian Brother Representative

- Dean of Students

- Faculty Welfare Committee Chair or Representative

- Graduate and Professional Student Advisory Council Representative

- Provost and Executive Vice President or Designee

- Vice President for Strategic Partnerships and Advancement or Designee

- Vice President for Finance and Administration

- Vice President for Student Life or Designee

The Department of Facilities Services shall provide administrative support for the Campus

Facilities Planning Committee.

1.7.6.4 Employee Benefits Advisory Committee

Employee benefits are an integral part of faculty and staff compensation, but moreover they

represent our values in how we treat all members of the College community. Using Lasallian

principles, we must, to the best of our ability and resources, offer a program of benefits that

support the unique needs of faculty and staff and their specific circumstances.

The Employee Benefits Advisory Committee is to assist and advise the Vice President for Finance

and Administration in shaping and funding the employee benefit program offered by Saint Mary’s

College of California and to help assure that individual benefit plans are being managed in the best

interests of program participants and of the College. The Saint Mary’s College Employee Benefits

Program includes health and welfare plans, retirement plans and other benefits plans offered by

the College as well as the consideration of other employee benefits plans not yet offered by the

College.

Guidelines for the Employee Benefits Advisory Committee

The Committee shall be guided in its efforts by:

1. Making recommendations that reflect and honor the College’s mission and traditions.

2. Making recommendations for the best use of the fiscal and human resources that further the

strategic initiatives of the College.

3. Making recommendations that are informed by the competitive plans and best practices of

appropriate peer institutions.

Duties of the Employee Benefits Advisory Committee

The members shall fulfill their duties by:

1. Becoming familiar with the objectives, design and key documents for each existing benefit

plan.

2. Monitoring the administration of existing benefit plans in accordance with plan documents

and objectives.

3. Making recommendations to the Vice President for Finance and Administration regarding

objectives, design, provider(s), administration, and employee and/or employer funding levels

for benefit plans.

4. Assessing proposed new benefit plans, including the need for and potential benefits and costs.

5. Reviewing annual benefit plan audits where available and appropriate.

6. Monitoring compliance with laws and regulations and making recommendations based on

legal developments.

7. Providing input on program effectiveness and acceptance by fellow faculty and staff members.

8. Acting as a communication conduit to your fellow faculty and staff members on the activities

and information disseminated in Committee meetings and as agreed to in Committee

meetings.

9. Balancing advocacy for your fellow faculty and staff members with stewardship for the entire

campus community.

Membership: Committee members shall serve one-year terms and are encouraged to serve additional

terms to assure continuity of decision-making and the development of institutional memory. The

membership shall include:

- Director of Benefits, Chair

- Associate Vice President of Human Resources

- Faculty Welfare Committee Members

- Staff Council’s Compensation and Benefits Committee Members (4 maximum)

- Provost and Executive Vice President or designee

- Vice President for Finance and Administration

- Assistant Controller/Budget Officer

The Committee may be assisted in its work by subcommittees. Subcommittees may be appointed

by the Vice President for Finance and Administration. The Human Resources Department shall

provide administrative support for the Committee. Outside consultants may also be engaged to

provide other types of support to the Committee.

1.7.6.5 Retirement Benefits Committee

The Retirement Benefits Committee is established to assist and advise the Vice President for

Finance and Administration in fulfilling oversight responsibilities with respect to the retirement

benefit plans of Saint Mary’s College of California and to help assure that the plans are being

managed in the best interests of the plan participants and of the College. These plans include the

Defined Contribution Retirement Plan, the Tax Deferred Annuity Plan, the Emeriti Retiree Health

Plan and the Emeriti Grantor Trust.

Duties: The Committee shall fulfill its duties by:

1. Becoming familiar with the objectives, design and key documents for each plan.

2. Monitoring the administration of the plans in accordance with plan documents and objectives.

3. Becoming familiar with norms and legal standards for investment policy applicable to

employee plans of the type maintained by the College.

4. Developing and recommending investment policy statements appropriate to each plan's

objectives and that reflect prudent diversification of investments to address the life

circumstances of all participants in the plans.

5. Monitoring investment performance against the investment policy statements and against

appropriate financial market indices.

6. Monitoring the broader financial market conditions within which plan(s) investments operate.

7. Monitoring investment management fees and administrative fees charged to the plans and the

participant accounts, both direct and indirect, including any limitations on or costs or

assessments associated with an employee's ability to transfer or exchange contributions to

another provider's contract or account.

8. Making recommendations to the Vice President for Finance and Administration regarding the

suitability and selection of default investment options for undirected funds when a participant

does not take steps to manage their account.

9. Making recommendations to the Vice President for Finance and Administration regarding

custodians, fund sponsors and trustees for the plans.

10. Reviewing the annual audits of the plans.

11. Monitoring the selection of service providers and scheduling and content of investment

education for employees participating in the plans about plan information, investment

principles and financial planning and retirement, to be consistent with Department of Labor

Interpretive Bulletin 96–1 and other regulatory guidance.

12. Monitoring compliance with laws and regulations and making recommendations based on

legal developments.

13. Reviewing and making recommendations on the objectives, design and administration of the

plans.

14. Performing other duties as requested by the Vice President for Finance and Administration.

Guidelines: The Committee shall be guided in its efforts by:

1. Making recommendations that reflect and honor the College’s mission and traditions.

2. Making recommendations for the best use of the fiscal and human resources that further the

strategic initiatives of the College.

3. Making recommendations that are informed by the competitive plans and best practices of

appropriate peer institutions.

4. Balancing advocacy for your fellow faculty and staff members with stewardship for the

entire campus community.

Membership:

- Vice President for Finance and Administration, Chair

- Associate Vice President for Finance/Controller

- Associate Vice President, Human Resources

- Chair of Faculty Welfare Committee or Designee

- Chair of Staff Council or Designee

- Director of Benefits

The Human Resources Department and retirement services consultants shall provide

administrative support for the Committee.

1.7.7 MISCELLANEOUS COMMITTEES

1.7.7.1 Joint Committee of Associated Students of Saint Mary's College, Staff Council, and the Academic

Senate

Role: The Joint Committee of the Associated Students of Saint Mary’s College, Staff Council, and

the Academic Senate shares information about the work of the three bodies and explores common

concerns. Liaison members report regularly to their respective committees on the substance of

joint committee discussions and the work of the other bodies, and propose any resolutions on the

common concerns of the groups as seem warranted by their discussions.

Meetings: Meets at least twice a semester

Membership: Three students appointed by the Associated Students of Saint Mary’s College president,

three staff members appointed by the Staff Council chair, and three tenure-track faculty members

appointed by the Chair of the Committee on Committees.

1.7.7.2 Faculty Handbook Review Committee

Role: The Faculty Handbook Review Committee meets as often as needed to prepare publication of

the Faculty Handbook (see section 1.8 Revision Procedures for the Faculty Handbook).

Membership:

- Faculty Handbook Coordinator (chair), annually appointed by the Academic Senate Chair, in

consultation with the Committee on Committees, if necessary

- Chair, Academic Senate

- Associate Vice President for Human Resources

- President

- Provost and Executive Vice President

The Faculty Handbook Coordinator may invite Senators or faculty representatives who have

authored changes to the Faculty Handbook and members of the College community to a meeting of

the Review Committee during times when the relevant section(s) will be discussed.

1.7.7.3 Cummins Institute

Role: The Bishop John S. Cummins Institute for Catholic Thought, Culture and Action seeks

to deepen appreciation among all constituents of the campus community for the beauty,

wisdom, vitality, and diversity of the Catholic Tradition. We do this by:

- Fostering a conversation between the Catholic tradition and contemporary intellectual

life. The Institute understands the tradition of Catholic higher education as one of

providing a context in which fides quaerens intellectum, "faith seeking understanding,"

can take place. The Institute is a resource for integrating the search for faith and reason

throughout the curriculum and the academy.

- Promoting a sacramental understanding of reality and the vision that this world is

"charged with the grandeur of God." The Institute understands that Catholic faith is not

about the intellect alone, but that it manifests itself also in rich and varied cultural

expressions: in liturgy and ritual, in literature and art, in music and dance, as well as in

our daily lives as a campus community.

- Supporting all members of the community in leading lives that are respectful of human

dignity and responsive to social justice concerns. The Institute promotes the principles

of Catholic Social Teaching and endorses initiatives developed by its representative

groups and other members of the community that aim to inculcate habits of the heart

and faith and zeal for transforming lives.

Membership:

Serving by Position

- Chair of Theology & Religious Studies

- Vice President for Mission

- Director of the Henning Institute

- Director of CILSA

- Director of Mission and Ministry

- Vice Provost for Student Life

- Dean, School of Liberal Arts

- ASMC Student Representative

- Student Representatives

Representatives appointed by the President and Provost

- One academic dean

- One student life dean

- One Christian Brother representative

- SMC Chaplain

- One faculty representative from the School of Science

- One faculty representative from the School of Liberal Arts

- One faculty representative from the School of Business and Economics

- One faculty representative from graduate school

- One faculty at-large

- One staff representative

1.8 REVISION PROCESS OF THE FACULTY HANDBOOK

The content of the Faculty Handbook is of three categories:

a. descriptive and informational material, such as hours of operation for health services or

duplicating services, directions for use of the telephone system, descriptions of facilities in the

library, etc.;

b. definitions and procedures that have the force of creating or changing policies, such as

sabbatical or rank and tenure procedures, rather than merely describing them; and

c. material that combines the two functions (a. and b.), such as charts describing institutional

organization or committee structure and reporting.

The revision process has two types of procedures:

1. Material in Category (a) is routinely collected and updated by the Faculty Handbook

Coordinator for each revision of the Handbook. When in doubt about the nature of the

material, the Coordinator should consult with the chair of the Academic Senate and the

Provost (and, when appropriate, the President) before making those revisions.

2. Changes or additions to material in Categories (b) and (c) are collected through the academic

year by the Faculty Handbook Coordinator. Material proposed by the Academic Senate

requires the approval of the Provost; material proposed by the administration and/or the

Provost requires consultation with the Academic Senate. The Faculty Handbook Coordinator

distributes to members of the Faculty Handbook Review Committee all changes or additions in

categories (b) and (c). Academic Senate members or faculty representatives who authored

changes may be invited to be present during discussion of the section(s) in which they were

involved. Changes agreed upon by the Committee are made by the Coordinator. Changes not

agreed upon are returned to the appropriate Senate or faculty representative, or administrator

for revision.

The Faculty Handbook Coordinator is responsible for publishing and updating the Faculty

Handbook. Entries that have been revised bear a notation to that effect on the pages of the Index,

which record changes over several years. In addition, all the changes for a given year are presented

in order in a separate section following the Index, with strikeouts indicating eliminated words and

passages and bolding indicating added words and passages.

2. FACULTY

The faculty consists of all persons who are appointed by the President of the College to teach one

or more courses. Administrators with faculty retreat rights are members of the faculty. When a

faculty member has been authorized to act in an administrative capacity (such as President,

Provost, Vice Provost, Dean, Department Chair/Program Director), to the extent that the

person’s job responsibilities are not pedagogical but administrative and supervisory, the relevant

portions of the Staff Handbook apply and take precedence.

The College’s relationship with all contingent faculty identified within the scope of the Collective

Bargaining Agreement between the College and SIEU 1021, is governed by that document. To

the extent that the Collective Bargaining Agreement defers to this Faculty Handbook, the terms

of this Handbook will control.

2.1 DEFINITIONS OF FACULTY STATUS

Specification of the conditions for appointment for each of the faculty categories below is

contained in Section 2.2 Types of Appointments.

2.1.1 TENURE-TRACK FACULTY

Tenure-track faculty are those members of the faculty whose names appear on the Rank and

Tenure Roster. They are full-time employees of the College unless otherwise specified in their

appointment; their appointments are probationary (tenure track) or tenured to the College and not

to a program, department or School; they hold the academic ranks of Assistant Professor,

Associate Professor and Full Professor. Assignment is made to the department or program in

which the faculty member teaches the majority of their courses. With the exception of Exceptional

Candidate appointments, faculty will hold the terminal degree (see sections 2.1.1.1 Terminal

Degrees and 2.1.1.2 Exceptional Candidate Appointments (For Such a Rank)).

The salaries of full-time tenure-track faculty whose duties are primarily instructional are contained

in the full-time salary scale (see section 2.15.2 Salary Scales for Tenure-Track and Adjunct Faculty).

Assistant Professor: Appointment to the rank of Assistant Professor requires that the candidate

possess the terminal degree, show clear promise of effective teaching, be judged competent to

teach advanced or upper division courses, and prove evidence of effective service and continued

scholarly achievement.

Associate Professor: Appointment to the rank of Associate Professor normally requires that the

candidate demonstrate teaching effectiveness, provide evidence of effective service, and show clear

promise of high scholarly achievement. Possession of the qualifications enumerated above for the

rank of Assistant Professor is assumed. Hiring at the rank of Associate Professor may or may not

accompany tenure (see section 2.6.1.1. Additional Criteria).

Full Professor: Appointment to the rank of Full Professor is made in recognition of consistent

evidence of high teaching effectiveness, high scholarly achievement, (the latter to be substantiated

by a sound reputation among academic colleagues outside the College), and a high degree of

effective service. Possession of the qualifications enumerated above for Assistant and Associate is

assumed.

2.1.1.1 Terminal Degrees

A doctorate is normally considered to be a terminal degree. Any department wishing to propose

another degree as terminal in a specialized field (e.g., the M.F.A. in Creative Writing) should make

its case as clearly and fully as possible before the hiring process begins for any position that may

be affected. The Undergraduate Educational Policies Committee (or the Graduate and

Professional Studies Educational Policies Committee, if more appropriate) shall initially review

such proposed non-doctoral terminal degree designation and shall review all such designations

every six years thereafter. Upon such a review they shall recommend approval or disapproval to

the Academic Senate. Upon the approval by the Academic Senate, non-doctoral terminal degrees

are subject to final approval by the Provost. Any person hired as having the appropriate terminal

degree and who has continued in the same position shall be considered to have permanent

approval even if at some later date another degree is designated as terminal for that position. Such

initial and permanent approval will appear in that faculty member's contract.

2.1.1.2 Exceptional Candidate Appointments (For Such a Rank)

When the proposed faculty member does not have the terminal degree, but shows clear promise

of superior performance as a teacher, has scholarly achievement and service commensurate with

the proposed rank, the Provost will seek a recommendation from the Rank and Tenure Committee

for a finding of exception to requirement of the doctorate or an acceptable alternative degree to

appoint at the rank of Assistant, Associate or Full Professor. A finding of exception by the

President upon recommendation of the Provost is unalterable.

2.1.2 NON-TENURE-TRACK FACULTY

Non-tenure-track faculty positions are the following: Visiting Professor, Adjunct Assistant

Professor, Adjunct Associate Professor and Salaried Adjunct Professor. See CBA Articles 10 and

27.

2.1.2.1 Visiting Professor

A Visiting Faculty position is a temporary appointment clearly limited to a brief association with

the College, normally not to exceed two years; for example, to replace a ranked faculty member

who is on leave or to fill a new ranked position for which a search has not yet been successful. For

details see the Collective Bargaining Agreement.

2.1.2.1.1 Postdoctoral Fellow

This is a short-term postdoctoral fellowship, and an opportunity for recent Ph.D. recipients in

the humanities to develop as scholars and teachers by teaching at Saint Mary’s for a defined term

of two years (with the possibility of extension to a third). Fellows teach five courses per year,

with one course rebalance for scholarship, and some minimal service requirements, including

service on one departmental committee, and are expected to participate in the program, which

includes regular meetings with other fellows and faculty to participate in both the academic work

of the college, as well as its intellectual life.

2.1.2.2 Contingent Faculty Positions

In addition to the positions held by tenured and tenure-track faculty, and consistent with the terms

of the Collective Bargaining Agreement with SEIU 1021, the College employs Adjunct Assistant

Professors and Adjunct Associate Professors to teach on a per-course basis. The Salaried Adjunct

position is used when an Adjunct Professor is assigned articulated service requirements in addition

to a five (5) to seven (7) course-load. See the Collective Bargaining Agreement for more detailed

information related to these positions.

2.1.3 EMERITUS/EMERITA FACULTY

Professor Emeritus/Emerita is an honorary title conferred on a retiring tenured faculty member

who has served the College with special distinction.

1. Eligibility. Criteria for eligibility:

a. minimum of ten years of full-time service;

b. attainment of rank of Associate Professor;

c. supporting letters from colleagues.

2. Recommendations. Criteria upon which they should be based:

a. teaching effectiveness;

b. scholarship or artistic expertise;

c. effective student advising, where applicable;

d. cooperation with colleagues in advancing the academic aims of the College.

3. Privileges. A Professor Emeritus/Emerita:

a. will remain on the Rank and Tenure roster;

b. will receive faculty ballots;

c. may participate in formal academic ceremonies;

d. may have their name listed in the College Catalog with the designation;

e. will have access to available administrative support;

f. will retain their College email account;

g. will be eligible for limited Library borrowing privileges, including Link+ and Interlibrary

Loan, and will have remote access to Library databases and electronic books.

h. are eligible for membership in the Joseph Allioto Recreation Center.

4. Procedure for promotion to Professor Emeritus/Emerita:

a. The candidate will be proposed in writing for Emeritus/Emerita status by the candidate's

department or by a senior faculty member to the Dean of the School.

b. The Dean of the School will solicit letters of support from colleagues and the candidate's

department.

c. The collected letters will be submitted to the Dean, who will forward them with their

recommendation to the Rank and Tenure Committee.

d. Recommendation from the Rank and Tenure Committee will be forwarded by the chair

to the Provost for their approval. In the event that the Provost does not agree with the

recommendation, the Provost will forward the Committee's recommendation, along with

their own recommendation to the President. The President makes the determination

whether to grant the Professor Emeritus/Emerita Award.

e. The Professor Emeritus/Emerita Award is presented to the recipient in an appropriate

ceremony acceptable to the recipient.

2.1.4 ADMINISTRATORS WITH FACULTY RETREAT RIGHTS

Certain administrative positions make the holder responsible for the character and quality of a

major academic unit within the College. Because such positions involve responsibility for

curriculum and for academic quality, review of faculty, and expectations of leadership over issues

that affect the academic enterprise of the College as a whole, they are inherently academic in nature.

These positions are the Provost and Executive Vice President, the Vice Provosts, the Associate

Provost for Faculty Affairs, the Deans of the Schools and the Dean of the Core. The Provost and

Dean positions are normally filled via national searches, the Vice and Associate Provost positions

are normally filled via internal searches, all searches resulting in multi-year appointments, and

exceptions to these standards made in consultation with the Academic Senate. When an individual

is appointed to one of these positions on a regular basis, that is, other than as Acting or Interim

Dean, the individual will also be appointed as a tenure-track faculty member associated with a

department either on tenure track or tenured. Although there is no such status as administrative

tenure, the administrator has faculty retreat rights, that is, the right to assume the position of a full-

time faculty member of the College upon leaving the administrative position.

Assignment to a department will be made by the Provost (by the President in the case of the

appointment of the Provost) in consultation with the department involved. For appointments at

the ranks of Associate Professor and Full Professor, the Rank and Tenure Committee will be

consulted prior to the appointment about the rank and the tenurability of the appointee, as

specified in Section 2.3.1 Selection/Appointment of Tenure-Track Faculty.

An administrator as defined in this section, who is also a tenure-track faculty member, agrees to

the provisions of this Faculty Handbook which are applicable to their faculty ranks.

A tenure-track faculty member who assumes an administrative position at the College that does

not carry tenure-track faculty status nonetheless continues to be a tenure-track faculty member;

however, tenure-track faculty status is not thereby transferred to the administrative position.

The President may decide to allow an existing or new administrative position to carry tenure-track

faculty status. A proposal to incorporate ranked tenure-track status into a new or existing

administrative position must originate in the Academic Senate and be approved by the Provost

before being considered by the President. If an administrative position is converted to an

administrative position with tenure-track faculty status, the incumbent at the time of conversion,

if not already tenured as a faculty member, may be granted tenure and/or retreat rights at the

discretion of the President (under the procedures described above for the granting of tenure and

retreat rights to individuals assuming an administrative position with tenure-track faculty status).

Any teaching under this provision must follow the procedures for approval and notification listed

in Section 2.1.5 (Temporary Appointment of Administrator to Rank Only).

2.1.5 TEMPORARY APPOINTMENT OF ADMINISTRATOR TO RANK ONLY

An administrator in a non-academic position may be appointed temporarily to an academic rank

and departmental affiliation by the President if all of the following conditions are satisfied:

1. All the criteria for that rank must be met by the individual and reviewed by the Provost, the

chair of the department and the Dean of the School with which the individual will be affiliated.

The Provost will make a recommendation of the appropriate rank to the President. If the rank

proposed is Associate Professor or Full Professor, the Provost will also consult the Rank and

Tenure Committee prior to advising the President.

2. Any teaching in the department or program designated or in any other area is only by invitation

of that department or program and requires the consent of the appropriate Dean, the approval

of the administrative person's supervisor, and proper notification to the Provost. Continued

teaching is subject to departmental need and a regular review of the individual's teaching

effectiveness. Teaching under this provision does not imply or confer academic salary nor any

rights toward sabbatical or tenure.

3. Under this provision the position does not carry tenure-track faculty status and does not

confer retreat rights on the individual.

The term of appointment is one academic year and may be extended by the President in writing

after the first year for a period not to exceed the period of employment as an administrator.

2.2 TYPES OF APPOINTMENTS

Terms and conditions of appointment are contained in letters of appointment from the President,

and in this Faculty Handbook. While a faculty member may have appointments in more than one

School, normally a single letter of appointment for a term or year will be written. Letters of

appointment for continuing faculty should be issued in a timely manner prior to the expiration of

the current letter of appointment.

2.2.1 PROBATIONARY (TENURE-TRACK) APPOINTMENT

The total period of full-time service as a probationary tenure-track appointee may not exceed seven

years. At the time of the initial tenure-track appointment, the anticipated year in which the tenure

review will occur will be specified in writing. A faculty member coming to the College without any

previous full-time tenure-track teaching elsewhere will be placed on the first step of the tenure

ladder. The College will normally consider up to three years of other full-time tenure-track teaching

elsewhere for step placement on the tenure ladder (one step per year of full-time tenure-track

teaching). (See chart in 2.6.2.2)

In determining initial placement on the salary scale, the appointee’s past activities (e.g., teaching,

professional experience, scholarly activities, etc.) are evaluated for equivalence to full-time service.

Scholarly leave of absence for one year or less will count as part of the probationary period as if it

were prior service at another institution, unless the individual and the President or delegate agree

in writing to an exception to this provision at the time leave is granted.

Notice shall be given in accordance with Section 2.8.3.1 (Notice of Non-appointment of

Probationary Tenure-track Faculty) at least one year prior to the expiration of the probationary

period if the faculty member is not to be granted tenure (see section 2.8.3.2 Standards of Notice).

Failure to give such notice does not constitute the granting of tenure.

2.2.2 TENURED APPOINTMENT

Tenure is granted by the President, following the procedures of Section 2.6.2.5 (Recommendation

and Decision Procedures). In exceptional circumstances a faculty member may be appointed with

tenure (see section 2.6.1.1 Additional Criteria).

Tenured appointments are permanent appointments which may be terminated only under

conditions noted in Section 2.8.4 (Termination of an Appointment by the College), with the

burden of proof resting upon the College.

2.2.3 REDUCED SERVICES (TENURED APPOINTMENT)

Reduced Services (Tenured Appointment) Tenured faculty who were employed by the College as

of June 30, 2007, and who did not choose to participate in the Phased Retirement Program (section

2.2.3.1) may permanently alter their full-time tenured appointment to a reduced services

appointment (4/6 course load or less) through written agreement with the College. In order to be

eligible for a Reduced Services appointment, the faculty member must be tenured, have completed

10 years of full-time service, and have attained age 60.

Tenured faculty members who have entered the Reduced Services Plan

- will be paid at a rate proportional to their teaching load,

- shall perform proportionate related College duties, such as a reasonable number of advisees,

independent studies and reasonable elected or non-elected committee service, as agreed upon

each year with the Provost,

- retain all rights due tenured faculty members, except sabbatical, and

- retain full benefits, except life and long-term disability insurance which are paid at a rate

proportional to the reduced teaching load.

See sections 2.13.2.2 (Leave of Absence) and 2.13.2.3 (Scholarly Leave of Absence) as well as 2.14.3

(Health Care) for further information about reduced services other than those mentioned above.

2.2.3.1 Phased Retirement Program (Tenured Appointment)

Tenured full-time faculty who participate in the Phased Retirement Program may permanently

alter their full-time tenured appointment to a Phased Retirement appointment (4/6 course load or

less) through a written agreement with the College. In order to be eligible for a Phased Retirement

appointment, the faculty member must be tenured, have completed 10 years of full-time service,

and have attained age 60.

No faculty member may spend more than five (5) years in the Phased Retirement Plan, excluding

time spent on approved unpaid leave.

Tenured faculty members who have entered the Phased Retirement Plan

- will be paid at a rate proportional to their teaching load,

- shall perform proportionate related College duties, such as a reasonable number of advisees,

independent studies and reasonable elected or non-elected committee service, as agreed

upon each year with the Provost,

- retain all rights due tenured faculty members, except sabbatical, and

- retain full benefits (including full-time retirement plan payments by the College based on the

amount which the faculty member would be paid as salary if the faculty member were teaching

full time), except life and long-term disability insurance which are paid at a rate proportional

to the reduced teaching load.

2.2.3.2 Retired Faculty Teaching Status

Tenured faculty completing the Phased Retirement Program will be considered retired. Following

retirement, a faculty member may be eligible for consideration to teach, at the discretion of the

Department Chair or Program Director, as long as such appointment is not otherwise precluded.

Eligibility for possible for a course does not expire.

2.2.4 NON-TENURE-TRACK APPOINTMENT

2.2.4.1 Visiting Faculty

See the CBA

2.2.4.2 Assistant Adjunct

See the CBA

2.2.4.3 Associate Adjunct

See the CBA

2.2.4.4 Salaried Adjunct

See the CBA

2.3 SELECTION AND APPOINTMENT PROCEDURES

2.3.1 SELECTION/APPOINTMENT OF TENURE-TRACK FACULTY

1. Ordinarily, a search originates in and is conducted by an academic department or program,

with a successful search leading to an appointment to that department or program. The

department chair or program director shall submit a Faculty Line Request to the Dean of the

School, who must then secure written authorization from the Provost for a particular position,

while the President approves the total number of new positions. After written authorization

from the Provost has been secured, the Dean will notify the department chair. The chair bears

responsibility for ensuring that the procedures below are followed, with particular emphasis

upon selecting colleagues who support the mission of the College, meet the needs of the

department or program, and help the College fulfill its commitment to diversity.

2. The department chair, in consultation with the tenure-track faculty in the department or

program and the Dean of the School, appoints a Search Committee, chaired, whenever

possible, by a tenured faculty member. In extraordinary circumstances (e.g., when hiring for a

new program), an academic Dean may initiate a search. In such cases, the Dean shall appoint

a faculty chair of the Search Committee. The Chair will carry out the search process; under

these circumstances, the Dean maintains responsibility for ensuring that procedures are

followed. The Committee shall include a faculty member from outside the department,

preferably one from outside the School. The roles, duties, and rights of the Search Committee

member from outside the department or School shall be equal to those of the other members

of the Committee. For primarily traditional undergraduate appointments, the Committee

should include a faculty member who has taught in and will represent the Collegiate Seminar.

Search Committees should be comprised of a minimum of five voting members.

3. The Committee shall consult documents pertaining to the mission of the College, interview

and hiring protocols, and guidelines provided by Academic Affairs at the time of written

approval. The Committee shall also consult directly with Academic Affairs regarding approved

procedures for the inclusive recruitment of faculty.

4. The Search Committee shall determine, prior to the beginning of the search, the criteria of

evaluation for candidates; the appropriate roles of departmental tenured and tenure-track

faculty not on the Committee, contingent faculty, staff, and students; and the processes for

selecting candidates at each stage of the search, including the final recommendations to the

Dean. Throughout the search and recommendation process, the Committee shall consult with

the Dean and ensure the confidentiality of applicants.

5. In order to meet the College's commitment to diversity, a good faith effort should be made to

include at least one candidate, in the final list of candidates, from traditionally

underrepresented groups (including but not limited to racial, gender, and disabled) and/or

groups not currently represented in the department or program composition. Before the actual

search begins, the Search Committee will submit their plan for inclusive recruiting to the Dean,

who will review the plan for consistency with institutional and program objectives and legal

requirements and will supply feedback and recommendations to the Search Committee.

6. The Search Committee shall narrow the pool of applicants to a list of candidates to be

interviewed. This list, as far as possible, should reflect the College's commitment to its mission,

department/program needs, equal employment opportunities, and diversity.

7. After choosing the final candidates and before inviting finalists to on-campus interviews, the

Search Committee will submit an account of the actions taken according to their recruitment

plan to the Dean. If the Dean finds that there have not been sufficient efforts at inclusive

recruiting, the Dean may ask the Search Committee for additional steps before the interviews

can proceed.

8. Once the final list of no more than three candidates has been selected by the Search Committee

and approved by the Dean, the Search Chair is responsible for arranging campus visits, which

shall include interviews with the Committee, the Dean, the Provost or Provost designee, and

the Vice President for Mission.

9. Upon the conclusion of the interview process, all members of the department/program may

convey their candidate evaluations to the Search Committee Chair. The Search Committee

shall identify which candidates are deemed acceptable for appointment. The process of

identifying acceptable candidates may include a secret vote if desired by a member of the

Search Committee. The Search Chair will forward the ranked list of the candidates along with

a written statement of support for each candidate to the Dean of the School.

10. The Dean shall review the recommendations. If the Dean does not agree with the first choice

of the Search Committee, the Dean shall meet with the Search Committee Chair and attempt

to reach an agreement on the candidates. If no agreement is reached, the Dean shall send on

to the Provost both the recommendations of the Search Committee and their own.

11. If the Provost does not agree with the recommendations of the Search Committee, the Provost

shall discuss their reasons with the Search Committee and an attempt shall be made to resolve

the difference of opinion.

12. If an agreement cannot be reached between the Provost and the Search Committee on the

recommendations, the Provost shall offer the Search Committee, in consultation with the

department/program and the Dean, a choice of one of the following options: terminating the

search in its entirety, restarting the search, or re-interviewing one or more candidates.

13. In cases of a proposed appointment at the Associate Professor or Full Professor level or an

appointment with tenure, the Provost shall consult with the Rank and Tenure Committee

regarding the appropriateness of the proposed rank before confirming the terms of

appointment.

14. When the Program/Department, Dean and Provost agree, the President may appoint the

candidate with tenure (see 2.2.2 Tenured Appointments).

2.3.2 SELECTION/APPOINTMENT OF NON-TENURE-TRACK FACULTY

2.3.2.1 Visiting Faculty

See the CBA

2.3.2.2 Contingent Faculty

See the CBA

2.3.3 EQUAL EMPLOYMENT OPPORTUNITY

See the Employee Handbook for information on Equal Employment Opportunity.

2.3.4 SECTION 504, REHABILITATION ACT OF 1973: COMPLIANCE

Saint Mary's College operates in accordance with Section 504 of the Rehabilitation Act of 1973.

Section 504 is a Civil Rights Statute that guarantees rights to qualified disabled individuals. The

Admissions and Academic Regulations Committee and the Graduate and Professional Studies

Educational Policies Committee, as advised by the Academic Support and Achievement Programs

office, will review its requirements as needed in order to distinguish from what may be a carry-

over of custom, past practice, or instructional habit, and explore and evaluate alternative

approaches that are reasonable under the circumstances presented and under the law. The student

should meet essential requirements of the program in some acceptable form. Employee inquiries

concerning the law and compliance may be addressed to the Associate Vice President of Human

Resources. The Coordinator for Compliance with Section 504 for students is located in the Office

of Academic Support and Achievement Programs. A statement of policies and procedures for

qualified disabled students is available in the Office of the Vice Provost for Academic Success.

2.3.5 AMERICANS WITH DISABILITIES ACT

See the Employee Handbook for information regarding the Americans with Disabilities Act.

2.3.6 SPECIAL APPOINTMENT CATEGORIES

2.3.6.1 Appointment of Christian Brothers

Since its inception, the College has followed the policy that a Christian Brother, if qualified, may

be appointed to any position in the College without a position announcement. With that exception,

and a limited number of other allowable appointments, available from the Associate Vice President

of Human Resources, the general policy of the College is that all vacant positions shall be

announced publicly.

2.4 EVALUATION OF ADJUNCT FACULTY

See Article #14 Performance Evaluations of the Collective Bargaining Agreement.

2.5 RANK AND TENURE RECORDS

2.5.1 FACULTY RANK AND TENURE FOLDER

Faculty members may review their Rank and Tenure online files at any time. Files that are not

online may be viewed in the Office of the Academic Affairs 24 hours after receipt of a written

request by that office. File review guidelines are in the Office of Academic Affairs.

Document Submission Requirements: All relevant documents from all parties should be directed

to the Office of Academic Affairs so they may be placed in the candidate’s electronic Rank and

Tenure folder.

2.5.2 FACULTY RANK AND TENURE ROSTER

On or before June 15

the Provost shall distribute to the academic community a draft electronic

roster of all Rank and Tenure Faculty, including a list of all those persons who are to be considered

for initial review, interim review, promotion or tenure. A final version of these documents will be

distributed by July 15

. It shall include those who hold academic rank and who carry a full-time

instructional load per scholastic year, those in the above category whose instructional and/or

administrative duties have been the equivalent of a full-time instructional load, and those in the

above category who (1) are on college-approved leave; (2) have tenure and are on sabbatical; (3)

have tenure and have taken the option of a reduction in the full-time instructional load. This R&T

Faculty Roster will include the rank and tenure status, and for pre-tenured faculty the number of

years teaching at the College and credited years of experience.

2.6 TENURE AND PROMOTION

2.6.1 STATEMENT ON CRITERIA FOR PROMOTION AND TENURE

Faculty members at Saint Mary's College are participants in an intellectual, social, and spiritual

community committed to ensuring that the College be an outstanding Catholic institution of higher

education, dedicated to developing students' capacities for responsible independent thought,

spiritual growth, active citizenship, and a productive life. Faculty members are retained and

promoted for their skillful, dedicated teaching, scholarly vitality, and their effective service to the

College community. Overarching and informing each of the criteria of teaching, scholarship and

service must be the demonstrated commitment of faculty to the aims and ideals of the College,

taking into consideration the nature, purposes and goals of specific programs. The Mission

Statement of the College and the statement on the faculty of the College (see sections 1.1 Saint

Mary’s College Mission Statement and 1.2 History of Saint Mary’s College) set forth the aims and

ideals by which the faculty is challenged to guide its actions.

The successful pursuit of tenure and promotion thus requires serious engagement in a wide range

of activities. Faculty members should make long-range plans for their own professional

development to ensure that they meet the appropriate criteria. What follows is not a checklist, but

rather a suggestion of general guidelines for evaluation.

Teaching Effectiveness

Teaching effectiveness is founded upon a clear command of subject matter, the skillful transmittal

of knowledge, inspiring and fostering an active love of learning, and the communication of

appropriate, high expectations of student performance. Because teaching is a profoundly human

exchange between faculty and student, it requires interpersonal skills, organizational abilities, and

a commitment to serve students in a respectful and honest manner.

It is the responsibility of faculty members to present clear evidence of their teaching effectiveness.

The College recognizes several ways in which this can happen:

1. The development of courses appropriate to a faculty member's major field, the general

education program of the College, and special curricular initiatives. Courses should reflect

coherence, unity, and an appropriate balance between engaging a subject matter in depth and

addressing the broad aims of a liberal education.

2. Conscientious preparation for classes. Course syllabi and assignments should reflect clearly

defined academic objectives, expectations and standards. In the preparation of courses,

teachers should hold before themselves the best scholarly standards of their disciplines. They

should demonstrate current knowledge of the subject matter and its methodology, and

creativity in the formulation of the syllabus.

3. Promoting intellectual stimulation and providing challenging learning experiences. Teachers

are expected to be skilled in various modes of instruction. The teacher should communicate

that understanding derives from an open mind, hard work, and rigorous thinking. Students

should experience the rewards of commitment and self-discipline in the pursuit of knowledge.

4. Clearly defined and appropriate means of assessing student learning. Through evaluation

procedures and grading policies, teachers should communicate that excellence requires not

only intellectual curiosity and originality, but also the practice of the rigors and discipline of

learning.

5. Critical self-evaluation. Through their response to Student Feedback Survey data, peer reviews,

administrative reviews, and self-checks, faculty members should demonstrate their capacity to

improve as teachers. Faculty members being considered for promotion should have their

teaching observed by their chair or program director at least once per term. Faculty moving

toward tenure should be observed at least twice per term by ranked faculty members (at least

once by their chair or program director).

Scholarly Interests and Pursuits

Saint Mary's College recognizes that intellectual growth and scholarly activity are closely related

both to each other and to teaching effectiveness. Respecting the teaching mission of the College,

Saint Mary's recognizes that faculty fulfill their responsibilities primarily through the teaching

programs and curricula of the College. Scholarship aims not only at expanding the store of

knowledge in the disciplines or in an interdisciplinary field, but also at enlightening the lives of our

students with that knowledge as well as with the challenges and joys of its pursuit. Within areas of

specialization, scholarly activity manifests itself in formal and concrete ways that help keep alive

and current the skills indigenous to one's academic discipline. Scholarly activity and intellectual

growth should be broadly defined, yet specifically demonstrated in order to be evaluated fairly and

effectively. The demonstration of scholarly activity should include some form of public

presentation and external peer review. The broad view recognizes the purposes of scholarship as:

1. Contributing to new knowledge and understanding in a basic discipline or field, including its

pedagogy;

2. Developing greater expertise in one's discipline or in a related field of study;

3. Providing new insights into the connections between the disciplines and into the historical and

philosophical underpinnings of one's area of expertise;

4. Enriching the intellectual lives of students by involving them as collaborators with faculty in

original research;

5. Researching, developing and assessing new pedagogies and curricula (engaging in the

scholarship of teaching and learning.)

It is the responsibility of faculty to present clear and public evidence of their scholarly performance

and achievement. Since academic departments at Saint Mary’s College are relatively small, review

by academic colleagues outside the College is of some importance at each rank in maintaining a

connection to the field and to academic colleagues with expertise in the specific area of inquiry.

The forms which this presentation may take include, but are not limited to:

1. Delivery of research papers or lectures;

2. Awards for scholarly achievement;

3. Creative achievement in the arts;

4. Acceptance to competitive structured programs of post-graduate study beyond that required

for the terminal degree in one's field;

5. Published research through books, articles, reviews, and reports;

6. Activities related to professional practice where the faculty member's expertise or contribution

can be evaluated. These activities represent the acquisition of significant knowledge or

originality in the application of knowledge. Thus, the College also recognizes the following

evidence:

a. Professional papers or reports, published or unpublished, which result from and/or

describe consultancies;

b. Courses or workshops, taught on a consultant basis or at Saint Mary's College, which

demonstrate the faculty member's growth as a professional or increase their learning,

expertise or skill;

c. Participation in professional meetings, panels or workshops.

7. Other evidence that the faculty member has earned a sound professional reputation among

academic colleagues outside the College.

Service to the College

A living commitment to our three-fold Mission calls for effective service to our students, our

colleagues and the College: that service is both a privilege and a responsibility. Because we value

broad representation of faculty (wherever possible) in the College’s activities, and because the

contribution of all members is required to sustain the community, we expect dedicated and

effective service from every member of our community. We are especially committed to serving

the full development of our students.

Expected service includes:

1. Conscientious and effective advising of students;

2. Participation in the work of departments, programs, and Schools,

3. Participation in the work of the College beyond one’s school, for which service on College-

wide committees is one important element.

4. Attendance at departmental and committee meetings, and as often as possible, at general

Academic Senate meetings, Commencement and other special convocations.

Service can also include (but is not limited to) the following activities:

1. Participation in co-curricular activities such as peer mentoring, student club and athletic team

advising, and the production of campus-wide events;

2. Participation in activities inside the College such as colloquia, fora, public lectures, reading and

study groups, which foster the intellectual community, institutional identity, and interschool/

interdisciplinary collaboration;

3. Helping to train and mentor new faculty;

4. Non-scholarly service to the larger intellectual, professional, and/or Lasallian community;

5. Service to the larger community in keeping with the College’s Lasallian traditions and concern

for social justice.

It is the responsibility of faculty to present clear evidence of their effective service to the

Department or Program, School, and College. Faculty service should be shared by all.

2.6.1.1 Additional Criteria

Tenure: In addition to the criteria cited above, the following are included in view of the nature of

tenure:

1. The needs of the College and the department;

2. The possession of the doctorate or other appropriate terminal degree, or its equivalent;

3. A special emphasis on the contribution and commitment to the aims and ideals of the College,

and an active interest in the quality of the curriculum and the ability to work well with

colleagues.

4. Exceptional appointments: For appointments with tenure, in additional to the tenure criteria,

the following special criteria apply:

a. evidence of very high level of teaching effectiveness and continued development of

teaching expertise; and

b. evidence of highly effective service to their college/university community in and beyond

the level of the department; and

c. evidence of superior scholarly achievement, evidenced at least in part by peer review and

public presentation among academic colleagues outside the College; and

d. an active interest in the quality of the curriculum and clear evidence of the ability to

work productively with colleagues.

Promotion: The following special criteria apply to various ranks:

1. Assistant Professor

a. possession of the doctorate or other appropriate terminal degree or its equivalent is

normally expected.

b. a promise of teaching effectiveness, scholarly achievement, and effective service (see

section 2.6.1 Statement on Criteria for Promotion and Tenure).

2. Associate Professor

a. possession of. the doctorate, other appropriate terminal degree, or its equivalent;

b. evidence of teaching effectiveness, scholarly achievement, and effective service (see

section 2.6.1 Statement on Criteria for Promotion and Tenure);

c. the decision to award tenure to an Assistant Professor also results in promotion to the

rank of Associate Professor (see criteria for Tenure, above).

3. Full Professor

a. possession of the doctorate, other appropriate terminal degree, or its equivalent;

b. high level of teaching effectiveness and continued development of teaching expertise, and

c. evidence of highly effective service to the College community in and beyond the level of

the department, and

d. significant scholarly achievement, evidenced at least in part by peer review and public

presentation among academic colleagues outside the College, and

e. a special emphasis on the contribution and commitment to the aims and ideals of the

College, an active interest in the quality of the curriculum and the ability to work

productively with colleagues.

2.6.2 PROCEDURES FOR TENURE AND PROMOTION

It is the responsibility of the faculty member to keep track of the schedule of Rank and Tenure

reviews, and to keep those involved in the Rank and Tenure process apprised of their contact

information during the deliberation of the Rank and Tenure Committee and the considerations of

the President and the Provost and Executive Vice President. The responsibilities of the department

chair/program director beyond those listed below may be found in 1.4.2.4.4 Rank and Tenure

Review.

2.6.2.1 Eligibility

Faculty who are not eligible for or who opted against the revised Rank and Tenure schedule that

went into effect on July 1, 2020 should consult the 2019-2020 Faculty Handbook for guidance on

their Rank and Tenure schedule. All details on process below apply to all.

2.6.2.1.1 Interruption of the Probationary Tenure-Track Period

Tenure-track faculty members have the option of interrupting the probationary period – “stopping

the tenure-track clock” – up to a total of two one-year periods for conditions covered by the Family

Medical Leave Act or the California Family Rights Act or the Pregnancy Disability Leave, whether

or not leave is actually taken.

Stopping the clock under this provision will not be considered a matter for special negotiation but

will be initiated via written notification by the faculty member to the Provost, with copies to the

member’s Department Chair and Dean. The option of stopping the tenure clock will be

independent of a request for Protected Leave (see 2.13.2.1 Family and Medical Leave Act of

1993/California Family Rights Act) or any other leave. The tenure clock will normally be stopped

any time during the academic calendar before the submission deadline for the Form A upon

request in writing by the faculty member, and will be restarted automatically with the next year’s

deadline for the Form A. Tenure decisions will not be affected by the interruption of the

probationary period (i.e., there will be no changed/higher expectations). Faculty may use work

performed during an interruption as part of their R&T file. The Provost will respond to the faculty

member, with copies to the faculty member’s department chair and dean, indicating how the tenure

schedule has been adjusted.

Scholarly leave of absence for one year or less will count as part of the probationary period except

in the case where a faculty member already has been granted the maximum years towards tenure

(three). In this case whether or not the scholarly leave of absence will count as part of this

probationary period is subject to prior approval by the Provost.

2.6.2.1.2 Promotion

When Assistant Professors are awarded tenure, they are automatically promoted to Associate

Professor.

Associate Professors may choose to apply for promotion to Professor when they have reached the

fifth step of the Associate rank, or anytime thereafter. If promotion is denied, the timing of any

subsequent application for promotion is at the option of the faculty member; the application must

adhere to the procedure described in section 2.6.2.2 (Faculty, Department/Program and School

Review Process).

2.6.2.1.3 Tenure

The normal length of probationary tenure-track letters of appointment is one year; all such letters

of appointment are eligible for consideration for annual renewal (See section 2.6.2.2.2 Interim and

Initial Review Conducted by the Rank and Tenure Committee). The total length of the

probationary tenure-track period at the College will not exceed seven years. Faculty appointed to

a probationary tenure-track position normally will have up to a maximum three years of prior

experience recognized toward tenure. Faculty who are granted zero or one year credit toward

tenure at the time of their hire may opt to undergo their tenure review one year early. This would

trigger a terminal year if they are denied tenure. Applicants for early tenure are not able to withdraw

their application after the submission deadline. In exceptional circumstances a candidate can be

appointed with tenure, or with four, five, or six years toward tenure.

Scholarly leave of absence for one year or less will count as part of the probationary period except

in the case where a faculty member already has been granted the maximum years towards tenure

(three). In this case whether or not the scholarly leave of absence will count as part of this

probationary period is subject to prior approval by the Provost. See Section 2.6.2.1.1(Interruption

of the Probationary Tenure-Track Period) for further information about interrupting the

probationary period.

Tenured appointments are permanent appointments that may be terminated under conditions

noted in Section 2.8.4 (Termination of an Appointment by the College), with the burden of proof

resting upon the College.

2.6.2.2 Faculty, Department/Program and School Review Procedures

1. The review process provides the candidate, the department/program, the School, the Rank

and Tenure Committee, and the Provost with the opportunity for adequate consideration over

a reasonable period of time.

2. Initial, Interim, Tenure and Promotion to Professor reviews occur according to the length of

the candidate's in-residence probationary period. Those granted three years credit towards

tenure will be considered for tenure in their 3rd year at Saint Mary’s College. Those granted

two years credit toward tenure will be considered for tenure in their 4th year at the college.

Those granted one year credit toward tenure will be considered for tenure in their 5th year at

the college, with the candidate having the option of being considered instead in their 4

year.

Those granted zero years credit toward tenure will be considered for tenure in their 6th year

at the college, with the candidate having the option of being considered instead in their 5

year. The decision to opt for the 5

year tenure review is binding once the Form A has been

submitted. For those denied tenure, the following year is the terminal year.

This is summarized in the chart below. In all cases, it is the faculty member's responsibility to

be knowledgeable about their schedule for review.

Steps on the

Tenure Ladder

No years

granted toward

tenure

One year

granted toward

tenure

Two years

granted toward

tenure

Three years

granted toward

tenure

No Review

year at SMC)

Initial Review

No Review

year at SMC)

Initial Review

No Review

year at SMC)

Interim Review

Initial Review

year at SMC)

Option for

Tenure Review

Option for

Tenure Review

Interim Review

Tenure Review

(Terminal year,

if necessary, for

yr tenure review)

Tenure Review

(Terminal year,

if necessary, for

yr tenure review)

Tenure Review

Terminal Year

(if necessary, for

yr tenure review

Terminal Year

(if necessary, for

yr tenure review)

Terminal Year

(if necessary)

Terminal Year

(if necessary)

3. Probationary tenure-track candidates. Initial and Interim reviews by the Rank and Tenure

Committee shall occur for all probationary tenure-track professors.

4. Pre-Professor Review. A faculty member who is tenured but has yet to be considered for Professor

may choose to have a pre-professor review as a way of evaluating their readiness for

promotion. It is the responsibility of the faculty member to complete this review at least one

year before seeking promotion to Professor. A faculty member seeking promotion to

Professor at the same time as tenure must in the Form A process address the additional criteria

for promotion to Professor that go beyond those required for tenure alone.

5. Those faculty members to be considered for Initial and Interim reviews shall submit their

Form A to the chair of the Departmental Form B Review Committee and to Academic Affairs

on or before August 15th. Those persons to be considered for Tenure, Pre-Professor review

or for Promotion to Professor shall submit these materials on or before October 15.

Candidates will also submit their Form A to the department chairs/program directors in those

areas in which the candidate teaches more than one course per year. Form A asks the candidate

to address the appropriate criteria listed in the Faculty Handbook, and to provide supporting

evidence. The candidate shall confirm with all chairs and program directors of areas,

departments, and programs in which the candidate has taught of those chairs’ and directors’

responsibilities in the candidate’s review process (see section 1.4.2.4.4).

6. Eligibility for Departmental Form B Review Committee. All tenure-track and tenured faculty in the

candidate’s department or program are automatically full participants in the

departmental/program review process, with the exceptions noted below. Faculty who have

not yet completed one full year on the R&T roster shall participate in the review in all ways

except that they are not eligible to vote. Faculty on sabbatical or scholarly leave shall participate

and vote in all department/program R&T Reviews involving tenure and promotion, but with

a limit on the amount of work expected of them: they are expected to review the candidate's

application materials, participate in at least one in-person or online department meeting to

deliberate on the candidate's case, and to vote on the recommendation. While on leave they

are not to engage in any additional tasks that the chair of the Departmental Form B Review

Committee might assign members not on leave, such as conducting classroom observations.

Nor may they participate in any way in Initial and Interim reviews, even if they wish to do so.

In particular they may not participate in the deliberations or vote on those cases.

Tenured and tenure track faculty on any non-academic leave recognized by the Faculty

Handbook shall not participate in the Form A review process, even if they wish to do so. In

particular, they may not participate in the deliberations or vote. Emeriti faculty may not

participate in the deliberations or vote.

If for any reason a faculty member should believe they must be recused from participation in

such a review, they must discuss this situation with their Dean, who will make the final decision

before the committee is constituted.

7. Constitution of Departmental Form B Review Committee. The minimum number of tenured members

required to constitute a department/program-level Departmental Form B Review Committee

is three, which includes the Committee chair. In departments/programs in which there are not

at least three members available for a candidate’s Form B Review Committee, the Dean of the

School will consult with at least the tenured members of the department/program and the

candidate before appointing a tenured member(s) of the School to meet the threshold of three

faculty. If possible and still necessary, the same person(s) should continue to serve as members

of the candidate’s subsequent Form B Review Committees.

8. Selection of Chair of Departmental Form B Review Committee. The chair/director of the candidate’s

home department/program is the chair of the Departmental Form B Review Committee by

default. If this chair/director is not tenured, is the person undergoing review, needs to recuse

themselves from the case, or is otherwise unable to serve as the chair of the Form B Review

Committee, the Dean consults with at least the tenured members of the department/program

and the candidate before appointing a tenured faculty member from the same

department/program or, if needed, from another department or program in the School, to

chair the Departmental Form B Review Committee. This appointment should be made by

August 1, and the faculty member assuming these duties will receive appropriate compensation

or reassigned time.

9. Responsibilities of Chair of Departmental Form B Review Committee. The Departmental Form B

Review Committee Chair is responsible for facilitating and organizing the reviews process,

coordinating the writing of the Form B (see FHB 2.6.2.2 12), and submitting it by the required

date, for candidates whose primary teaching responsibilities lie in that department or program.

The Chair will share the candidate’s Form A and current CV with the Departmental Form B

Review Committee; they must have the candidate’s permission before sharing any other

materials in the candidates Rank and Tenure folder, including the confidential Student

Feedback Surveys, previous Dean’s and R&T Committee letters, and non-institutional letters

of evaluation.

10. If the candidate has taught more than one course during each of the last three years in another

department or program, the chair of the Departmental Form B Review Committee will solicit

letters from the corresponding chair or program director (see sections 1.4.2.2.1 Dean of the

School and 2.6.1.1 Additional Criteria), for consideration by the R&T Review Committee.

These letters are due to the chair by September 1st, for Initial and Interim reviews, and

October 1st for Tenure, Pre-Professor and Promotion reviews.

11. Conduct of Departmental Form B Committee. All members of the Departmental Form B Review

Committee should be familiar with Faculty Handbook Section 2.6 (Promotion and Tenure)

and should review all materials the candidate submitted to the chair of the Form B Review

Committee in advance of deliberations. The Form B Review Committee meets at least once

in person or via an internet meeting to discuss the evidence in the candidate’s application. The

deliberations of the Form B Review Committee are confidential. The content of Form B is

confidential, except the Form B Review Committee, the candidate, the Dean of the School,

the Rank and Tenure Committee, the Provost and the President. After deliberation, all voting

members of the Form B Review Committee participate in a vote by secret ballot on the

question of reappointment, tenure, and/or promotion. Abstentions in this vote are not

permitted.

12. The Form B letter. The Form B asks the candidate’s department or program to address the

candidate’s credentials in light of the appropriate Handbook criteria, and to provide a

thoughtful and thorough assessment of the candidate’s teaching, scholarly plans and

achievements, and service to the College.

In particular, the Form B letter should summarize the evidence of teaching effectiveness,

including student feedback; classroom observation reports, candidate’s self-reflection, and any

letters from other chairs or directors in whose department/program the candidate has taught

more than one course during each of the last three years. The Form B must also situate the

candidate's individual scholarship in relation to disciplinary standards; and review, verify and

offer critical contextualization and analysis of the merits of the candidate’s scholarly record.

Additionally, for Tenure, Pre-Professor and Professor reviews the Form B must address the

needs of the College and the department/program, and the candidate’s ability to work

productively with colleagues. The Form B shall reflect the views and recommendations of the

whole committee, including any minority views, and communicate the outcome of the secret

ballot, i.e., the vote on the department’s or program’s recommendation regarding the

candidate’s retention, promotion or tenure, as appropriate to the review.

The department’s Form B Framing Statement explains the disciplinary and/or departmental

contexts in which candidates’ teaching, scholarship, and service should be understood by those

outside the department and discipline. This is not meant in any way to establish a new set of

criteria at the department level; the only standards for tenure and promotion are those in the

Faculty Handbook. It is to be attached to the Form B as an appendix.

13. The chair of the Departmental Form B Review Committee shall share and discuss the draft

Form B with the candidate, allowing at least 48 hours for factual corrections prior to

submitting the letter to the appropriate Dean and to Academic Affairs. The Form B is to be

submitted by September 15

for Initial and Interim reviews, and by December 1st for Tenure,

Pre-Professor, and Promotion to Professor reviews. If necessary, the Departmental Form B

Review Committee chair also shares Form B with the candidate’s department chair or program

director.

14. The candidate may submit to the Academic Affairs a formal response to Form B by September

, for Initial and Interim reviews and by December 15

for Tenure, Pre-Professor, and

Promotion to Professor reviews.

15. Individual members of the greater academic community—SMC administrators, faculty, or

staff, or colleagues from external institutions—may also submit letters addressing the

qualifications of the candidate to Academic Affairs to be placed in the candidate’s electronic

Rank and Tenure folder. Individual letters received from members of the wider institutional

community (e.g. current faculty or staff, emeriti faculty, current students, etc.) will be accessible

to candidates undergoing review, along with the Form B, the Dean letter, and the

recommendation from the Student Rank and Tenure Committee. Individual letters received

from non-institutional sources (e.g. colleagues at other academic institutions) will not be

accessible to candidates undergoing review. These letters are due on the same dates as the

Form B.

16. Responsibilities of the Dean: The Dean of a School is responsible for ensuring that review

procedures are correctly applied at the departmental/program level for all faculty whose

primary responsibilities lie in a department of that School (see section 1.4.2.2.1 Dean of the

School). Unless requested by the Rank and Tenure Committee, a Dean of a School is not

required to evaluate faculty whose primary responsibilities lie in a department outside the

School, but who teach in the School.

The Dean shall review the current Form A, CV, and Departmental Form B, and previous

letters from the Rank Tenure Committee (if any), and shall reference supporting materials as

needed. If the Dean requires additional information or clarification of the recommendation

made by the Departmental Form B Review Committee, the Dean shall communicate the

request to the Review Committee Chair immediately, so that all subsequent deadlines may be

met. The Dean’s letter will be shared with the candidate no later than the time of its submission

to Academic Affairs: on or before October 1 (Initial Review), October 20 (Interim), and

January 15

(Tenure, Pre-Professor, Promotion to Professor).

The calendar dates listed below indicate deadlines for submission of important materials. These

dates have been established to provide useful and formative advice for candidates undergoing

review, and an orderly, efficient, and timely deliberation process for the Departmental Form B

Review Committee, Rank and Tenure Committee, Dean, Provost and President.

Faculty should treat these dates as firm, non-negotiable deadlines. If a candidate under review

anticipates a delay in the submission of evaluation materials, then the chair of the Rank and Tenure

Committee should be notified in writing prior to the calendar deadline. Candidates who submit

materials late may, as a consequence, receive delayed notification from the Rank and Tenure

Committee.

The Rank and Tenure Committee, Provost, and President will endeavor to complete their work

consistent with the schedule outlined in the calendar. These dates should not be interpreted as

guaranteed by the candidates. Therefore, a missed deadline by the Rank and Tenure Committee,

Provost, or President is not an event subject to Grievance (see section 2.16 Grievance). The

President will notify candidates in writing of any significant delay in the decision process.

On or before:

June 15

● Academic Affairs distributes Draft Rank and Tenure Roster.

● Rank and Tenure Committee Chair reminds faculty, department

chairs/program directors and Deans of the impending reviews and pertinent

review dates.

● Candidates opting for early tenure notify Academic Affairs their intention

of submitting their Form A in the fall.

July 15

● Academic Affairs distributes Final Rank and Tenure Roster.

July 30

● School Dean constitutes Departmental Form B Review Committee for all

candidates undergoing an R&T review (Initial, Interim, Tenure, Pre-

professor, Professor), in consultation with the Department Chair.

August 15

● Rank and Tenure Committee Chair reminds all faculty that letters of

evaluation for candidates for Tenure and Promotion to Professor are due

no later than December 15.

● Rank and Tenure Committee Chair provides the consideration list to the

Student Rank and Tenure Evaluation Committee, which initiates the Student

Rank and Tenure process

● Candidates undergoing Initial and Interim Reviews submit Form A, cv and

appendices.

September 1

● Chairs/Program Directors submit letters for candidate undergoing Initial

and Interim Review who have taught at least 1 course in each of the past

three years in their department/program to the Departmental Form B

Review Committee Chair.

September 15

● Departmental Form B Review Committee Chair submits Form B for

candidates undergoing Initial and Interim Reviews.

● Candidates may submit a response to Form B by September 29.

October 1-20

● Chairs/Program Directors submit letters for candidate undergoing Tenure

and Promotion who have taught at least 1 course in each of the past three

years in their department/program to the Departmental Form B Review

Committee

● Deans submit letters of evaluation candidates undergoing Initial and Interim

reviews: October 1 (Initial Review), October 20 (Interim).

● Faculty submit letters of support: October 1 (Initial) and October 20

(Interim)

● Rank and Tenure Committee Chair circulates to the faculty a list of

complete/incomplete initial and interim review folders.

October 15

● Candidates undergoing Tenure, Pre-Professor or Promotion review submit

Form A

● The decision to apply for early tenure is binding once the Form A and other

materials are submitted.

December 1

● Departmental Form B Review Committee Chair submits Form B for

candidates undergoing Tenure, Pre-Professor or Promotion to Professor.

● Candidates may submit a response to Form B by December 15

● Faculty may submit letters of evaluation of candidates for Tenure, Pre-

Professor or Promotion to Professor review.

December 15

● Rank and Tenure Committee Chair sends letters to all faculty who were

undergoing Initial or Interim Review, with copies to the candidate’s dean

and Chair/Program Director, Dean and Provost.

January 15

● Deans submit letters of evaluation of candidates for Tenure, or Pre-

Professor and Professor review, on the deadlines provided by the Rank and

Tenure Committee Chair.

● Provost sends letters to all faculty who were undergoing Initial and Interim

review regarding renewal/non-renewal of contracts, with copies to the

candidate’s Chair/Program Director and Dean.

● Student Rank and Tenure Evaluation Committee submits letters of

evaluation of candidates for Tenure and Promotion to Professor.

● Rank and Tenure Committee Chair circulates to the faculty a list of

complete/incomplete Tenure, Pre-Professor or Promotion to Professor

review folders.

March 15

● Rank and Tenure Committee Chair sends letters to candidates for Tenure,

with copies to the candidate’s Chair/Program Director, Dean, Provost and

President.

● Provost informs in writing the candidates for whom they are is considering

a negative recommendation of that fact.

April 1

● Provost sends letters of recommendation of candidates for Tenure to the

President.

May 1

● President sends letters to candidates for Tenure, with copies to the

candidate’s Chair/Program Director, Dean, and Provost.

● Rank and Tenure Committee Chair sends letters to candidates for Pre-

Professor and Promotion review, with copies to the candidate’s

Chair/Program Director, Dean, and Provost.

May 15

● Provost sends letters of recommendation of candidates for Promotion to

Professor to the President, with copies to the candidate’s Chair/Program

Director and Dean.

June 1

● President sends letters to candidates for Promotion to Professor, with copies

to the candidate’s Chair/Program Director, Dean, and Provost.

2.6.2.3 Rank and Tenure Committee Procedures

1. Although neither the Board of Trustees nor the College administration has formally agreed to

the 1940 Statement and subsequent interpretive documents and is not legally bound to adhere

thereto, nonetheless, in the matter of faculty tenure, promotion, non-reappointment and

termination, the Rank and Tenure Committee, the College administration and the Board of

Trustees respect and in general follow, as far as local conditions pertain, the 1940 Statement

of Principles and subsequent interpretive comments (1940, 1970 and 1977) of the American

Association of University Professors. However, in cases where differences occur between the

Saint Mary's College Faculty Handbook and procedures and policies of the AAUP, the Saint

Mary's College Faculty Handbook takes precedence.

2. Confidentiality

a. The deliberations and voting of the Rank and Tenure Committee are confidential to

everyone except members of the Committee, the Provost, and the President. The

recommendations of the Rank and Tenure Committee will be conveyed to candidates,

their chairs, and their deans by the President or the chair of the Rank and Tenure

Committee. Any other discussion of any of these matters by any member of the committee

is a breach of confidentiality. It is the primary responsibility of all members of the

Committee to ensure that confidentiality be maintained. Faculty members should not

inquire about such confidential matters from members of the Rank and Tenure

Committee.

b. While the Committee may agree to solicit additional information concerning candidates

through the chair of the Rank and Tenure Committee, individual Rank and Tenure

Committee members must not solicit such information. Members of the committee may,

however, carry out their parallel responsibilities of contribution to the departmental

review of a candidate. In doing so, they must rigorously avoid using their position as

members of the Rank and Tenure Committee to sway judgments of others participating

in this review.

c. The Dean, chair or program director, and the Rank and Tenure Committee shall not

include or reference confidential materials from off-campus sources in the candidate’s

folder in a manner which could reveal their existence or their source.

d. If a question arises concerning a breach of confidentiality or misuse of the information

gathering process by a member of the Rank and Tenure Committee, the other members

of the Committee should consider the matter together and take whatever action the

Committee deems appropriate.

e. Other than current members of the Rank and Tenure Committee, those who have

access to confidential information in Rank and Tenure folders are the President, the

Provost, the Dean of the School for school faculty, department chairs (or program

directors) for department faculty (or program faculty), and the candidate undergoing

the Rank and Tenure review. Starting with the 2016-2017 academic year, the only items

in the confidential Rank and Tenure folder that shall remain inaccessible to candidates

undergoing Rank and Tenure review will be (1) individual letters from off-campus

sources, (2) individual letters received during, or prior to, the 2015-2016 academic year,

and (3) recommendations received from the Student Rank and Tenure Committee

during, or prior to, the 2015-2016 academic year.

3. Voting

a. The Rank and Tenure Committee may conduct business with a quorum of seven

members, but it endeavors to conduct business only when all nine regular members are

present. Any member who has a defined role (e.g., department chair or program director)

in the recommendation for a candidate shall recuse him/herself from the discussion and

vote for that case. Any member who believes that he/she would not be able to cast an

impartial vote, shall recuse himself/herself from the discussion and vote for that case.

b. In making recommendations concerning cases involving initial, interim, promotion,

and/or tenure reviews, the Committee will vote by secret ballot. Tally of votes is recorded

only in the minutes.

c. A majority of the votes, either positive or negative, are required to make a

recommendation for the Rank and Tenure Committee. Only positive or negative votes

shall be cast. In case of a tie vote, further discussion and a new vote will occur at the next

meeting in which at least seven members are present unless the Committee decides

otherwise by unanimous consent.

4. The Rank and Tenure Committee endeavors to complete its recommendations by the last day

of classes in May.

2.6.2.4 Student Rank and Tenure Committee Procedures

1. By July 15 of each year, the Provost shall present to the Student Rank and Tenure Committee

chair the names of undergraduate faculty members of the Schools of Liberal Arts, Science,

and Economics and Business Administration, who will be considered for promotion and

tenure review during that year.

2. The Student Rank and Tenure Committee chair meets with the Rank and Tenure Committee

at the latter's organizational meeting in the fall term to present a description of the student

committee's techniques for evaluating and recommending candidates for tenure and

promotion.

3. Members of the Student Rank and Tenure Committee will be given access through the Office

of Academic Affairs to the previous spring and fall student feedback surveys of all candidates

for promotion and tenure.

4. The Student Rank and Tenure Committee presents formal written recommendations on

promotion and tenure to the Rank and Tenure Committee no later than January 15.

2.6.2.5 Recommendation and Decision Procedures

Initial and Interim Review

1. All initial and interim review decisions of the Rank and Tenure Committee, whether positive

or negative, are recommendations to the Provost and go first to the Provost for consideration

before a final decision regarding reappointment is made. (See section 2.8.3.1 Notice of Non-

reappointment of Probationary Tenure-Track Faculty for additional information regarding

negative decisions.)

a. When the Provost has reached a decision, the candidate receives both the letter of the

Rank and Tenure Committee, signed by its chair, and a letter signed by the Provost

announcing that decision, with a copy to the faculty member’s Dean and department chair

or program director.

b. All reviews of the same category should go out to individual faculty members at the same

time.

Tenure

1. All decisions on tenure by the Rank and Tenure Committee, whether positive or negative, are

recommendations to the President, who grants or denies tenure.

a. When a positive decision has been made by the Rank and Tenure Committee, the Chair

sends a letter to the candidate, with a copy to the candidate’s dean and department chair

or program director and the President, and a copy to the Provost for consideration.

b. When the Provost’s decision is also positive, the letter from the Rank and Tenure

Committee chair and a letter stating the Provost’s agreement are forwarded together to

the President.

c. When the Provost is considering rendering a negative decision, the Provost shall inform

the candidate in writing. If the candidate so desires, the Provost shall discuss the basis for

the negative decision with the candidate.

i. The candidate shall have fifteen (15) working days from the date of posting of certified

mail from the Provost to submit to the Provost their written response to the negative

decision, including any additional materials for consideration.

ii. After receiving the candidate’s reply, or after the allotted time for the candidate’s reply

has passed, whichever comes first, the Provost will then make a formal decision and

write a letter to the President.

iii. The Provost will send that letter together with the letter from the Rank and Tenure

Committee and any timely response from the candidate (including additional materials

for consideration) directly to the President at the same time.

d. When a negative tenure decision has been made by the Rank and Tenure Committee, the

Chair of the Committee shall inform the candidate in writing of its recommendation

against tenure, copying that letter to the President, the candidate’s dean and department

chair or program director, and send that letter to the Provost for consideration.

i. The candidate shall have fifteen (15) working days from the date of posting of certified

mail from the chair of the Rank and Tenure Committee to submit to the Provost their

written response to the decision, including additional materials for consideration.

ii. After the allotted period of time for the candidate’s reply has passed, or a reply has

been received, whichever occurs first, the Provost will make their decision.

iii. The Provost will convey the decision in a letter to the President, which will be

forwarded at the same time as any timely response (including additional materials)

from the candidate, and the letter from the Rank and Tenure Committee, signed by

the chair.

2. Upon receipt of the recommendations and the candidate's written response (if timely made)

the President of the College shall review the recommendations and the candidate's written

response and make the final decision as to the granting or denial of tenure.

3. If the President disagrees with the recommendations of the Rank and Tenure Committee

and/or the Provost to grant tenure in a tenure consideration, the President will meet with the

Rank and Tenure Committee or, if the President’s disagreement is with the Provost alone,

with the Provost, to discuss the case. If, after such meeting and discussion, the President still

disagrees with the recommendation(s) in a case where the President intends to deny tenure,

the President shall inform the faculty member in writing of the President's decision to deny

tenure and will inform the candidate of the recommendations of both the Rank and Tenure

Committee and the Provost. If the faculty member so requests, the President will give (the)

reasons for denial of tenure orally, in person or by telephone, to the faculty member. If the

faculty member so requests, the President will give the faculty member a written statement of

the reasons for denial of tenure.

4. The President will inform all candidates in writing of the decision to grant or deny tenure. To

the extent possible, notification to the candidates of tenure decisions will be made at

approximately the same time. In all cases where the President's decision is to deny tenure, the

President shall inform the candidate in writing of the President's decision and the

recommendation (to recommend or deny) of the Rank and Tenure Committee, and the

recommendation (to recommend or deny) of the Provost.

5. Following notification to the candidate of the President's decision, the candidate may appeal

the President's decision to deny tenure according to the Appeal Procedures.

Promotion

All decisions on promotion by the Rank and Tenure Committee, whether positive or negative, are

advisory to the President, but are sent first to the Provost for consideration. When the

deliberations of the Rank and Tenure Committee are completed, the Rank and Tenure Chair sends

a letter announcing its recommendation to the candidate and a copy of that letter to the Provost.

The Provost arrives at a separate decision, based on a review of the evidence gathered in the formal

Rank and Tenure process and any new materials submitted by the candidate after the Rank and

Tenure Committee decision. The Provost will indicate in writing to the President whether they

concur with the recommendation of the Rank and Tenure Committee and forward to the President

both that written concurrence and the letter from the Rank and Tenure Committee. If the Provost

does not concur with the recommendation of the Rank and Tenure Committee, they will write a

separate letter and forward this to the President along with the letter from the Rank and Tenure

Committee. The President shall make their decision based on the stated Faculty Handbook criteria

for promotion and tenure, after reviewing the evidence gathered in the formal Rank and Tenure

process and any additional materials submitted by the candidate to the Provost pursuant to

notification of a negative Rank and Tenure Committee or Provost’s decision.

2.6.3 ADVANCEMENT, TENURE AND PROMOTION OF ACADEMIC ADMINISTRATORS

1. Academic administrators with faculty rank are those who meet the following criteria:

a. Regular faculty status, granted according to the same standards that apply to other

members of the faculty.

b. Administrative duties of a genuinely academic character, that is, directly concerned with

the academic program or with the academic preparation of students (e.g., Provost, Vice

Provost for Undergraduate Academics, Vice Provost for Graduate and Professional

Studies, Dean of a School).

2. In disputed cases, the Rank and Tenure Committee should determine whether an individual

administrator meets both of these criteria.

3. Academic administrators with faculty rank are considered in the same category as full-time

faculty members for purposes of tenure and promotion, even though their teaching duties may

be part-time or may be interrupted entirely by administrative duties. Like other faculty

members, they progress one step within rank each year.

4. With regard to promotion and tenure, the same procedures should be followed as far as

possible for academic administrators as for other members of the faculty.

5. The academic administrator will be reviewed by the Rank and Tenure Committee. The

committee shall use its discretion in finding means to conduct the fullest possible evaluation,

including personal interview with the candidate. In the case of a review of the Provost, the

recommendation should be made by the Chair of the Rank and Tenure Committee to the

President of the College.

6. Promotion and the granting of tenure to academic administrators should be governed by the

same criteria that are applied to other faculty members (with the exception that the academic

administrator is regarded as full-time regardless of the extent of their teaching duties).

7. The Rank and Tenure Committee makes no recommendation directly on the appointment and

retention of academic administrators who are appointed in their administrative capacity by the

President of the College. It does make recommendations on their rank and promotion and

tenure.

2.7 TENURE

(see section 2.6 Promotion and Tenure)

2.8 SEPARATION

2.8.1 RESIGNATION

A faculty member may resign their appointment, usually effective at the end of the academic year.

The member should give notice in writing of their intention to resign as soon as possible, but not

later than June 1.

2.8.2 RETIREMENT OF TENURED FACULTY MEMBERS

1. A tenured faculty member intending to retire is urged to inform in writing the department

chair and/or program director, and the Dean of the School of their decision to retire at least

one year prior to the expected retirement date, so that the department/program can make

appropriate plans.

2. A tenured faculty member intending to retire must submit a letter to their department

chair/program director, and Dean indicating this decision and the effective date of retirement

so that the department/program can make appropriate plans.

3. A tenured faculty member considering retirement, or wishing to retire, should consult the

Human Resources office regarding social security, as well as TIAA illustrations of projected

income and other benefits under the College's retirement plans at least six months in advance

of expected retirement date (see section 2.14.7 Retirement).

4. Following retirement, a tenured faculty member may be eligible for consideration for

appointment to teach a class at the discretion of the appropriate Department Chair or Program

Director. (See also 2.2.3.2 Retired Faculty Teaching Status)

2.8.3 NON-REAPPOINTMENT OF TENURE-TRACK FACULTY

2.8.3.1 Notice of Non-reappointment of Probationary Tenure-track Faculty

1. As part of the review process, the Rank and Tenure Committee may recommend non-

reappointment to the Provost, in which case the Rank and Tenure Committee will notify the

candidate's Dean and department chair/program director of the Rank and Tenure Committee

recommendation.

2. The decision not to renew the term appointment of a tenure-track faculty member, before

their tenure consideration year, is made by the Provost in consultation with the Dean of the

candidate's School and with their department chair/program

3. A faculty member who is not reappointed may appeal the decision by the Provost to the

Grievance Committee (see section 2.16 Grievance).

2.8.3.2 Standards of Notice for Probationary Tenure-track Appointments

1. Full-time, tenure-track faculty members in their first academic year of service must be notified

in writing by the Provost of non-reappointment or intention to recommend non-

reappointment at least three months in advance of its termination.

2. Full-time, tenure-track faculty members in their second year of service must be notified in

writing by the Provost of non-reappointment or of the intention to recommend non-

reappointment at least six months in advance of its termination.

3. Full-time, tenure-track faculty members in their third year or later of academic service must

be notified in writing by the Provost of non-reappointment or of intention to recommend

non-reappointment at least 12 months in advance of the expiration of their appointments.

2.8.4 TERMINATION OF AN APPOINTMENT BY THE COLLEGE

Termination of an adjunct appointment before the end of the contract will be done in accordance

with Article #18 subsection I.B of the Collective Bargaining Agreement. The remainder of section

2.8.4 applies only to tenure-track faculty.

Termination of a tenure-track appointment with continuous tenure or of a probationary or

temporary appointment before the end of a specified term, will be by the President (unless

otherwise noted below) for adequate cause, as follows:

2.8.4.1 General Financial Exigency

General Financial Exigency is a severe financial crisis that fundamentally compromises the

academic integrity of the College as a whole and is of such extreme nature that it cannot be

alleviated by means less drastic than the termination of appointments of those with continuous

tenure. It is incumbent upon the President, Provost and Chief Financial Officer, as the

administrators invested with fiduciary responsibility at the College, to make every effort to inform

and involve the Faculty in making adjustments to the operations of the College to avoid such a

crisis.

As far in advance as possible of a declaration of a state of general financial exigency, the President,

the Provost and Executive Vice President, and the Vice President for Finance and Administration

will explain the financial state of the College, and will involve the Academic Senate and the Faculty

Welfare Committee in a discussion regarding what steps can be taken to avoid the declaration of

general financial exigency by the Board of Trustees. Should a declaration be made, it must be made

formally and publicly, and immediately announced to entire College community.

Upon designation of a general financial exigency by the Board of Trustees an Ad Hoc Committee

on Termination shall be elected by the Academic Senate from the Faculty at large, as specified in

section 2.8.4.1.1. The Ad Hoc Committee on Termination shall consist of five tenure-track faculty

members, one from each School, and the chair of the Academic Senate, who shall serve as a non-

voting chair of the committee but may vote to break a tie. The Ad Hoc Committee on Termination

shall establish criteria for termination and shall identify those to be terminated.

Any faculty member identified as one to be terminated has the right to a review hearing with a

Review Committee comprised of the Provost, the Chair of the Faculty Welfare Committee and

the Vice President for Finance and Administration. Every effort will be made to place the faculty

member in another position in the College for which the person is qualified. In cases of termination

the Provost, Vice President for Finance and Administration, chair of the Faculty Welfare

Committee and chair of the Academic Senate will constitute a committee to review the budget

situation and to make a recommendation to the President as to whether an appropriate severance

package would be awarded. If, during a three-year period the position is reopened, the terminated

faculty member will have the option of assuming their former position.

If, in any case under this Provision 2.8.4.1 the Chair of the Academic Senate, and/or the Chair of

the Faculty Welfare Committee, has been identified for termination, then a substitute delegate(s)

will be selected by the Academic Senate.

2.8.4.1.1 Election Procedure for Ad Hoc Committee on Termination

Within twenty-four hours of the designation of general financial exigency the Academic Senate

will begin the process to fill the membership of the Ad Hoc Committee on Termination.

Nominations for School representatives, who must be tenured, will be solicited from the faculty

of each school for a ballot that will be distributed after not more than twenty-four additional hours

have passed. From this ballot a slate of two finalists will be identified and the election of the School

representative will be conducted within not more than twenty-four additional hours. Only tenured

and tenure-track faculty members, currently not serving in an administrative position, are eligible

to vote.

2.8.4.2 Discontinuance of an Academic Program or Department not Mandated by General Financial

Exigency

The decision to discontinue an academic program or a department where there are tenured or

tenure-track faculty not covered by a state of financial exigency shall be based on educational

considerations. The Undergraduate Educational Policies Committee (or the Graduate and

Professional Studies Educational Policies Committee if the program falls under their jurisdiction)

shall examine the evidence presented by the Dean of the School in which the program or

department resides and shall recommend action to be taken by the Academic Senate. The program

or department may not be discontinued until such a recommendation is approved by the Academic

Senate and the Provost according to established procedures (see section 2.8.4.2.2 Process for

Discontinuance of an Academic Department or Program). If a tenured faculty member is displaced

by the discontinuance of a program or department, the College has the obligation to appoint the

individual to another position for which the member is qualified and which is not occupied by

another tenured faculty member. Similarly, if a tenure-track, non-tenured faculty member is

displaced by the discontinuance of a program or department, the College has the obligation to

appoint the individual to another position for which the faculty member is qualified and which is

not occupied by a tenure-track or tenured faculty member. If, during a three-year period, the

department or program is reopened, the terminated faculty members, in order of their College

employment seniority, will have the option of assuming their former positions during the first year

the program or department reopens. A faculty member may request a formal review hearing by an

ad hoc faculty committee appointed by the Academic Senate regarding their reassignment. In such

circumstances the Provost, Vice President for Finance and Administration, chair of the Faculty

Welfare Committee and chair of the Academic Senate will constitute a committee to review the

budget situation and to make a recommendation to the President as to whether an appropriate

severance package would be awarded.

2.8.4.2.1 Process for Suspension of Program Enrollment

The Dean of a School may halt new enrollment of students in a program for at most two

consecutive enrollment periods (a quarter, a trimester, a traditional undergraduate semester, etc.,

whichever applies to that program). Before this action may occur

a. The Dean must receive approval of the Provost,

b. The Dean must notify the Chair of the Graduate and Professional Studies Educational Policies

Committee or Undergraduate Educational Policies Committee and the full-time faculty of the

program in writing of the plan for suspension of admissions and its effect on classes, and set

a deadline for their resumption,

c. A review must be completed by the Graduate and Professional Educational Studies Policies

Committee or the Undergraduate Educational Policies Committee.

If the Dean believes that the termination of the program is the likely outcome of the suspension

of enrollment, appropriate steps must be taken to initiate the termination process so that the

process given in section 2.8.4.2.2 (ending in an Academic Senate action) can be reached before the

suspension period ends. Under no circumstances may classes or enrollment be suspended beyond

two consecutive academic enrollment periods without a determination by the Graduate and

Professional Studies Educational Policies Committee or Undergraduate Educational Policies

Committee of the status of the program. The Chair of the Undergraduate Educational Policies

Committee or Graduate and Professional Educational Studies Policies Committee may require a

full report by the Dean of the affected program prior to the end of the suspension period if the

Chair believes that such a report would help resolve the situation.

2.8.4.2.2 Process for Discontinuance of an Academic Department or Program

1. Proposals should be written by the appropriate academic dean with reference to the Guidelines

for Department and Program Reviews (see 1.7.4.7.1 Program Review Committee) to ensure that all

100

aspects of the department or program are duly considered. In addition, the proposal should

address the following questions:

a. Why should the department or program be terminated based on the following criteria:

quality of the program, demand, efficiency, and centrality to the mission of the College

b. What are the probable effects of termination of the program? For example, who will be

affected by the decision? How? What are the potential effects on faculty (tenured, tenure

track, and non-tenured), staff, students, majors, other undergraduate and/or graduate

programs of the College? What effect will this action have on other departments? What

effect will this action have on the College’s character and mission (Liberal Arts, Catholic,

Lasallian)?

c. What steps should the College take to minimize any negative effects of the

discontinuation?

2. Proposals for discontinuing a department or program are to be submitted in writing to the

Undergraduate Educational Policies Committee or Graduate and Professional Studies

Educational Policies Committee during the academic year but no later than March 1st. Once

a proposal is received, the Committee will meet with (1) the Provost, (2) the appropriate Dean

or the department or program, (3) the department chair or program director, (4) the

department/program faculty, and (5) a Program Review Committee representative. The

committee chair will then bring forward to the Academic Senate a recommendation for or

against discontinuance.

3. The Academic Senate will consider and act on the recommendation of the Undergraduate

Educational Policies Committee or Graduate and Professional Studies Educational Policies

Committee.

2.8.4.3 Failure to Observe Conditions for Leave of Absence or Sabbatical

If a faculty member fails to observe the conditions mutually agreed upon in writing for a leave of

absence or a sabbatical, the faculty member may be subject to a hearing of a Grievance Committee

called at the request of their department chair, appropriate Academic Dean, or the Provost to

recommend whether there is cause for termination. The party bringing the complaint shall present

a written case for termination to the Grievance Committee and the faculty member. The

Committee will set a time for meeting and will give the faculty member an opportunity to present

their own case. When the Committee has reached a recommendation, it will notify all parties. The

Provost will render the decision whether to terminate the employment of the faculty member. If

the Provost’s decision is different from the recommendation of the Grievance Committee, the

Provost will set out their reasons. The decision of the Provost may be appealed by the faculty

member concerned directly to the President. In all instances, the President's decision shall be final.

2.8.4.4 Unfitness

Unfitness to perform in a professional capacity will constitute cause for termination. Unfitness

includes, but is not limited to, incompetence, dereliction of duty, transgression of academic

freedom (section 2.9.1 Academic Freedom and Responsibility), violation of law directly interfering

with the performance of one’s faculty responsibilities (e.g., failure to comply with the College’s

non-discrimination policies), and immoral conduct in the performance of their duty. The faculty

member's department chair, appropriate Dean, or the Provost will present a case for termination

to the Grievance Committee. The Committee will set a time for meeting and will give the faculty

member an opportunity to present their own case. When the Committee has reached a

recommendation, it will notify all parties. The Provost will render their decision whether or not to

terminate the employment of the faculty member. If the Provost’s decision is different from the

recommendation of the Grievance Committee, the Provost will set out their reasons. The decision

101

of the Provost may be appealed by the faculty member concerned directly to the President. In all

instances, the President's decision shall be final.

If in the judgment of the Administration, there is a likelihood of immediate harm to student(s),

other faculty, or the faculty member themself, the faculty member may be suspended with pay

pending the resolution of the hearing, decision, and appeal process.

2.9 FACULTY RIGHTS AND RESPONSIBILITIES

2.9.1 ACADEMIC FREEDOM AND RESPONSIBILITY

Saint Mary’s College’s ability to perform its Mission depends on the vigorous and unimpeded

exercise of the Faculty’s academic freedom. The common good of our Catholic, Lasallian, and

Liberal Arts community depends on the free search for truth and its exposition.

Academic freedom is essential to these purposes and applies to both teaching and research.

Freedom in research is fundamental to the advancement of truth. Academic freedom in its teaching

aspect is fundamental for the protection of the rights of the teacher in teaching and of the student

to freedom in learning. It carries with it duties correlative with rights.

ACADEMIC FREEDOM

a. All Saint Mary’s faculty are entitled to full freedom in research and in the publication of the

results, subject to adequate performance of their other academic duties.

b. Faculty are entitled to freedom in the classroom in discussing their subject or area of

professional expertise, but they should be careful not to introduce into their teaching

controversial matter which has no relation to their subject or area of expertise. Faculty have a

particular obligation to promote conditions of free inquiry, discussion, and expression.

c. Saint Mary’s College faculty are citizens, members of a learned profession, and officers of an

educational institution. When they speak or write as citizens, they are free from institutional

censorship or discipline, but their special position in the community imposes special

obligations. As scholars and educational officers, they must remember that the public may

judge their profession and their institution by their utterances. Hence, they must at all times

be accurate, exercise appropriate restraint, show respect for the opinions of others, and make

every effort to indicate that they are not speaking for the institution.

(This statement is based on principles articulated in the following AAUP documents: “1940

Statement of Principles on Academic Freedom and Tenure,” the 1940 and 1970 interpretive

comments, the “Statement on Students’ Rights and Freedoms,” the “Statement on Extramural

Utterances,” the “Statement on Professors and Political Activity,” the “Statement on Professional

Ethics, Section II.”)

2.9.2 EXTERNAL SPEAKER AND PUBLIC EVENT POLICY FOR FACULTY

2.9.2.1. Preamble

Saint Mary’s College of California is a Catholic institution of higher education in the Lasallian

tradition where the liberal arts inform, enrich, and shape all areas of learning and where special

importance is placed on fostering the intellectual skills, habits of mind, and activities which liberate

persons to probe deeply the mystery of existence and live authentically in response to the truths

they discover.

Our mission challenges us to pursue truth wherever it can be found, confident that between faith

and reason there can be no fundamental conflict. Saint Mary’s College is committed to the freedom

of inquiry and academic freedom as essential components of a university community. The College

recognizes that the pursuit of truth requires its faculty to convey to students the state of knowledge

in any given discipline, field, or topic in accordance with the highest professional standards. These

102

academic and professional standards apply also to potentially controversial speakers and candidates

for public office. Invitations made to outside speakers by faculty do not imply approval or

endorsement by the institution of the views expressed by the speaker. Saint Mary’s affirms that

sponsorship of a speaker or a forum does not constitute endorsement of the views expressed.

2.9.2.2. Policy

2.9.2.2.1. Definitions

a. “Public presenter” means a person neither attending Saint Mary’s College nor otherwise

employed by the College who is invited to make a public address or give a public performance.

b. “Public” qualifies audiences composed in whole or part of persons neither attending nor

employed by Saint Mary’s College.

c. “Public” qualifies presentations, including performances or addresses, open to public

audiences.

d. The following guidelines do not apply to faculty members in the teaching of their classes. (see

section 2.9.1 Academic Freedom subsection (b)).

2.9.2.2.2. Considerations for Public Presentations

a. Public presentations take into account the facilitation of intellectual dialogue, the advancement

of the state of knowledge within disciplines or topics presented, uphold the highest

professional standards, and foster the common good of the community.

b. All applicable procedures for contracting and scheduling, as provided in the Faculty

Handbook, must be followed.

c. Public presentations must be ticketed, if seats are limited.

d. Significant access for SMC students must be assured.

e. If the presentation involves audience participation (e.g., a question period), SMC students

must enjoy priority.

f. Sponsors’ announcements or advertisements will declare that public presenters’ views are not

necessarily those of Saint Mary’s College or the sponsoring collegiate entity.

g. Sponsors will take reasonable steps to ensure that debate or discussion attending public

presentations is conducted in a fashion worthy of a community of learning.

2.9.2.2.3. Conditions under which the President may preclude, rescind or modify invitations to public presenters

In extraordinary circumstances where the presentation is likely to present an immediate and

unmanageable risk to the physical safety of members of the College community or their guests,

the President will confer with the Executive Officers of the Academic Senate to address the risk

and discuss alternatives.

2.9.3 INSTITUTIONAL POLICIES

Nondiscrimination Disclosure

In compliance with applicable law and its own policy, Saint Mary’s College of California is

committed to recruiting and retaining a diverse student and employee population and does not

discriminate in its admission of students, hiring of employees, or in the provision of its

employment benefits to its employees and its educational programs, activities, benefits and services

to its students, including but not limited to scholarship and loan programs, on the basis of race,

color, religion, national origin, ancestry, age, gender, sexual orientation, gender identity, marital

status, medical condition or physical or mental disability.

2.9.3.1 Policy Prohibiting Discrimination, Harassment (including Sexual) and Retaliation

Non-Discrimination Policy

Saint Mary’s College of California is committed to creating and maintaining a community in which

all persons who participate in Saint Mary’s programs and activities can work and learn together in

103

an atmosphere free of all forms of discrimination, exploitation, intimidation, or harassment,

including sexual, based on a legally protected characteristic or status. Every member of the Saint

Mary’s community should be aware that Saint Mary’s will not tolerate harassment or discrimination

on the basis of race, color, religion, national origin, ancestry, age, sex/gender, sexual orientation,

gender identity, marital status, medical condition, or physical or mental disability, taking a protected

leave (e.g., family, medical, or pregnancy leave), or on any other basis protected by applicable laws.

Such behavior is prohibited both by law and by Saint Mary’s policy. It is Saint Mary’s intention to

take whatever action may be needed to prevent, correct, and if necessary, discipline behavior which

violates this policy, which may include suspension, termination, expulsion, or another sanction

appropriate to the circumstances and violation. All members of the Saint Mary’s community,

including faculty, students, and staff are responsible for maintaining an environment that is free of

sexual harassment and other forms of discrimination, harassment and retaliation as described in

this Policy.

See the Employee Handbook for details on Title IX.

2.9.3.1.3 Sexual Harassment Prevention/Non-Discrimination Seminars or other training

Saint Mary's offers training during each academic year covering sexual and other forms of illegal

harassment and discrimination. Throughout each academic year, students have the opportunity to

attend programs regarding discrimination and sexual harassment, including sexual assault. All

employees must complete on-line harassment prevention training at least once every two academic

years. (An academic year is defined as July 1 to June 30.) Employees who are on an approved

and/or legally mandated leave during the academic year are not required to fulfill this requirement

while on that leave, but will be expected to do so in the next academic year following their return

from such leave.

Except for those faculty and staff described above, failure of a tenure-track or tenured faculty or

staff member to attend an on-site College-sponsored sexual harassment seminar during each

academic year, when offered, as evidenced by the absence of a record of attendance at such

seminar, may result in the Board of Trustees declining to indemnify (i.e., pay any judgment against

or settlement on behalf of the individual), to the extent permitted by law, the faculty or staff

member should a claim for discrimination, including but not limited to sexual harassment, or

retaliation be brought against that faculty or staff member.

Except for those faculty and staff as described above, failure of a contingent faculty member to

attend an on-site College-sponsored sexual harassment seminar during each academic year, when

offered, as evidenced by the absence of a record of attendance at such seminar, may result in the

Board of Trustees declining to indemnify (i.e., pay any judgment entered against or settlement on

behalf of the individual), to the extent permitted by law, the faculty member should a claim for

discrimination, including but not limited to sexual harassment, or retaliation be brought against

that faculty member, as well as precluding that non-ranked faculty member from being considered

for or offered another faculty appointment at the College.

2.9.3.1.4 Sanctions

Employees who engage in conduct in violation of this policy are acting outside the scope of their

employment responsibilities and, in addition to discipline up to and including termination of their

employment, may be subject to individual legal liability and damages for their actions.

2.9.3.2 Consensual Sexual or Romantic Relationship Policy

Overview: This policy highlights the risks in sexual or romantic relationships in the Saint Mary’s

College of California workplace or academic setting between individuals in inherently unequal

positions; prohibits certain relationships between teachers and students; and requires recusal

(from supervision and evaluation) and notification in other relationships.

1. In General

104

There are special risks in any sexual or romantic relationship between individuals in inherently

unequal positions, and parties in such a relationship assume those risks. In the college context,

such relationships include (but are not limited to) teacher and student, supervisor and employee,

faculty at different ranks including adjunct faculty, mentor and trainee, adviser and advisee,

teaching assistant and student, coach and athlete, and individuals who supervise the day-to-day

student living environment and their students.

Because of the potential for conflict of interest, exploitation, favoritism, and bias, such

relationships may undermine the real or perceived integrity of the supervision and evaluation

provided. Further, these relationships are often less consensual than the individual whose position

confers power or authority believes. In addition, circumstances may change, and conduct that was

previously welcome may become unwelcome. Even when both parties have consented at the

outset to a sexual or romantic involvement, this past consent does not remove grounds for a charge

of inappropriate behavior based upon subsequent unwelcome conduct.

Such relationships may also have unintended, adverse effects on the climate of an academic

program or work unit, thereby impairing the learning or working environment for others – both

during such a relationship and after any break-up. Relationships in which one party is in a position

to evaluate the work or influence the career of the other may provide grounds for complaint by

third parties when that relationship gives undue access or advantage, restricts opportunities, or

simply creates a perception of these problems. Additionally, even when a relationship ends, there

may be bias (even if unintentional) for or against the former partner, or there could be an ongoing

impression of such bias; in other words, the effects of a romantic or sexual relationship can extend

beyond the relationship itself.

Since these relationships can occur in multiple contexts on campus, this policy addresses certain

contexts specifically below. However, the policy covers all sexual and romantic relationships

involving individuals in unequal positions, even if not addressed explicitly in what follows.

2. With Students

In the Lasallian tradition, the teacher-student relationship is a sacred one; it lies at the heart of the

College’s educational mission and its integrity must be maintained. The teacher’s influence and

authority can extend far beyond the classroom and into the future, affecting the academic progress

and careers of our students.

Accordingly, the College expects teachers to maintain interactions with students free from

influences that may interfere with the learning and personal development experiences to which

students are entitled. In this context, teachers include those who are entrusted by Saint Mary’s to

teach, supervise, mentor and coach students, including faculty of all ranks, adjunct faculty and

academic advisors. The specific policies on teachers outlined below do not apply to Saint Mary’s

students (undergraduates, degree completion programs, and graduate/professional) who may at

times take on the role of teachers or teaching assistants, policies for whom are addressed in a

separate section below.

As a general proposition, the College believes that a sexual or romantic relationship between a

teacher and a student – even where consensual and whether or not the student is subject to

supervision or evaluation by the teacher – is inconsistent with the proper role of the teacher.

Consequently, the College has established the following parameters regarding sexual or romantic

relationships with Saint Mary’s students:

First, because of the inherent vulnerability of traditional undergraduates

in such relationships,

sexual or romantic relationships between teachers and traditional undergraduate students are

prohibited regardless of current or future academic or supervisory responsibilities for that

Traditional undergraduate students include all undergraduates except those in degree completion programs like BALOS and

LEAP.

105

student.

Second, whenever a teacher has had, or in the future might reasonably be expected to have,

academic responsibility over any student in a graduate or professional studies or certificate

program, such relationships are prohibited.

No teacher shall exercise academic responsibility over any student with whom they have previously

had a sexual or romantic relationship. “Academic responsibility” includes (but is not limited to)

teaching, grading, mentoring, advising on or evaluating research or other academic activity,

participating in decisions regarding funding or other resources, and recommending for admissions,

employment, fellowships or awards.

Third, because certain staff (including and not limited to deans and other senior administrators,

coaches, supervisors of student employees, and Resident Directors, as well as others who mentor,

advise or have authority over students) also have broad influence on or authority over students

and their experience at Saint Mary’s,

sexual or romantic relationships between such staff members and traditional undergraduate

students are prohibited. Similarly, relationships between staff members and any students in a

graduate or professional studies program over whom the staff member has had or is likely in

the future to have such influence or authority are prohibited.

Pre-existing sexual or romantic relationships between faculty/staff and students are not prohibited

by this policy. However, in the case of such a pre-existing sexual or romantic relationship, the

employee must both recuse themselves from any supervisory or academic responsibility over the

student, and notify their supervisor, department chair or dean about the situation so that adequate

alternative supervisory or evaluative arrangements can be put in place. This obligation to recuse

and notify exists for past as well as for current relationships.

Failure to disclose the relationship in a timely fashion will itself be considered a violation of

policy.

3. Between Students (Student Teachers, Teaching Assistants (TA), Resident Advisors (RA), and

Graders)!

Many existing policies govern student responsibilities towards each other (e.g. see Student

Handbook or RA/TA agreements). This policy applies when undergraduate or

graduate/professional students or post-doctoral scholars are serving in the teaching role as

teachers, TAs, graders, RAs or research supervisors. The policy does not prohibit students from

having consensual sexual or romantic relationships with fellow students. However, if such a

relationship exists between a student teacher and a student in a setting for which the student

teacher is serving in this capacity, they shall not exercise any evaluative or grading functions for

that student.

The student teacher must notify their supervisor so that alternative evaluative or oversight

arrangements can be put in place.

Failure to notify a supervisor of past and current relationships and to recuse in the case of a

current relationship in this situation will be subject to discipline under the Student Handbook

codes of conduct.

There are certain circumstances in the context of student teachers where recusal can be

complicated (e.g. SI/T leader). For these circumstances, the faculty or staff supervisor, upon

notification from their student teacher, would be responsible to ensure impartiality in the

evaluative or supervisory roles played by student teachers toward a student in their course with

It is not the responsibility of the supervisor to search out such sexual and romantic relationships between student teachers

and their students but it is the responsibility of the supervisor to ensure that appropriate steps are taken when such

relationships are made known to them.

106

whom they have a current sexual or romantic relationship.

4. In Other Contexts

Consensual sexual or romantic relationships between adult employees (including faculty) are not

in general prohibited by this policy. However, relationships between employees in which one has

direct or indirect authority over the other are always potentially problematic. This includes not

only relationships between supervisors and their staff but also between faculty of different

ranks/adjuncts, between faculty of different ranks/adjuncts and academic/non-academic staff,

and so forth. This concern exists even where the employees are in a pre-existing relationship,

marriage or domestic partnership.

Where such a relationship develops, the person in the position of greater authority or power

must recuse themselves from any direct supervisory or evaluative function over the other

person in the relationship and must, in any situation of direct or indirect authority, notify their

supervisor, department chair, dean or human resources manager, so that person can ensure

adequate alternative supervisory or evaluative arrangements are put in place.

The obligation to recuse and notify exists for past as well as for current relationships.

Failure to disclose the relationship in a timely fashion will itself be considered a violation of policy.

The College has the authority to take reasonable steps necessary or appropriate to carry out this

policy, including transferring either or both employees to minimize disruption of the work group.

5. Additional Matters

If there is any doubt whether a relationship falls within this policy, individuals should disclose the

facts and seek guidance rather than fail to disclose. Where the relationship among the individuals

is that of marriage or domestic partnership, this policy will not prohibit the relationship, however

all other conditions and procedures addressed in this policy will apply. Questions may be addressed

to your supervisor or cognizant dean or to the Title IX Coordinator or the Associate Vice President

for Human Resources. In those situations where it is programmatically infeasible to provide

alternative supervision, academic responsibility and/or evaluation, the cognizant dean, director or

supervisor must approve all (as applicable) academic responsibility, evaluative and compensation

actions.

Employees who engage in sexual or romantic relationships with a student or other employee

contrary to the guidance, prohibitions and requirements provided in the policy are subject to

disciplinary action up to and including dismissal, depending on the nature of and context for

the violation. They will also be held accountable for adverse consequences that result from

those relationships.

The procedures for investigating alleged violations of the Consensual Sexual or Romantic

Relationships policy and the sanctions for violations of this policy are the same procedures and

sanctions for violations of the Title IX Policy and other nondiscrimination College policies.

This Policy applies to all students (undergraduate, graduate and professional, degree-completion,

and certificate), faculty of different ranks, salaried adjunct and per-course adjunct faculty, staff and

others who participate in Saint Mary’s College of California programs and activities.

2.9.3.3 Family Educational Rights and Privacy Act of 1974

FERPA stands for the “Family Education Rights and Privacy Act of 1974.” You might also hear

it referred to as the “Buckley Amendment.” This law protects the privacy of student education

Because of the varied ways in which faculty evaluate the work of other faculty, e.g. UEPC review of new course proposals,

recusal may be infeasible in all situations. However, recusal is always required in situations of direct supervision (e.g. chair to

faculty member in the department), and notification is required in all circumstances.

107

records. FERPA applies to all schools that received funds through an applicable program of the

U.S. Department of Education, and thus most colleges and universities are covered by FERPA.

FERPA defines the phrase “education record” broadly as “those records, files, documents, and

other materials which 1) contain information directly related to a student; and 2) are maintained

by an educational institution.”

FERPA requires that education records be kept confidential. Records may be disclosed with the

consent of the student, if the disclosure meets one of the statutory exemptions, or if the disclosure

is directory information and the student has not placed a hold on the release of directory

information.

FERPA gives students the following rights:

A. The right to inspect and review the student’s education records: Students may review education records

directly concerning the student within forty-five (45) days of the day the College receives a

request for access. Students interested in reviewing their education records must submit their

requests to the Office of the Registrar, which is authorized to review each request and to

approve proper requests. The Registrar will make arrangements for access and will notify

students of the time and place where the records may be inspected. Though students have the

right to review their records, the College does not provide copies of the records. In the event

that a particular circumstance prevents a student from coming to the College to inspect and

review their records, the College will work with the student to make an alternate arrangement

consistent with FERPA. Education records maintained by the College but provided to the

College by third parties, which may include but is not limited to high school transcripts, letters

of recommendation and test scores, will not be re-disclosed by the College to the students.

There are certain records which students are not entitled to review, including, (i) financial

records of parents; (ii) confidential letters and recommendations relating to admissions,

employment and honors, for which a waiver of the right of access has been signed by the

student, provided that upon request the student is given the names of those persons writing

letters; (iii) a physician’s or psychologist’s records (a student may, however, provide the College

with written authorization to have their own physician or other appropriate professional

review the records); and (iv) records of personnel of the College which are “sole possession

records” (e.g. memory aids or reference tools/notes used by the maker thereof and are not

made accessible to or revealed to other persons). In addition, where a record contains

information that concerns more than one student, a student requesting inspection will be

informed about the information only insofar as it pertains to that student.

B. The right to request amendment of education records: Students may ask the College to amend a record

that the student believes is inaccurate. The student should write the College official

responsible for the record, clearly identify the part of the record he or she believes to be

inaccurate, and specify why it is believed to be inaccurate. Students also have the right to insert

in their records written explanations concerning the content of the records if a request to make

a change has been denied (see below). Please note that FERPA does not give any student the

right to contest a grade given in a course, but does give the student the right to seek to correct

an improperly recorded grade. If the College decides not to amend the record as requested by

the student, the College will notify the student of the decision and advise the student of their

right to a hearing regarding the request for amendment. A representative from the Office of

Academic Affairs has been designated as the hearing officer. Additional information regarding

the hearing procedures will be provided to the student when notified of the right to a hearing.

C. The right to consent to disclosures of personally identifiable information: Personally identifiable

information contained in the student’s education records may not be disclosed without the

student’s consent, except to the extent that FERPA authorizes disclosure without consent.

One exception, which permits disclosure without consent, is disclosure to school officials with

legitimate educational interests. A school official has a legitimate educational interest if the

108

official needs to review an education record in order to fulfill their professional responsibility.

A school official is a person employed by the College in an administrative, supervisory,

academic or research, or support staff position (including public safety personnel and health

staff); a person or company with whom the College has contracted (such as an attorney,

auditor, or collection agent); a person serving on the Board of Trustees; or a student serving

on an official committee, such as a discipline or grievance committee, or assisting another

school official in performing their tasks. In addition, the College may, but is not required to,

disclose personally identifiable information from an education record of a student without

consent if the disclosure meets one or more of the following conditions:

1. The disclosure to officials of other universities in which a student seeks enrollment,

provided that the student is given notice of the disclosure, is provided with a copy of the

records disclosed (if so requested by the student), and is given the opportunity to review

and challenge the records sought. College policy is to forward only Saint Mary’s College

transcripts and only upon a student’s written request.

2. The disclosure is to an authorized representative of the Comptroller General of the United

States or to certain federal, state and local educational authorities.

3. The disclosure is in connection with financial aid for which the student has applied or

which the student has received.

4. The disclosure is to State and local officials or authorities under applicable state laws

concerning the juvenile justice system.

5. The disclosure is to organizations conducting studies, provided that the study is conducted

in a manner that does not permit personal identification of parents and students by

individuals other than representatives of the organization and the information is destroyed

when no longer needed for the purposes for which the study was conducted.

6. The disclosure is to accrediting organizations to carry out their accrediting functions.

7. The disclosure is to parents of a dependent student, as defined in section 152 of the

Internal Revenue Code of 1954.

8. The disclosure is to comply with a judicial order or lawfully issued subpoena and the

College has made a reasonable effort to notify the parent or eligible student of the order

or subpoena in advance of compliance, so that the parent or eligible student may seek

protective action, unless the court or other issuing agency has ordered that the existence

or the contents of the subpoena or the information furnished in response to the subpoena

not be disclosed.

9. The disclosure is in connection with a health or safety emergency, if knowledge of the

information is necessary to protect the health or safety of the student or other individuals.

10. The disclosure is information the educational agency or institution has designated as

“directory information” (see below).

D. Disclosures pursuant to student consent. If the information request does not fit into one of the

categories described above, you must obtain the student’s consent prior to disclosing the

records. The consent must be in writing, signed by the student, and dated, and must specify

the records to be released, the purpose of the disclosure, and the party or class of parties to

whom the disclosure may be made.

The purpose of the consent form is to permit the student to have some control over the

disclosure of personally identifiable information in their education records. The fact that a

student signs a consent form, whether specific or "blanket," does not, however, bind the

College to make the student's records available to the third party or parties who have obtained

the student's consent to their review of their files. The student's records are still the property

of the College and, even if a consent has been signed, the College will exercise its discretion

109

in each case by disclosing to the third party only such information, records, and files, if any,

as the College deems appropriate in light of the reason that the third party is seeking access to

the student's records (e.g., background checks). The signed consent must be provided to the

College by the third party at the time the request for access is made. The College will retain

the provided copy of the consent. Records to which students are denied access because they

are not "education records" usually will not be made available to an outside party.

FERPA imposes limitations on re-disclosure by the recipients of education records. A third

party generally will not be permitted to make copies of records to which he or she is granted

access, even if the consent signed by the student explicitly gives permission for such copies to

be made. Additionally, if a student has provided a third party with authorization to conduct a

background investigation for employment related purposes, the College may release unofficial

copies of transcripts and/or general information about the following areas of student

involvement: on-campus employment, resident housing, encounters with the campus

Department of Public Safety and encounters with the Student Conduct Office, in

conformance with the authorization.

E. The right to file a complaint with the U.S. Department of Education: A student may file a complaint

concerning an educational institution’s alleged failure to comply with the requirements of

FERPA. The name and address of the office that administers FERPA is: Family Policy

Compliance Office, U.S. Department of Education, 400 Maryland Avenue S.W., Washington, DC 20202-

4605.

Directory Information: Material classified as “directory” information can be released without student

consent. Directory information, as defined by the College, includes the following: the student’s

name, date/place of birth, photographs, periods of enrollment, degrees, awards and honors

received, major fields, campus or home address, e-mail address, student class schedules, telephone

numbers, height/weight of student athletes and the most recent previous educational institution

attended by the student. A student may, however, have all of the information withheld upon

written notice to the Office of the Registrar given within ten days after the beginning of each

semester.

USA Patriot Act and FERPA: This Act permits designated federal officials to apply for a court

order to obtain copies of student records relevant to an investigation of terrorism or other crimes,

without notifying the student. All requests for such information should be referred to the Office

of General Counsel.

2.9.3.4 The Clery Act and Campus Sex Crimes Prevention Act Notices

Notification with regard to the Jeanne Clery Disclosure of Campus Security Policy and Campus

Crime Statistics Act of 1998, and the Campus Sex Crimes Prevention Act.

As provided by the Jeanne Clery Disclosure of Campus Security Policy and Campus Crime

Statistics Act of 1998, Saint Mary’s College of California through its Department of Public Safety,

annually provides notice and makes available copies of the Annual Security Report, to the campus

community, prospective students, employees and the public. Each Security Report includes

statistics for the past three years concerning crimes and incidents (whether they occurred on

campus, in off-campus building and property owned or controlled by the College, or on public

property adjacent to campus) reported to campus security authorities. Each Security Report also

provides campus policies and practices concerning security – how to report sexual assaults and

other crimes, crime prevention efforts, policies/laws governing alcohol and drugs, victims’

assistance programs, student discipline, college resources, and other matters.

The Security Report is available in the following ways:

- electronically: https://www.stmarys-ca.edu/sites/default/files/attachments/files/2017ASAFR.pdf

- in person: Department of Public Safety, Administrative Office, Assumption Hall;

110

- or by Mail or Telephone Request:

Department of Public Safety, P.O. Box 3111, Moraga, CA 94575-3111, (925) 631-4052.

In addition, as provided by the Campus Sex Crimes Prevention Act, the Contra Costa County

Sheriff’s Office maintains a Megan’s Law database of sex crime offenders, which information may

be obtained from the Sheriff’s office located at 500 Court Street, Martinez, Monday-Friday, 9 am

to 4 pm.

2.9.3.5 Whistleblower Policy: Fraudulent or Dishonest Conduct

See the Employee Handbook for details on the Whistleblower Policy

2.9.3.6 Policy on Safety and Protection of Minors

Saint Mary’s College is committed to protecting the safety and wellbeing of all visitors to our

campus, especially minors. This policy applies to all college departments and organizations,

Athletics and other summer camps, instructional programs and any other organized activities

where minors participate, including those that involve overnight housing in the residence halls as

well as daily activities. All faculty, staff, students, volunteers and third-party contractors who work

with minors on campus are responsible for their protection in compliance with both Saint Mary’s

College policy and all relevant laws governing child abuse and neglect. Failure to comply with this

policy may lead to disciplinary sanctions.

Definitions

• Minor: anyone under 18 years of age, excluding enrolled SMC students who have attained

the age of 17 prior to enrollment.

• Child abuse: serious endangerment of a child’s physical or mental health due to injury by

act or omission, including acts of sexual abuse.

• Minors Not Participating in College-related Programs and Activities

Unless they are participating in an organized program or activity designated for minors, Saint

Mary’s College is not designed to accommodate minors. Minors should not be on campus

unsupervised. The Office of Public Safety will be notified of unattended minors.

Requirements for College-related Programs and Activities Where Minors Participate

1. Campus sponsored youth programs include but are not limited to day camps, overnight camps,

clinics, instructional programs and sports camps. Designated program or activity sponsors are

responsible for identifying the names, ages and headcounts of minor attendees. A parent or

guardian must sign a program-specific waiver before each minor can participate, as well as

provide emergency contact information and emergency medical treatment authorization and

release forms. Authorization for sports-specific physical requirements, equipment safety, and

use of facilities (including pools) must be included. !

2. Programs and activities sponsored by a third party must properly register with the Office of

Conference Services by submitting a Campus Facility Use Agreement (conferences@stmarys-

ca.edu; (925)631-4156). Designated program or activity sponsors are responsible for

identifying the names, ages and headcounts of minor attendees. !

3. All activity and programs sponsors are required to provide names and contact information for

all adult staff, students, faculty, volunteers or third-party contractors who work with minors.

Each must complete a criminal background check before they are authorized to participate in

college- related programs or activities. Each must complete an online training course for

working with minors before the program or activity begins. The course addresses how to

recognize, prevent and report sexual misconduct.

http://link.brightcove.com/services/player/bcpid3476195646001?bckey=AQ~~,AAAAJw

vmNe k~,uv3gG8S9SI7elEduCKQOwrhf7Vv7ehS-&bctid=4286060740001 !

111

4. Every program must meet the minimum appropriate staffing ratio of adults to minors as

follows: !

a. For participants age 6-8 years, 1 staff for every 8 day participants;

b. For participants age 9-13 years, 1 staff for every 10 day participants. SMC does not permit

overnight campers under the age of 13; and !

c. For participants age 14-17, 1 staff for every 12 day participants and every 10 overnight

participants. !

5. All staff, students, faculty, volunteers or third parties who work with minors are required to

immediately report any suspected inappropriate behavior, molestation, abuse or neglect of

minors to the campus Office of Public Safety at (925) 631-4282.

2.9.3.7 Conflicts of Interest Policy

Faculty and staff, as employees of Saint Mary’s College, occupy a position of trust and

responsibility as members of the College community. Therefore, the College and its employees

have obligations to students, parents, donors and others to use College resources responsibly and

for designated business purposes. In meeting its mission, values and other obligations as a non-

profit institution of higher education, the College expects all of its employees to carry out their

responsibilities with the highest level of integrity and ethical behavior, and without conflicts of

interest.

2.9.3.7.1 Potential Conflicts of Interest

Employees of the College are expected to perform their work-related and professional duties in

the best interests of the College, to the extent permitted by law. While performing these duties, an

employee must not put the interests of any individual, agency, organization, or association above

the best interests of the College. This means, among other things, that an employee is not to engage

in any activity or transaction that could influence or cause them not to act in the bests interests of

the College, including, without limitation, any personal business transaction or private arrangement

for personal profit which arises out of or relates to a position of authority with the college or is

available because of the confidential information obtained by reason of such position of authority.

For purposes of this policy, “personal” means the employee, any member of his or her immediate

family (spouse, parents, children, siblings, domestic partners) and any entity with which he or she

may be associated.

2.9.3.7.2 Disclosure Responsibility

Employees must disclose to the President in writing, at the time a conflict is identified or develops,

any financial, ownership or management interest in any entity engaged either in the delivery of

educational services, or in the delivery of goods or services of any kind to the College. Employees

with questions about the applicability of this Policy in a given situation are encouraged to contact

the Provost, Vice President for Finance or Assistant Vice President of Human Resources or

designee. Examples of potential conflicts of interests and forms for disclosing potential conflicts

of interests are available from the Assistant Vice President of Human Resources or designee.

2.9.3.7.3 Outside Employment

Employees must refrain from participation in a transaction or effort that could result in personal

profit, except upon the written prior approval of the President. This prohibition includes, but is

not limited to, work outside the College, regardless of the level of compensation to the employee,

that is determined to interfere with the employee’s work-related and/or professional

responsibilities of the College. While the College does not prohibit staff from holding outside

employment, such employment must not create a conflict of interest with the College or interfere

with the person’s employment responsibilities to the College. Such determination shall be made

by the President, in consultation with the employee’s immediate supervisor, Provost and/or area

112

Vice President and/or Vice Provost, and the Assistant Vice President of Human Resources or

designee.

2.9.3.7.4 Gifts, Favors, Service, Compensation or Benefit

An employee may not accept any gift, favor, service, compensation, or benefit of any kind from

any person or entity who can influence the exercise of the employee’s professional judgment to

act in the best interests of the College, consistent with the person’s obligations as an employee of

the College. Items of minimal value (defined as having a value of $100 or less) are not included

within the Policy. Likewise, financial inducements and rewards that flow from a person’s work-

related duties and professional obligations as an employee of the College and as a member of the

Saint Mary’s community, including but not limited to grants, travel money, honoraria, that may

result in conflicts of interest must be disclosed to the employee’s direct supervisor prior to being

pursued, received and/or accepted.

2.9.3.7.5 Reporting Relationships

Members of the same family may not be employed in a situation where one member of the family

works under the administrative supervision of another, nor may one participate in any

employment, salary, or other important decision regarding an immediate family member or person

with whom the employee is in an amorous relationship (see College’s Amorous Relationships

Policy). For purposes of this policy, “family member” includes the employee, any member of his

or her immediate family (spouse, registered domestic partner, parents, children, siblings). Any

exceptions to this requirement must be reviewed with the Assistant Vice President of Human

Resources or designee, and approved by the appropriate area Vice President or the Provost.

2.10 FACULTY DEVELOPMENT

2.10.1 SABBATICALS

2.10.1.1 Definition

The primary purpose of a sabbatical is to provide faculty an opportunity for intellectual enrichment

and growth. Designed to enable faculty to pursue professional development more intensively than

is normally possible, sabbaticals are an investment of the College in its academic future and

reputation.

Sabbaticals may be awarded for various reasons related to scholarly growth, development, or

renewal, including creative endeavors that promise to enhance the professional effectiveness of

the applicant. Typical sabbatical undertakings include, but are not limited to, activity that enhances

one's teaching and research pursuits, writing, work related to the visual and performing arts

(creation or performance), post-terminal degree study, and travel abroad for the purpose of study

or research (see section 2.6.1 Statement on Criteria for Promotion and Tenure, subsection

Scholarly Interests and Pursuits).

Sabbaticals provide a 3/6ths reassignment from teaching, which may be taken during either a half-

year or a full-year. The calendar parameters for sabbaticals shall be the regular academic year as

determined by the undergraduate calendar. Faculty teaching on the undergraduate calendar shall

receive the reassignment during a long semester, including January Term if desired. For faculty

teaching on an academic calendar different from the traditional academic calendar, all efforts shall

be made to provide the equivalent time free from service as that granted to those who teach solely

on the traditional undergraduate calendar.

Half-year sabbaticals carry full salary and benefits. Full-year sabbaticals carry full medical, dental,

and vision benefits, 3/6ths salary and pro-rata contributions to retirement, life insurance, Worker’s

Compensation, and long-term disability. Christian Brothers awarded a sabbatical should arrange

an appropriate stipend with the President.

It is expected that a sabbatical be taken during the year for which it was requested.

113

2.10.1.2 Eligibility Criteria

Sabbaticals are available to full-time, tenured faculty. Prior to commencing their first sabbatical the

applicant must have accumulated six years of full-time service to the College. Prior to commencing

a subsequent sabbatical, the applicant must have accumulated six years of full-time service since

their previous sabbatical year ended. The following are the ways these service years may be earned.

1. Faculty who were given years of credit towards tenure at the College for service at another

institution may use no more than two (2) of those years of credit toward years of eligibility for

their first sabbatical.

2. Faculty with prior non-tenure-track, full-time service (7/7 or equivalent) at the College may

count up to six (6) years of this service towards eligibility for their first sabbatical.

3. Faculty who are providing currently, or who have provided while on tenure track in the past,

less than full-time service to the College on a temporary basis, may consider each 6/6 (or

equivalent) of accumulated service on tenure track as one year of service towards eligibility for

sabbatical.

4. Years serving as academic administrators (e.g. provost, dean, vice provost) count as service

years.

5. Service during the year of application counts toward eligibility, as does time spent on any

protected leave, as does time spent on scholarly leave.

While a sabbatical is expected to be taken during the year for which it was requested, in case of

deferral the first year of deferral may be counted toward eligibility for a subsequent sabbatical. This

is the only way service years may be earned for a subsequent sabbatical.

Service time is not earned during a year-long personal leave of absence nor during the year of

sabbatical, whether it be a half-year or full-year sabbatical.

Faculty who are on the permanent Reduced Services Plan or Phased Retirement are not eligible

for sabbatical.

A faculty member awarded a sabbatical must return to full-time status on the College faculty for

at least one year after the sabbatical year or the salary paid during the sabbatical will be forfeited

and must be refunded.

Academic Affairs, under the direction of the Provost, is responsible for tracking sabbatical

eligibility, as well as any current deferrals and their reason(s). Information on upcoming sabbatical

eligibility should be consulted as part of Senate elections and appointments to multi-year positions

like department chair.

2.10.1.3 Review

Sabbaticals are awarded to faculty upon the formal recommendation of the Director of Faculty

Development, representing the views of the members of the Committee on Faculty Development

and Scholarship, and with the final approval of the Provost and Executive Vice President and the

President.

All proposals for a sabbatical must be submitted to the Office of Academic Affairs and must

contain specific information on the applicant's eligibility pursuant to the preceding criteria in

section 2.10.1.2. The application must clearly define a) how the sabbatical will be spent; b) how it

will promote the professional growth of the applicant; c) how it will benefit the College; d) how it

will contribute to the applicant's discipline; and e), whether the sabbatical project will result in

publication, seminar, lecture, meetings, readings, performances, etc. All proposals will include a

current curriculum vitae.

Each application will be reviewed on its individual merits. Sabbaticals are not automatic after any

stated period of service but are awarded based on consideration of the merits of the proposal. The

principal criterion in judging a request for a sabbatical is the extent to which it is expected to

enhance the professional development of the faculty member. The expected degree to which the

114

results of the sabbatical will contribute to the life of the College and the applicant's discipline will

also be considered.

2.10.1.4 Sabbatical Protocols and Timeline for Consideration

1. On or before May 15

, Academic Affairs will publish a list of all faculty members who are

eligible to apply for a sabbatical, as well as those who are potentially eligible to apply the

following year.

2. By June 1

, eligible faculty who are intending to apply for sabbatical must have informed their

Chair/Program Director and Academic Affairs of their intent.

3. The chair or program director upon receipt of the declaration of intention, will prepare and

forward to the Dean of the School a brief explanation of the staffing arrangements which will

need to be made in the applicant's absence. (Normally, faculty on sabbatical are either not

replaced or are replaced with part-time faculty; the use of pro-rated or temporary full-time

faculty must be approved in writing by the Provost and Executive Vice President.)

4. The Dean of the School will review the explanation of staffing arrangements, amend them in

consultation with the chair/program director if necessary, and confirm the plan by forwarding

it to the Office of Academic Affairs, no later than July 1

. Information on staffing will not be

distributed to the Committee on Faculty Development and Scholarship members nor

considered by them in the deliberations concerning the merit of proposals.

5. In the event of multiple requests from any one department/program, it is the responsibility of

the Department Chair or Program Director to explain how staffing arrangements will meet

the needs of the curriculum. Resolution of staffing questions within a department / program

/ school should normally be in the opposite order of seniority, with first time applications

having the highest priority, then those who have had fewer sabbaticals. The particularities of

the department(s)/program(s) and the individuals involved may lead to other orderings in

terms of deferrals. In any case, the conversations around sabbatical ordering should be

transparent and include all involved. In the case that staffing for a sabbatical presents an

unaddressable obstacle, a sabbatical application may be deferred by the joint decision of the

Chair/Program Director and Dean, after conversation with the faculty member. The faculty

member may appeal to the Provost, who has the final decision. Such a deferral shall not impact

the faculty member’s sabbatical eligibility timeline.

6. Sabbatical proposals are to be submitted to Academic Affairs by September 1

, and will

address the content of Section 2.10.1.3 Review, as well as any criteria published by the

Committee on Faculty Development and Scholarship. Academic Affairs will forward

proposals from eligible faculty members to the Director of Faculty Development.

7. The Committee on Faculty Development and Scholarship meets to review and evaluate all

proposals submitted after the verification process and determine which are meritorious. Those

evaluating sabbatical proposals must limit their consideration to the proposal and associated

material, endeavoring to judge fairly based solely upon the stated criteria and rubric.

Discussions will be confidential. The Director of Faculty Development will forward to the

Provost a list of the proposals indicating which have been determined to be meritorious.

8. The Provost will review those sabbatical proposals deemed meritorious This review will be

with respect to the overall quality of the group of advanced proposals. In the event that the

Provost identifies problems pertaining to the overall quality of the proposals, the Provost will

consult with the Director of Faculty Development to explain their concerns. Such consultation

will aim at maintaining year-to-year, appropriate and consistent application of the standards

for sabbaticals described in the Faculty Handbook.

9. Upon completing the review of the proposals, the Provost will forward the proposals to the

President, who will render the final decision and notify each faculty member in writing, with

115

copies to the Provost, Academic Dean, department chair or program director and the Director

of Faculty Development.

10. A faculty member whose sabbatical request is granted by the President must fill out the

Sabbatical Confirmation Form (acceptance of sabbatical, finalization of term(s) of sabbatical)

and submit it to the Office of Academic Affairs no later than March 1 of the academic year in

which the sabbatical was granted to complete the acceptance process.

11. It is expected that a sabbatical be taken during the year for which it was requested. A faculty

member may defer a sabbatical for at most one year, with that year counting toward their

eligibility for future sabbaticals. In exceptional cases, with the permission of the Provost and

school Dean, a deferral may be continued into the 2nd year without stopping the eligibility

clock. Otherwise, the sabbatical approval will be considered to have elapsed.

12. Upon completion of a sabbatical, the recipient shall submit a written statement to the

appropriate Dean of the School and to the Provost within the first academic term after

returning which shall describe the nature of the activity engaged in and the extent to which

the proposed project was completed. During the academic year of the individual's return, the

sabbatical recipient, in consultation with the Office of Faculty Development, will offer an

appropriate presentation of the sabbatical research to the College community.

13. When a sabbatical is not granted, the faculty member should be given the opportunity to know

the reason for that decision. This information, if requested, will be provided in writing by letter

from the Director of Faculty Development.

2.10.2 FACULTY DEVELOPMENT FUND AWARDS

The Faculty Development Fund, as overseen by the Director of Faculty Development, with the

support of the Associate Provost for Faculty Affairs and the Committee on Faculty Development

and Scholarship, provides awards to individual undergraduate and graduate faculty for activities

related to scholarly professional development, e.g., scholarly research, participation in scholarly

conferences or workshops, and attendance at conferences, courses, or workshops directly related

to the improvement of teaching or development of new courses. All tenured and tenure-track

faculty are eligible for funding (excluding professors emeriti). Faculty on reduced services or

sabbatical are eligible. Reasonable support is available for Adjunct Faculty in financing their faculty

development activities so as to optimize their ability to compete in a national search.

2.10.3 OFFICE OF FACULTY DEVELOPMENT AND SCHOLARSHIP

The Faculty Development and Scholarship office provides professional development opportunities

and support services to all Saint Mary's College faculty members as teachers and scholars, consistent

with the mission of the College. In order to promote excellence in teaching, student learning, and

scholarship, the program is carried out in a variety of ways, most typically through workshops on

topics of teaching and learning, seminar-style reading/discussion groups, distribution of printed

materials, dissemination of information about grants and fellowships and through individual

consultation. The Director of Faculty Development (section 1.4.2.3.1) provides leadership, acting as

facilitator and "coach," in assisting individual faculty members to take full advantage of professional

growth opportunities. Other functions of this office include designing and implementing faculty

development programs and activities that support effective teaching and scholarship, developing

and coordinating new faculty orientation and support activities, promoting among faculty a culture

of shared inquiry, social justice, and diversity for purposes of educational effectiveness, and

overseeing various student and faculty funding sources such as the Faculty Development Fund,

the Student Research and Development Grants, and the Collaborative Student/Faculty Summer

Research Awards. This office also assists in promoting competitive national student scholarships (e.g.,

Fulbright grants and Rhodes scholarships).

116

2.11 FACULTY WORKLOAD

2.11.1 WORKLOAD FOR TENDURED AND TENURE-TRACK FACULTY

In accepting a letter of intent or contract, each tenured and tenure-track faculty member agrees to

the following rules regarding workload:

1. To devote their full-time and best efforts during the periods of their appointments to

performing the specified duties in their letters of appointment and to carrying out other duties

assigned to them in accordance with the applicable provisions of the Faculty Handbook.

2. Not to accept or engage in any other employment or activity, whether paid or unpaid, which

in the judgment of the President in consultation with the Dean of the faculty member’s School

might interfere with the performance of such duties, without the prior written authorization

of the President. All such authorizations are required for each term of appointment in which

they are sought, and will be granted on an annual basis only. A copy of any such authorization

must be forwarded to the Office of Academic Affairs. Faculty may engage in teaching,

consulting or other paid activities outside the College without the prior written authorization

of the President as long as such activities do not exceed the equivalent of one eight (8) hour

day each week while teaching.

3. The full-time teaching load for tenured and tenure-track faculty is set by the Board of Trustees.

The faculty teaching load was last set by the Board in May 1990 at "21-22 units annually."

Normally, this translates into six full courses in the traditional undergraduate curriculum.

4. Tenured and tenure-track faculty are obligated to accept teaching assignments for which they

are qualified, as assigned by the college.

5. Tenured and tenure-track faculty will post and hold a reasonable number of office hours to

accommodate the schedules of students and advisees. These hours should be increased at peak

times when advisees and other students are required to meet with faculty, e.g., preregistration,

registration, drop/add, etc. Faculty teaching courses for which office hours are impractical

must make themselves available for consultation with students to a reasonable extent through

other appropriate means.

6. Tenured and tenure-track faculty are expected to attend departmental and committee

meetings, Commencement, and other special convocations.

7. Tenured and tenure-track faculty are also expected to assume various other duties related to

their role as faculty. Such duties may include student advising, supervision of independent

studies, service on School and College committees, instruction substitution for faculty

colleagues, participation in student recruiting events, etc. If a faculty member, chair, or Dean

perceives that the number of such duties in the aggregate is unreasonable, they should discuss

this matter with the appropriate party to determine if an adjustment in the person’s workload

is warranted. In the case of instruction substitutions in excess of one week, following review

and approval of the appropriate Dean and the Provost, substituting faculty will be

compensated at a rate to be determined in prior consultation with Human Resources.

2.11.2 WORKLOAD FOR NON TENURE-TRACK FACULTY

See the CBA for details on this topic.

2.11.3 ACADEMIC ADVISING

Saint Mary's College recognizes that guidance and education are inseparable and considers

academic advising to be an extension of the teaching responsibilities of its faculty. Accordingly, all

full-time faculty members are expected to engage in the work of student advising. Faculty advisors

are supported by the Advising Office. Advisors are expected to make themselves available to these

advisees on a regular basis and should familiarize themselves with the academic requirements of

117

the College and its departments to assist students in formulating short- and long-term goals. All

faculty are responsible for making themselves available to offer advice to students in their classes.

As a faculty advisor, a faculty member is responsible for academic program planning, referral of

advisees to other sources of assistance when appropriate and making contact with students in

academic difficulty when receiving notification from the Advising Office. The promotion and

tenure process takes student advising into consideration.

2.11.4 OFFICE HOURS

All faculty are required to hold regular office hours. Office hours should be posted and regular,

and sufficient for the number of advisees assigned. These hours should be increased at peak times

when advisees and other students are required to meet with faculty, e.g., preregistration,

registration, drop/add, etc. Faculty teaching courses for which office hours are impractical must

make themselves available for consultation with students to a reasonable extent through other

appropriate means.

2.12 WORKPLACE CONDITIONS

2.12.1 DRUG-FREE WORKPLACE AND ALCOHOL USE POLICY

See the Employee Handbook for details on this policy.

2.12.2 POLICY ON SMOKING IN CAMPUS FACILITIES

Saint Mary’s College is committed to providing a healthy, comfortable, and productive

environment for students, faculty, and staff. To this end, smoking is prohibited inside all College

facilities and vehicles, owned or leased, regardless of location. Smoking is not permitted in any

enclosed place, including private residential housing space. Smoking shall occur only at a

reasonable distance (e.g. 20 feet or more) outside any College building or enclosed area to ensure

that secondhand smoke does not enter the area through entrances, windows, ventilation systems,

or any other means.

2.12.3 OBSERVANCE OF CAMPUS REGULATIONS

Faculty members are urged to discourage infractions of campus regulations by students and

visitors. Violators should be informed or reminded that they are breaking College rules. Instructors

are referred to the Saint Mary's College Student Handbook for information concerning College

regulations, their mode of enforcement, and the manner in which penalties are imposed. Serious

student infractions should be reported to the Vice President for Student Life. Problems with

visitors are reported to the Executive Director for Public Safety and Transportation.

2.12.4 ASSIGNMENT OF OFFICES

Assignment of offices to the faculty is done by the Deans of the Schools and the Dean of the

Core. Questions concerning this matter should be addressed to the Deans.

2.12.5 PHOTOCOPIER AND DUPLICATING EQUIPMENT FOR FACULTY USE

Use of photocopier and duplicating equipment is restricted to instructors and staff. Use by students

is permitted only by arrangement with an instructor or staff member and must be for the purpose

of copying material related to the instructor's curricular needs or the staff member's requirements.

2.12.6 OFFICE SUPPLIES

College letterhead, stationery, office supplies and other materials are available from the School

secretaries and/or administrative assistants. Any major supply items must be ordered on a

Purchase Order signed by the department chair.

118

2.12.7 LACTATION ACCOMMODATION

See the Employee Handbook for details on lactation accommodation.

2.12.8 ENVIRONMENTAL HEALTH AND SAFETY

The College is committed to protecting the environment and to providing a safe and healthy

workplace and, to this end, has implemented various written environmental, health and safety-

related program. The Saint Mary’s College Environmental Health and Safety Director coordinates

the development of the programs and the associated training in response to these environmental,

health and safety issues. For information and up-to-date programs, policies and training, please

refer to the Environmental Health and Safety website.

Employees are expected to adhere to all environmental and safety rules, follow established safe

work practices and exercise caution in all work activities. Supervisors are expected to take all

reasonable steps within their control to provide a safe work environment and to comply with these

programs as well as federal, state, and local safety regulations, including but not limited to

applicable U.S. Environmental Protection Agency and Cal-OSHA requirements.

Employees are to report immediately any work condition they perceive to be unsafe, as well as any

job-related accidents or injuries, to their immediate supervisor. When possible, the supervisor is to

correct any unsafe work condition and, in all cases, promptly report the situation to the

Environmental Health and Safety office.

Training is provided to employees, as needed, to address hazards in their workplace, to raise

awareness and to minimize work-related injuries. Training may be provided once in each College

employee's career, or with annual refresher training. Training may be provided in classroom

environment or online, as deemed appropriate by the College.

2.13 LEAVES

The absences described below are regulated by federal and state guidelines, including the Family

and Medical Leave Act (FMLA), California Family Rights Act (CFRA), and Pregnancy Disability

Leave (PDL).

2.13.1 LEAVES WITH PAY

To receive a paid leave of absence, the faculty member completes the “Faculty Request for Leave”

form, and submits the approved form and medical certification (if applicable) to the Human

Resources office for review and processing at least 30 days prior to the start of the leave or as soon

as is foreseeable. It is understood that under certain circumstances it may not be feasible to provide

30 days notice; in these cases, the faculty member must provide notice as soon as is practical.

Concurrent with the completion of the “Faculty Request for Leave” form, faculty members should

consult with the Chair or Director of the faculty member’s primary department or program about

workload coverage during the leave period. For details of the leave benefits, wage coordination,

and processes, contact the Human Resources office. This does not apply to Jury Duty (see section

2.13.1.3).

2.13.1.1 Sick Leave

Faculty sick leave is earned at the rate of 12 days (96 hours) per academic year (July 1 - June 30)

and will be provided at the beginning of each academic year. Unused sick leave may be carried

over from year to year to a maximum accrued balance of 24 days (192 hours). For those faculty

who are hired mid-year, sick leave will be prorated accordingly. In order for a faculty member to

remain at full salary for as long as possible during a leave, sick leave must be coordinated with State

Disability Insurance (SDI), Short Term Disability Insurance (STDI), and/or Paid Family Leave

(PFL). Faculty will not be paid for accumulated unused sick leave under any circumstances,

including at termination, resignation or retirement.

119

2.13.1.2 Parental Leave

Saint Mary’s College supports faculty members and their families by providing paid parental leave

to care for and bond with newborns, newly adopted children, or children placed through foster

care. This policy is designed to be equitable, transparent, and flexible, and to support parenting

faculty who seek to lead full professional, intellectual, and personal lives.

All provisions and applications of this policy are meant to be consistent with federal and state law,

as described on the Human Resource website. The College recognizes that no policy can anticipate

all eventualities and empowers faculty to work with the Human Resources office, the Dean of the

faculty member’s school, and the Chair or Director of the faculty member’s primary department

or program to implement these leave benefits on a case-by-case basis. It is the Provost’s and

Associate Vice President for Human Resources’ responsibility to ensure equitable application of

this policy across schools.

2.13.1.2.1 Pregnancy Leave

Faculty members are eligible for leave in the period of time before, during, and after childbirth for

pregnancy accommodations, childbirth, recovery, related medical conditions, and baby bonding.

Full-time faculty members are eligible for a leave with full salary for a minimum of 14-18 weeks

(vaginal birth) or 16-20 weeks (cesarean delivery) without regard to the start date of employment

or birth date of the child/children. The range in dates is explained by an optional four weeks of

leave that can be taken in advance of the due date. In addition to the Pregnancy Leave period,

faculty may extend their leave to encompass one or more full academic terms, including the weeks

of the academic term that precede and/or follow the leave period.

Pregnancy Leave provides a corresponding 3/6ths reduction in teaching and a suspension of

service-related responsibilities during the leave period. Faculty teaching on the traditional

undergraduate calendar shall receive the teaching reduction during a long semester, including

January Term if desired. For faculty teaching on an academic calendar different from the traditional

undergraduate academic calendar, all efforts shall be made to provide the equivalent time free from

service as that granted to those who teach solely on the traditional undergraduate calendar.

Academic Affairs and the Human Resources office will maintain an Academic Term Calendar and

Birth Month Schedule - sample calendars displaying leave benefits and wage/workload

coordination that will be used as planning tools. If updates or revisions to these resources are

necessary, they will be done in consultation with the Faculty Welfare Committee.

The faculty member’s full salary is provided by coordinating California State Disability Insurance

(SDI), California Paid Family Leave (PFL), Short Term Disability Insurance (STDI) provided by

the College, and use of available accrued sick time. The College will supplement any remaining

salary gap in order to assure full salary continuation for the duration of the eligible leave period.

In consultation with the relevant Dean and Provost as necessary, the Chair or Director of the

faculty member’s primary department or program is responsible for coordinating workload

coverage. The College will provide funding for substitute workload coverage as needed.

If a faculty member needs to extend their leave based on a medically certified pregnancy-related

disability, they will need to coordinate its duration and level of salary replacement with the Human

Resource office on an individualized basis.

2.13.1.2.2 Baby Bonding Leave

Parenting faculty members (including parents of newly adopted and fostered children) are eligible

for Baby Bonding Leave. Full-time faculty members are eligible for 8 weeks of leave with full salary

without regard to the start date of employment or birth date of the child/children, adoption date,

or foster placement date. In addition to the Baby Bonding Leave period, faculty may elect to extend

their leave by using any available accrued sick time and/or taking unpaid weeks (e.g., to encompass

one or more full academic terms). Salary is dependent on the availability of sick time.

120

The faculty member’s full salary for 8 weeks is provided by coordinating California Paid Family

Leave (PFL) and supplemental pay from the College. Baby Bonding Leave is to be taken in 2-week

increments; however, the College may grant a request for Baby Bonding Leave of less than 2 weeks

in duration on any 2 occasions. All eligible Baby Bonding Leave must be used within 1 year (12

months) of the birth date of the child/children, adoption date, or foster care placement date.

In consultation with the relevant Dean and Provost as necessary, the Chair or Director of the

faculty member’s primary department or program is responsible for coordinating workload

coverage, including opportunities for an extended leave at full or proportional salary. The College

will provide funding for substitute workload coverage as needed.

2.13.1.2.3 Benefits during Parental Leave

During the period of wage coordination with state and SMC provided benefits (California State

Disability Insurance and Short Term Disability Insurance, or California Paid Family Leave) or

College supplemental pay, the College will provide retirement contributions based on the faculty

member’s full base salary. Health care benefits (medical, dental, and vision) are also maintained

during the leave for the faculty member and their dependents, if applicable.

2.13.1.2.4 Return to Work

Upon return from Parental Leave, the College will support flexible work arrangements as an

effective management tool to continue supporting faculty members and their families. This may

include, but is not limited to, course and classroom scheduling that takes into consideration

caregiving and lactation accommodations (see section 2.12.7 Lactation Accommodation for more

information) as well as possible reductions in programmatic or campus-wide service.

2.13.1.2.5 Relation to Other Leaves

In addition to the above protected leaves, faculty may request an interruption of the probationary

tenure period for tenure-track faculty (see section 2.6.2.1.1 Interruption of the Probationary

Tenure-Track Period).

Use of Parental Leave does not exclude a faculty member from using other types of leaves (see

section 2.13.1 Leaves With Pay and 2.12.2 Leaves Without Pay). When more than one parent is a

College employee who meets eligibility guidelines, each is entitled to utilize their own relevant

parental leave benefit.

2.13.1.3 Jury Duty

See the Employee Handbook for details on Jury Duty.

2.13.2 LEAVES WITHOUT PAY

There are three categories of leave without pay: leaves based on family and medical circumstances

and governed by law, personal leaves that are not legally mandated, and scholarly leaves.

2.13.2.1 Family and Medical Leave Act of 1993/California Family Rights Act

See the Employee Handbook for details on Family and Medical Leave.

The above Protected Leaves may be accompanied by an interruption of the probationary tenure

period for tenure track faculty (see section 2.6.2.1.1 Interruption of the Probationary Tenure-Track

Period).

2.13.2.2 Personal Leave of Absence

For those leaves of absence that are not legally mandated, full-time faculty may obtain a personal

leave of absence with the consent of the department chair, recommendation of the Dean of the

School and approval of the Provost and the President. A personal leave of absence is granted,

upon request, for an academic term or year and can be formally renewed up to a maximum of an

121

additional academic year. Under extraordinary circumstances, the President may extend the leave

of absence for an additional period of time. Benefits such as medical, dental, vision, life and long-

term disability are not due during a personal leave of absence; however, the faculty member may

continue any or all of these benefits during any such leave that is not covered by the Family and

Medical Leave Act of 1993, on the condition that the faculty member pays the entire premium.

Faculty on a full-year personal leave of absence do not accrue service time toward a sabbatical, nor

do they progress a step within their rank. A faculty member on a personal leave of absence must

notify the Dean of the School and the Provost by April 1 of their intention to return or not to

return at the beginning of the next academic year.

2.13.2.3 Scholarly Leave of Absence

Tenure and tenure-track faculty shall be eligible to apply for a one-term Scholarly Leave of

Absence, not to exceed one semester every four years, to pursue a scholarly or creative project, as

recommended by the Dean and approved by the President. For the relation between Scholarly

Leave of Absence and the probationary tenure-track period at the College, see Section 2.6.2.1.3

Tenure. In addition, tenured faculty while on a scholarly leave retain faculty status and privilege,

including eligibility for sabbatical. Faculty on Scholarly Leave shall receive a pro-rata salary as well

as pro-rata life and long-term disability benefits but shall retain full medical, dental, and vision

benefits. Applications for Scholarly Leave must normally be made to the Chair of the faculty

member’s department no later than the end of the first week of the academic term (i.e. long

semester or quarter, as applicable) before that in which the leave is to be taken. Requests for

Scholarly Leave may be granted by the President who shall consider the following factors: 1) the

faculty member has presented a clear and substantive plan for the use of the leave which has been

found meritorious by the Dean of the applicant’s school and by the Provost. 2) the faculty

member’s absence will not unduly harm the ability of the home Department to offer its curriculum,

the judgment to be made by the Dean of the applicant’s school in consultation with the Chair of

the faculty member’s department. 3) without the prior written approval of the President, the faculty

member will not accept new income, related or unrelated, to completion of the scholarly or creative

project. 4) the faculty member must return to full time status (6/6) for at least one year after the

expiration of the leave, or the faculty member must reimburse the College’s cost of the medical,

dental and vision benefits received during the leave.

2.14 BENEFITS

Saint Mary’s College offers a comprehensive package of benefits. See to the Benefits section on the Saint Mary’s

website for the most current information.

2.14.1 MANDATORY BENEFITS

See the Employee Handbook for details regarding mandatory benefits.

2.14.2 LONG-TERM DISABILITY INCOME BENEFITS

See the Employee Handbook for details regarding long-term disability benefits.

2.14.3 INSURANCE PROGRAMS

Saint Mary’s College offers a comprehensive package of benefits. See the Benefits section on the Saint Mary’s website

for the most current information.

2.14.4 GROUP TERM LIFE INSURANCE

All full-time faculty (those teaching 6 or more courses per academic year) are covered by group

term life insurance. Coverage begins on the first day of the month following 30 days of

employment. Benefits are computed at one times the employee's salary, to a maximum of $150,000.

At age 70, benefits are reduced to 65% of the salary, and, at age 75, amounts are reduced to 50%

of the salary. The full cost of coverage is paid by the College. Eligible employees may also purchase

optional additional amounts of life insurance at group rates determined by the carrier.

122

2.14.5 ACCIDENTAL DEATH AND DISMEMBERMENT/TRAVEL ASSISTANCE

All full-time faculty (those teaching 6 or more courses per academic year) are eligible to participate

until age 70. In cases of accidental death or dismemberment, benefits will be payable based on a

schedule in addition to term life insurance benefits. Employees who are eligible for full-time

benefits are also eligible for travel assistance when traveling, whether for business or pleasure. The

cost of both the accidental death and dismemberment and the travel assistance plan are paid by

the College.

2.14.6 WORKERS’ COMPENSATION

See the Employee Handbook for details regarding worker’s compensation.

2.14.7 RETIREMENT

2.14.7.1 Social Security and Medicare

All employees are covered by law and have a Social Security deduction made from their pay that

is matched by the College. The amount deducted is paid into a Social Security account for each

employee. Social Security provides retirement benefits and disability and survivorship plans.

2.14.7.2 TIAA Retirement Plan

All faculty meeting and completing plan eligibility requirements are eligible to participate in the

retirement plans. Plan descriptions, options and eligibility requirements are available through

Human Resources.

2.14.7.3 Emeriti Retirement Health Solutions (Emeriti)

The Emeriti Retiree Health Plan for Saint Mary's College of California is designed to help eligible

employees pay for medical expenses after employment with the College ends, beginning at age 55,

in a tax-advantaged manner. It is also designed to provide eligible retirees with access to affordable

nation-wide health insurance coverage beginning at age 65 throughout retirement. This program

is being offered by the College through Emeriti Retiree Health Solutions (Emeriti), a collaborative

arrangement of institutions of higher education.

1. Contributions: Under the program, the College contributes a flat dollar amount to an

Employer Contribution Account for each benefits-eligible employee age 40 and older for up

to a maximum of 25 years. Employees age 21 and older can also make after-tax contributions

of any amount to an Employee After-Tax Contribution Account, as part of planning for

medical costs in retirement. Employee contributions are immediately vested and contributions

by the College are vested after five (5) years of continuous service. Employees can direct the

investment in both accounts (the “Health Accounts”) through the plan's administrator TIAA.

2. Benefits Available in Retirement: Upon retirement vested balances in the Health Accounts can

be used to reimburse eligible medical expenses, including the cost of medical, dental, vision

and long-term care insurance premiums. Emeriti also provides access to a nation-wide health

insurance plan with choice of coverage level and at group rates to Medicare-eligible employees

at age 65, as well as to eligible dependents through Aetna. A participating employee who ceases

employment prior to achieving five (5) years continuous service may still use, if the faculty

member has made contributions to, an Employee After-Tax Contribution Account to receive

uninsured reimbursement benefits upon separation.

3. Eligibility: A Benefits-eligible employee hired on or after July 1, 2007 will become a participant

in the Emeriti Retiree Health Plan on the date they first make a contribution to an Employee

After-Tax Contribution Account (on of after age 21) or on the date the College first makes a

contribution to the employee’ Employer Contribution Account (on or after age 40). Benefits-

eligible employees hired prior to July 1, 2007 had a one-time irrevocable option to enroll in

the new Retirement Health Program (Emeriti) in lieu of the College's previous retirement

123

health program described below, if eligible for the benefit at the time of retirement. Those

benefits-eligible employees who did not affirmatively enroll in the new Retirement Health

Program (Emeriti) by June 29, 2007 will not be able to enroll in Emeriti in the future.

4. For More Information: This is a brief summary of the Emeriti Retiree Health Plan. The

Summary Plan Description (SPD) provides a more detailed description of the plan and you

may request a copy from the Human Resources Department. The HR department has other

information on this Plan, plus general information about Emeriti is available at

www.emeritihealth.org. This Handbook, the various websites and brochures and the SPD are

only to provide you with general information about the Emeriti Retiree Health Plan; in the

event of a conflict between the Handbook, the SPD or other descriptive sources and the Plan

document, the Plan document will control.

2.14.7.4 Five Year Retirement Medical Benefit

If not enrolled in the Emeriti Retirement Health Solutions program (Emeriti), employees hired

prior to July 1, 2007 may be eligible to receive limited health and dental benefits. Employees hired

or re-hired on or after July 1,2007 are automatically enrolled in the Emeriti program and are not

eligible for the Five Year Retirement Medical Benefit.

Eligibility: To be eligible for the Retirement Medical Benefit, the employee at time employment

ends must be at least 55 years of age, have completed 15 years of service, and be covered under

the College’s health and dental programs at the time of retirement.

Benefit: For eligible employees and their spouses, the College will place a one-time lump payment

into a Grantor Trust account that equals the projected value of the five-year benefit, which can be

used exclusively for the payment of fully insured health care premiums.

Applications and other appropriate forms for these programs are available from Human Resources

and must be completed before any contributions from either the employer or the employee can

begin.

2.14.8 TUITION WAIVER AND EXCHANGE PROGRAMS

2.14.8.1 Tuition Waiver Program

After one year of employment, current full-time employees and their eligible dependents are

eligible to take advantage of attendance at most Saint Mary’s College courses, with reduced or

fully-waived tuition, subject to certain limitations summarized in this section, and described more

fully in the Tuition Waiver Policy available in Human Resources and on the HR website. Part-time

staff working 1040 hours per year to 1560 hours per year are eligible for prorated tuition remission

based on the direct proportion to the amount of time worked/approved during the fiscal year.

Requirements and Limitations

A partial list of tuition waiver requirements and limitations applicable to employee, spouse and

children of employees includes:

- Employees must have completed one (1) year of full-time employment with the College to be

eligible for tuition waiver for themselves, spouses or eligible children.

- An applicant for tuition waiver must meet the normal application and admissions requirements

of the College and of the academic program for which application is being made.

- Courses not eligible for tuition waiver include inter-institutional or contract programs, courses

in doctoral programs, course work at other institutions.

- Participation in Jan Term classes requires the written consent of the Associate Vice President

of Human Resources or designee.

124

- Tuition waiver for any one student, including dependents of current employees and the child

of a brother or sister of a Christian Brother, may be received for a maximum of four (4)

academic years and may be applied only to courses undertaken in a single degree or certificate

program.

- If an employee terminates or is terminated from employment, any prorated tuition will be

billed from the date of termination until the end of the semester.

- With the exception of Families Enrolling Four Children and Catholic school teachers, all

tuition waiver benefits must be approved by Saint Mary’s Human Resources department.

- For more information on tuition waiver for Families Enrolling Four Children, for Catholic

School Teachers, for Near Relatives of Christian Brothers and for Christian Brothers’

Formation Personnel, see full policy available in Human Resources or on the HR website.

- Application for a waiver shall be made to Human Resources at the time of application for

admission to the College is made. Renewal applications shall be made to Human Resources

on or before the deadline set by Human Resources for such applications, and prior to each

term for which a tuition waiver is requested.

- This plan may be revoked or modified by the Board of Trustees of the College, effective for

current or future participants and commencing with the academic year immediately following

the date of such revocation or modification.

- The tuition waiver is for tuition only and will not waive course fees (for lab materials, travel,

books, retreats, etc.), mandatory fees (student body fee, health insurance, etc.) or any room

and board fees.

- In the event of a death or disability of an eligible employee the tuition waiver program shall

remain operative for the eligible children and spouse/domestic partner for up to four years.

Job –Related Courses for Eligible Employees

A 50% tuition reduction will be granted for eligible Saint Mary’s courses that are clearly job-related,

that will substantially benefit the College by increasing the employee’s skills in their current job.

Tuition for job-related coursework will be charged to the employee’s department. The

determination of what constitutes job-related course work will be made by Human Resources in

consultation with the direct supervisor with final approval by the Vice President of Finance and

may be made on a course by course basis.

Spouses/Registered Domestic Partners and Non-Job Related Courses

After one year of full-time employment, full-time benefits-eligible employees and their spouses or

registered domestic partners may take up to one Saint Mary’s College course per semester, quarter

or term with 100% of tuition waived. Graduate level courses are considered a taxable fringe benefit

to the employee and will be taxed based on current federal and state laws. For employees wishing

to take courses during normal work times the approval of their supervisor is required prior to

registering for classes.

Undergraduate full tuition waiver

Undergraduate full tuition waiver is granted for the sons and daughters of full-time benefits eligible

staff and faculty members currently employed, provided such employees have completed one (1)

year of full-time employment with the College, with the following restrictions and obligations:

- The student(s) must be dependents for tax purposes, must have matriculated before reaching

age 25, and must have met the normal admission requirements of the College and academic

program to which they are applying.

- Each child receiving tuition waiver is subject to all rules and policies applicable to students of

the College generally.

- Subject to continued good standing of such child as a student at the College, a waiver granted

under this plan shall, upon application of such child, be renewed annually for a maximum of

125

four (4) academic years and may be applied only to courses undertaken in a single degree or

certificate program.

- Any child who receives full tuition waiver benefits may not receive additional financial

assistance from Saint Mary’s College in the form of academic scholarships or athletic grants.

- Graduate level Tuition waived is considered a taxable benefit and will be taxed based on

current federal laws. Employees are encouraged to carefully review the taxable benefit

implications with regard to their overall compensation. Questions concerning taxable benefits

should be directed to the Director of Benefits or to the College’s Payroll Manager.

2.14.8.2 Tuition Exchange Program

The Tuition Exchange Program provides a national scholarship exchange program for dependents

of eligible employees with over 600 participating institutions throughout the United States and the

United Kingdom. Colleges and universities participating in this program have agreed to reduce

tuition for eligible dependents from other member institutions.

All students must seek admission to the partner institution and meet any applicable admission

requirements.

Tuition Exchange Program Eligible Employees: All full-time faculty, currently teaching six (6) or more

courses per academic year and staff, working 30 or more hours per week, 12 months per year, and

who have completed two years of employment.

Tuition Exchange Program Eligible Dependents: Sons and daughters of eligible employees who are

considered by the Internal Revenue Service to be legal dependents, and who have enrolled in or

have applied to member institutions prior to attaining age 25. Verification of dependent status is

required. Participation in this program is in lieu of eligibility for enrollment at Saint Mary’s College.

Tuition Exchange Program Scholarship: A tuition waiver for up to four (4) years of full-time

undergraduate degree study, provided the student maintains continuing eligibility. Room, board

and fees are normally not included in the scholarships offered by the host institution. Those

institutions with very high tuition rates are allowed to award less than full tuition. Most institutions

will reduce their scholarship by the amount of other grants available to the student.

Excluded from scholarship are part-time study, graduate study, study in a non-degree program and

study for a second undergraduate degree.

Tuition Exchange Program Application: Application for the Tuition Exchange Program does not

guarantee acceptance to a member institution or insure a scholarship. Applicants must complete

the “Application for Tuition Exchange Scholarship” form and return it to Human Resources not

later than October 31st.

Awardees must inform Human Resources no later than April 15th that they have been accepted

and have enrolled in a host institution. Scholarship winners who fail to meet this requirement will

forfeit their awards to an alternate on the waiting list.

Tuition Exchange Program Continuing Eligibility: Students will receive up to eight (8) semesters of

tuition. Continued participation depends upon yearly re-certification and continued full-time

employment.

Human Resources will verify and notify the employee/parent of the dependent’s continuing

eligibility. Human Resources and the host institution must be notified immediately if the awardee

takes a leave of absence or otherwise interrupts enrollment.

2.14.8.3 Reimbursement Accounts

Full-time faculty are eligible to take advantage of the health and/or dependent care reimbursement

accounts. To participate, employees estimate their predicted out-of-pocket medical and dependent

care expenses for the upcoming year and submit a Reimbursement Account enrollment form

126

(available from Human Resources and the Human Resources website) no later than December 31

for the following calendar year. The annual amount(s) are deducted in equal pre-tax amounts

throughout the following year. Enrollment in these programs is not automatic and must be

recalculated annually.

Once the expenses are incurred, a claim form is submitted and reimbursement occurs. Participating

employees submit documented qualified expenses to Human Resources during the year and

receive reimbursement checks for eligible expenses. Claims for eligible expenses during a calendar

year must be submitted for reimbursement by no later than March 31 of the following year. Note:

per IRS regulations, any funds that remain in the account after the March 31 deadline will be

forfeited, and any changes to these programs can only be made if qualified “life events” occur. For

additional information and legal definitions, contact Human Resources.

2.14.9 MISCELLANEOUS

College employees ordinarily are offered attendance to academic, cultural and artistic events,

student-sponsored events and athletic events on campus; attendance is either free or at reduced

prices. Normally faculty or staff I.D.’s are needed for most campus events.

The following policy may be of interest to Saint Mary’s faculty, but it is a policy outside the control

of Saint Mary’s. For more information about the Moraga School District Policy, please contact the

district directly:

Moraga School District Attendance Policy: A pupil whose parent or legal guardian is employed

within the boundaries of the Moraga School District is considered to have complied with residency

requirements (AB 2071). Admission to Moraga schools, however, is based on a review of space

availability, student's citizenship record, additional services required by the student, and any other

factors affecting the interest of the student or the District.

Certain organizations outside the College offer benefits to College employees. The Bookstore

offers staff discounts. Metro 1 Credit Union offers personalized banking services. A Bank of

America ATM is located in Ferroggiaro Hall for cash withdrawals. Some amusement parks and

local merchants offer discounts to College employees.

2.14.10 EMPLOYEE ASSISTANCE PROGRAM

See the Employee Handbook for details regarding the employee assistance program.

2.14.11 USE OF FACILITIES/DISCOUNTS

2.14.11.1 Athletic Facilities

Faculty and staff members may use designated athletic facilities. The Joseph Alioto Recreation

Center is available for those who have a membership. Contact the Assistant Director for Athletics

and Recreational Sports for hours of availability and further information.

2.14.11.2 Dining Facilities and Lounges

During the academic year, the Faculty/Staff lounge is available for faculty to use.

Faculty may also purchase meals in Oliver Dining Hall and in Café Louis. During the January term,

holidays, and summer months, these facilities are available on a limited basis. Faculty may purchase

a meal plan from Good Eating Company. The plan is in the form of “flex dollars”, may be used

at any one of the above-listed facilities, and provides discounts for meals.

2.14.11.3 Bookstore

The Bookstore, located in the Ferroggiaro Center, is operated by Barnes and Noble College

Bookstores Inc., and offers faculty and staff members a 10% discount on all purchases except for

127

film, food, magazines, and sundries, and items which are already on sale. Faculty are asked to show

their identification card before sales are rung in the register.

The Bookstore accepts special orders for books from faculty and staff. Faculty are urged to write

to the publisher for personal desk copies of textbooks. The Bookstore can help by supplying toll-

free phone numbers.

2.14.11.4 Ticket Discounts

Faculty and staff members are admitted without charge to most athletic events. Faculty and staff

members need only show their Saint Mary’s identification card for free admission to home baseball

games. For home basketball games, staff and faculty must pick up tickets 24 hours prior to game

time from the ticket office. Faculty and staff are allowed one free ticket per basketball game.

2.14.12 PARKING

Faculty automobiles which are parked on campus must display a current faculty parking sticker,

which must be obtained from the Public Safety department. Parking violations are subject to fines.

Failure to pay fines will be cause for the owner’s vehicle to be booted or towed. Parking violations

in fire lanes and zones for handicapped are subject to municipal laws as well as towing charges.

2.14.13 VOLUNTARY PROGRAMS

Pre-paid Legal Services provides confidential access to legal services through a selected and

monitored legal service network. Services include unlimited telephone consultations, letter and

phone calls on your behalf, review of documents, representation for moving traffic violations, IRS

audits, trial defense services and access to an attorney 24 hours a day 7 days a week in the event

either you or a family member is arrested or detained.

Voluntary Accident Insurance is offered by Mutual of. Enrollment in these programs is offered

during the open enrollment period with no medical verification or certification required if

enrollment occurs within the first 30 days of hire.

Voluntary Life Insurance is provided by Mutual of Omaha for those wishing to exceed the

College’s benefit. Employees may apply for additional life insurance amounts for themselves,

spouse and children at competitive prices and with the ability to convert these amounts to

individual coverage at separation.

2.15 TENURED AND TENURE TRACK FACULTY SALARY POLICY

2.15.1 FACULTY SALARY POLICY

2.15.1.1 Faculty Compensation Philosophy

Saint Mary’s College celebrates the three traditions which have sustained it since its earliest years:

liberal arts, Catholic and Lasallian. The College defends the goodness, dignity and freedom of each

person, and fosters sensitivity to social and ethical concerns. The College seeks faculty from

different social, economic and cultural backgrounds who come together to grow in knowledge,

wisdom and love. The faculty salary policy reflects the mission, traditions and values of Saint

Mary’s College of California as they relate to the larger world and to internal operations.

The College recognizes that it must attract and retain outstanding faculty who are committed to

the College’s mission and to their own personal and professional growth. Thus, the College is

committed to paying salaries according to the guiding principles of equity (internal fairness),

stewardship (financial/fiscal prudence), and market forces (external competitiveness) to sustain a

high-quality education.

The following principles, rooted in the College mission, guide the faculty salary policy:

128

- Enable faculty to support themselves and their dependents with dignity and an acceptable

standard of living.

- Attract faculty to come to Saint Mary’s College for reasons first and foremost aligned with the

mission. While an interest in the mission by the faculty is necessary for a strong institution,

the salary should be sufficient to attract and retain faculty in the San Francisco Bay Area.

- Recognize that the long-term financial viability of the College depends upon balancing

institutional values such as fairness and concern for individual dignity with fiscal prudence and

market competitiveness. In doing so, the faculty salary policy acknowledges that market forces

are neither irrelevant to compensation practices nor sufficient as the sole justification for

compensation practices.

- Specify the circumstances under which differential hiring will be utilized and state how

differential pay will be implemented. Favoritism will be expressly disqualified.

2.15.1.2 Salary Benchmarks

1. The College has a step system with six steps at the rank of Assistant Professor, seven steps at

the rank of Associate Professor, and 12 steps at the rank of Full Professor. The Assistant

Professor scale includes flexibility to pay up to 2 (two) percent above the normal

corresponding step at hire commensurate with qualifications to enable competitive offers.

This additional percentage is applied to each step of the Assistant scale only.

2. The College minimally aligns the mid-point of the Assistant Professor rank and third step of

the Associate Professor rank of base (or “on-scale”) faculty salaries with the average of median

salaries by disciplines (sans “hard-to-hire” disciplines) among our market peers (defined

below) adjusted for a Bay Area/Moraga cost of labor salary differential. The corresponding

Full Professor peer median is set between steps 7 and 8 of the 12-step scale. We recognize

that these benchmarks may constrain our ability to compete for top candidates in our applicant

pools.

3. Steps for all ranks will be 2 (two) percent.

4. The College should aim for internal fairness with a salary structure that is equitable across

ranks and that achieves progress toward meeting and maintaining the corresponding

benchmarks evenly across ranks.

5. Off-scale salary differentials shall be limited to a list of positions or “salary lines” designated

“hard to hire” based on market premiums and that is developed by the Provost, in consultation

with the Deans, and reported annually to the Academic Senate.

2.15.1.3 Salary Administration

1. The Provost’s Office annually reviews faculty salaries with the exception noted in the

contingent faculty disclaimer on the previous page. In light of the policy and the

benchmarks for each rank, and reports the findings to the Academic Senate. The Faculty

Welfare Committee reviews the annual report and, in consultation with the Provost, generates

salary proposal options to present to the Budget Committee. Such proposals may include

adjustments to the salary scale, salary supplemental amounts, course overload rates, stipends,

and other forms of fixed-rate compensation.

2. Competitiveness of faculty salaries is determined by comparison to a group of 39 other

institutions selected on the basis of similar Carnegie classification, funding, residential

characteristics, NCAA Division I athletics, endowments, and AACSB accreditation.

Additionally, all institutions in the WCC as well as 3 other Lasallian institutions are included.

The peers include the following: 1. Belmont University (Nashville, TN), 2. Bradley University (Peoria, IL), 3. Bryant University (Smithfield, RI),

4. Butler University (Indianapolis, IN), 5. California Lutheran University (Thousand Oaks, CA), 6. Campbell University (Buies Creek, NC), 7.

Canisius College (Buffalo, NY), 8. Drake University (Des Moines, IA), 9. Elon University (Elon, NC), 10. Fairfield University (Fairfield, CT),

129

2.1 Salary data are drawn, by disciplines, from the CUPA-HR (College and University Professional

Association for Human Resources) National Faculty Salary Survey database for the most

recent year available. Peer medians are average unweighted median by institution, and

calculated by CUPA-HR.

2.2 A geographic (i.e. Moraga/San Francisco Bay Area) salary differential of 16.4% is applied to

the average median salary by rank of our peer group. The basis for this differential is data from

the Economic Research Institute and is reassessed at each periodic review of the Salary Policy.

2.3 Since benchmark data for the coming fiscal year are not available, an estimated benchmark is

calculated by multiplying the rate of the three-year running average of most recently available

peer median increases to extant benchmarks for each year data are missing (generally 2 (two)

years).

2.4 Should the result of the process above deviate over time from the stated salary benchmarks

(either above or below), adjustments shall be made to return to the benchmarks as quickly as

feasible, as recommended by the Taskforce described below, and reported annually by the

Faculty Welfare Committee to the President and the Academic Senate.

3. Salary supplements will be administered by the Provost in consultation with the Deans. The

following protocols will be employed:

3.1 Salary supplements should be considered for individuals in disciplines which have a market

premium of at least 15% above the median salary at peer institutions at the time of initial

appointment. These individuals must have a terminal degree in that discipline and an

established or anticipated research program in that discipline.

3.2 Salary supplements shall be limited such that total salary does not exceed the median salary

earned by faculty at the same rank and in the same discipline at peer group institutions adjusted

for the Bay Area/Moraga cost of labor. This “cap” will be re-assessed at each periodic review

of the Salary Policy.

3.3 For proposals of new positions that are not in disciplines with a market premium and for

which a salary supplement is contemplated (e.g., an endowed Professor), the Faculty Welfare

Committee shall review and make a recommendation to the Provost in advance of approving

that position.

3.4 The CFO, working with Human Resources, prepares an annual report detailing the number

of salary supplements within each rank, and aggregate amount(s) expended for all

supplements. This report is included in the Provost’s annual faculty salary report.

4. Review of Faculty Salary Policy by the Faculty Salary Policy Taskforce (FSPT)

4.1 Every three years (next in 2022-2023), a Taskforce will review the policy implementation to

ensure fair and consistent implementation according to the above benchmarks and procedures

based on trends in actual vs. salary benchmarks over time. The Taskforce will be composed

of four members of the administration—the Provost, the Chief Financial Officer, the Chief

Human Resources Officer, and the Vice President for Mission; and four members of the

faculty—the Chair of the Academic Senate, the Chair of the Faculty Welfare Committee, and

11. Gonzaga University (Spokane, WA), 12. Iona College (New Rochelle, NY), 13. Le Moyne College (Syracuse, NY), 14. Lewis and Clark

College (Portland, OR), 15. Lewis University (Romeoville, IL), 16. Loyola Marymount University (Los Angeles, CA), 17. Loyola University

Maryland (Baltimore, MD), 18. Manhattan College (Bronx, NY), 19. Mercer University (Macon, GA), 20. Niagara University (Niagara

University, NY), 21. Providence College (Providence, RI), 22. Sacred Heart University (Fairfield, CT), 23. Saint Joseph's University

(Philadelphia, PA), 24. Seattle Pacific University (Seattle, WA), 25. Seattle University (Seattle, WA), 26. Stetson University (DeLand, FL), 27. St.

Mary's University (San Antonio, TX), 28. The University of Scranton (Scranton, PA), 29. University of La Verne (La Verne, CA), 30. University

of Portland (Portland, OR), 31. University of Puget Sound (Tacoma, WA), 32. University of Redlands (Redlands, CA), 33. University of San

Diego (San Diego, CA), 34. University of San Francisco (San Francisco, CA), 35. University of the Pacific (Stockton, CA), 36. Wagner College

(Staten Island, NY), 37. Whittier College (Whittier, CA), 38. Willamette University (Salem, OR), 39. Xavier University (Cincinnati, OH).

130

two additional members of the Faculty Welfare Committee. The Chair of the Faculty Welfare

Committee normally chairs the Taskforce. The results of the review of policy implementation

shall be reported to the President, the Academic Senate, and the Board of Trustees.

5. Every six years (next in 2025-2026) the aforementioned Taskforce shall review all aspects of

the policy to ascertain if it is meeting the needs of the College and its mission. Findings and

recommendations from the review of the policy will be reported to the President, the

Academic Senate, and the Board of Trustees.

2.15.2 SALARY SCALE FOR TENURED AND TENURE TRACK FACULTY

Tenured and Tenure-Track Faculty Salary Scale

The annual salary scale matrix designates a salary scale I for those faculty without the terminal

degree (normally, the doctorate), and a scale II for faculty who possess the earned terminal degree

(normally, the doctorate). The vertical steps each represent one year of credited experience.

When a member of the faculty has completed all requirements for the terminal degree and has

been officially notified by the conferring university, the faculty member shall present such

documents to the Dean of the School and shall move from I to II in the salary scale with the

commencement of the contract period or February 1, whichever date is nearest in time.

Initial placement on the full-time faculty salary scale is determined by the Provost in consultation

with the Dean of the School and chair of the department, as appropriate.

All full-time faculty salaries are paid over a 12-month period in 26 equal bi-weekly payments. All

part-time salaries are paid over an applicable period determined by their Academic Dean and the

Associate Vice President of Human Resources.

A scale increase for each step is given per year as for full-time salaries, with Trustee approval.

Advancement is made with the commencement of the contract period or February 1.

SAINT MARY’S COLLEGE

TENURED AND TENURE TRACK FACULTY SALARY SCALE

2023-24

Assistant

Associate

Full

Step

75,522

79,875

87,256

92,286

104,768

77,032

81,473

89,001

94,131

106,863

78,573

83,102

90,781

96,014

109,001

80,152

84,773

92,597

97,934

111,181

81,755

86,468

94,449

99,893

113,404

83,391

88,197

96,338

101,891

115,672

98,264

103,929

117,986

120,357

122,764

125,220

127,724

130,278

12b

132,884

131

2.16 TENURED AND TENURE TRACK FACULTY GRIEVANCE

For the grievance process governing bargaining unit faculty members, see Article #19: Grievance

and Arbitration of the Collective Bargaining Agreement.

2.16.1 INTRODUCTION

1. The grievance procedure provides an individual with faculty status a procedure by which to

have their grievance heard in a fair, predictable manner which permits the participation of

their colleagues. The goal of the procedure is to affect the timely and equitable settlement of

the grievance.

2. The grievance procedure is used to settle disputes between faculty members and other faculty

members or between faculty members and academic administrators. The following are

grievable issues:

a. alleged inadequate consideration and/or alleged violations of academic freedom by the

Rank and Tenure Committee, the Provost, or the President in tenure and promotion

recommendations and/or decisions (see section 2.16.3);

b. alleged inadequate consideration and/or alleged violations of academic freedom in

reappointment recommendations and/or decisions not involving the Rank and Tenure

Committee (see section 2.16.4);

c. all other grievances not involving the rank and tenure review process which allege errors

in policies, errors in carrying out policies or procedures, or violations of academic freedom

(see section 2.16.4);

d. alleged violations of equal employment opportunity policies. (Cases of alleged harassment

(other than sexual) or discrimination on the basis of race, color, religion, national origin,

ancestry, marital status, gender, sexual orientation, age (40 years or older), medical

condition, or physical or mental disability are dealt with through the Human Resources

Department.)

2.16.2 PROCEDURES THAT APPLY TO ALL GRIEVANCES

1. Grievances must be initiated in writing within twenty (20) school days of the alleged offense.

For a definition of "school days" see section 2.16.2(9).

a. Grievances where neither the Provost nor the President is a party in the grievance are

initiated in the Office of the Provost.

b. Grievances where the Provost is a party in the grievance are initiated in the Office of the

President.

c. Grievances where the President is a party in the grievance are initiated in the Office of the

President.

d. Grievances involving equal employment opportunity and/or the College’s non-

discrimination policies are initiated with the Vice President of Student Life, who also

serves as the College’s Title IX Coordinator. Complaints involving allegations of sexual

harassment are reported to and investigated by the Associate Vice President of Human

Resources (see section 2.9.3.1 Policy Prohibiting Discrimination, Harassment (including

Sexual) and Retaliation).

2. The Provost or the President can designate another individual to receive grievances or to act

in their place in discharging any responsibilities assigned to either of these parties under these

procedures.

132

3. The faculty member initiating the grievance is responsible for presenting a clear, coherent,

well-documented, well-argued case to the Grievance Committee. The Committee does not

formulate the case for the grieving faculty member.

4. When filing a written grievance, the faculty member initiating the grievance must cite the

Faculty Handbook section number under which the faculty member is grieving.

5. Whenever a faculty member is participating in the grievance process the faculty member may

be accompanied or represented by a colleague who serves without prejudice or fear of reprisal.

6. When required, written notification must be received by the school day indicated in the

grievance procedure. Notification will be made by certified mail. All parties are responsible for

providing accurate information to either the President or the Provost as to how they may be

reached.

7. When deadlines are identified in the grievance procedure, the parties have until 3:00pm on the

designated school day to complete the required activity.

8. If all parties to the grievance believe their time could be profitably extended beyond a time

limit outlined in the grievance procedure, they can agree to an extension by defining it in

writing before the original time limit elapses. Extension should be for no more than double

the original time allocated for the activity, unless extraordinary circumstances occur such as

prolonged illness or a sabbatical.

9. All references to "school days" in the grievance procedures refer to days on which regular

undergraduate scholastic year classes are scheduled (including the week of final examinations),

according to the official academic calendar. This definition of "school days" applies to all

faculty members regardless of the program in which they teach. In particular, undergraduate

vacation days and the undergraduate summer vacation period do not count as school days

even though faculty in some programs (e.g., graduate business, education, etc.) teach during

these times.

10. A grievance will be considered beginning with Step I of the procedure and continuing in

established order until a settlement has been reached or a decision has been accepted by all

parties to the grievance or the last step has been fully implemented.

11. If a settlement has not been reached or a party to the grievance is dissatisfied with the decision

made, the party may make an appeal which brings the case to the next step. A decision is final

if it is not appealed within given time limits or if no further appeal can be taken under this

procedure.

12. After commencement of a grievance procedure, additional grievances or alterations in the

original grievance require that the procedure begin again.

13. When the steps in this process require a Grievance Committee, the committee is created

following the procedure in Faculty Handbook Section 1.7.4.1. All five members of the

Grievance Committee must be present at all deliberation meetings, and all five must vote. No

abstentions are allowed.

14. At the conclusion of grievances involving the Rank and Tenure Committee, the chair of the

Grievance Committee will meet with the chair of the Rank and Tenure Committee to discuss,

without violating the confidentiality of the grievance process or the privacy of the individual(s)

involved, the ways in which such a grievance might be avoided in the future.

133

2.16.3 GRIEVANCES ARISING FROM ALLEGED INADEQUATE CONSIDERATION

AND/OR ALLEGED VIOLATIONS OF ACADEMIC FREEDOM BY THE RANK AND

TENURE COMMITTEE, THE PROVOST, OR THE PRESIDENT IN TENURE AND

PROMOTION RECOMMENDATIONS AND/OR DECISIONS

1. Grievances in which the Provost and/or the Rank and Tenure Committee arrived at a negative

recommendation and where the President renders a negative decision are considered under

section 2.16.3.1.

2. Grievances in which both the Provost and the Rank and Tenure Committee arrived at positive

recommendations but in which the President renders a negative decision are considered under

section 2.16.3.2.

3. Grievances in which a faculty member is not reappointed and where the non-reappointment

does not involve the Rank and Tenure Committee are considered under section 2.16.4.

2.16.3.1 Grievances in cases of a negative rank and tenure decision by the Rank and Tenure Committee

and/or the Provost and where the President renders a negative decision

See Figure 1 for a time line of this section.

1. If the President renders a negative decision in agreement with a negative decision by the Rank

and Tenure Committee and/or the Provost, the faculty member may grieve the decision.

2. A written petition alleging inadequate consideration and/or a violation of academic freedom

shall be sent to the President within twenty (20) school days of the postmarked date of the

President’s notification. Within five (5) school days the President will forward the petition to

the Provost and to the Chair of the Academic Senate who will refer it to the Grievance

Committee. See section 2.16.2(4) for the requirements of written notification.

3. See section 2.16.2 for procedures that apply to all grievances.

Maximum time line since grievance occurred: 25 school days

Step I Informal Discussion

There is no informal step in this procedure. Informal consultation with the Provost takes place

before the recommendations of the Rank and Tenure Committee and the Provost are forwarded

to the President for the President’s consideration. The filing of a grievance in cases of inadequate

consideration and/or a violation of academic freedom in promotion and/or tenure decisions is

immediately referred to the Grievance Committee.

Step II Grievance Committee Procedure

1. The chair of the Academic Senate will ensure that a Grievance Committee is constituted within

ten (10) school days from the receipt of the request. The decision of the Grievance Committee

must be rendered within thirty (30) school days from the constitution of the committee.

If the complaint is received fewer than thirty (30) school days before the end of the academic

year, the chair of the Academic Senate shall assign it to a Grievance Committee within twenty

(20) school days after the commencement of the next academic year. The Chair of the

Academic Senate will insure that the committee is operative within ten (10) school days from

assignment to the committee.

2. The Grievance Committee will determine whether the recommendation of the Rank and

Tenure Committee and/or the Provost may have been the result of inadequate consideration

of the case in terms of the rank and tenure standards of the College and/or a violation of

academic freedom. The Grievance Committee should not judge the merits of the case. Rather,

the Committee should decide whether on its face, a case for reconsideration by the Rank and

Tenure Committee or the Provost has been made by the grievant.

134

3. The members of the Grievance Committee who are considering the case will have access to

the confidential material which is available to members of the Rank and Tenure Committee

and the Provost for the case being grieved. They shall also have access to those portions of

the minutes of the meeting(s) in which the grievant’s case was discussed. At the sole discretion

of the Grievance Committee, should the members find some information ambiguous or

contradictory, the Committee may write to the individual(s) and solicit written responses(s)

from the individual(s) who has information concerning the case for the purpose of clarification

of ambiguous or contradictory information. The Grievance Committee is bound by the same

confidentiality that binds the Rank and Tenure Committee.

4. The Grievance Committee shall consider only whether the information available to the Rank

and Tenure Committee was adequate to support its decision and whether it was viewed only

in the light of relevant standards.

5. The Grievance Committee will provide a written decision within thirty (30) school days from

the constitution of the Committee. Copies will be provided to the faculty member, the Rank

and Tenure Committee, the Provost, and the President of the College. If the Grievance

Committee believes that the faculty member has no valid grievance, this shall be the final step

in the faculty member's grievance.

6. If the Grievance Committee believes that the faculty member has a plausible case for

reconsideration, it will direct the Rank and Tenure Committee (sitting at the time of the

direction) and/or the Provost to reconsider. The Grievance Committee will indicate in what

respects it believes the consideration may not have been adequate. If the Grievance Committee

finds that information in a specific area was unavailable, insufficient, or inaccurate, it will direct

that such information be supplied or corrected through the Office of Academic Affairs and

be submitted to the Rank and Tenure Committee for its reconsideration of the case.

7. The records of the Grievance Committee will be kept in a confidential file in the Office of the

President. These records will be kept separate from any personnel files.

Maximum time line since grievance occurred: 65 school days

8. If so directed, the Rank and Tenure Committee, and/or the Provost, will reconsider the case

in light of the Grievance Committee's written decision and provide the President with their

recommendations within thirty (30) school days of the directive. If the directive is submitted

when there is no active Rank and Tenure Committee, the appeal will be held over until there

is a new Rank and Tenure Committee. This new Rank and Tenure Committee, and/or the

Provost, will consider the case and provide the President with their recommendations within

thirty (30) school days after the committee is constituted.

Maximum time line since grievance occurred: 95 school days

9. The President will have ten (10) school days after receipt of the Rank and Tenure Committee's

and/or the Provost’s recommendations to render a final decision on the case. The President

will state their reasons in writing to the faculty member.

Maximum time line since grievance occurred: 105 school days

135

2.16.3.2 Grievance in Case of a Negative Rank and Tenure Decision by the President in Opposition to a

Positive Recommendation by the Rank and Tenure Committee and the Provost

See Figure 2 for a time line of this section.

1. If the President renders a negative decision in opposition to positive recommendations by

both the Rank and Tenure Committee and the Provost, the faculty member may appeal the

decision.

2. A written notification alleging inadequate consideration and/or a violation of academic

freedom shall be sent to the President within twenty (20) school days of the postmarked date

of the President’s notification.

The written notification, at this stage, can be very brief, indicating the nature of the alleged

grievance and the parties involved. See section 2.16.2(4) for the requirements of written

notification.

3. See section 2.16.2 for procedures that apply to all grievances.

Maximum time line since grievance occurred: 20 school days

Step I Informal Discussion

1. Following the receipt of the written notification, the President shall call for a meeting between

the parties to the grievance to take place not later than ten (10) school days after the written

notification is received.

2. Successful resolution of the grievance through informal dialogue is encouraged. The formal

grievance procedure is time consuming, costly, and often divisive and should only be used if

informal channels of resolution have been exhausted.

136

3. In order to promote candor and informality and to maximize the opportunity for reaching a

resolution, both parties to the discussion are encouraged to agree, at the outset, to sign a

confidentiality agreement such as the following:

"Information that is shared during the informal discussion cannot be used by either party

should the process proceed to the next stage."

If either party does not sign such an agreement, the discussions will be presumed to be open,

that is, can be utilized by either party should the process proceed to the next stage. Both parties

can, of course, at the conclusion of the informal discussion agree in writing to restrict the use

in later stages of all or any parts of their discussions.

4. Informal discussions may continue until the appeal is settled or until the passage of ten (10)

school days from the date of the first informal discussion, whichever occurs first, unless

otherwise provided by all parties in writing. See section 2.16.2.6.

Maximum time line since grievance occurred: 40 school days

Step II Grievance Committee

If no resolution occurs at Step I, the faculty member may request a consideration by the Grievance

Committee. The faculty member must give the Chair of the Academic Senate, for delivery to a

Grievance Committee and the President, a written complaint explaining specifically why the

President's decision is believed to be erroneous. The complaint and request for consideration by

the Grievance Committee must be received by the chair of the Academic Senate within fifteen (15)

school days after the completion of the informal discussion. See section 2.16.2(4) for the

requirements of written notification.

Maximum time line since grievance occurred: 55 school days

Step III Grievance Committee Procedure

1. The Chair of the Academic Senate will insure that a Grievance Committee is constituted within

ten (10) school days from the receipt of the request. The decision of the Grievance Committee

must be rendered within thirty (30) school days from the constitution of the Committee.

If the complaint is received fewer than thirty (30) school days before the end of the academic

year, the Chair of the Academic Senate shall assign it to a Grievance Committee within twenty

(20) school days after the commencement of the next academic year. The Chair of the

Academic Senate will insure that the Committee is operative within ten (10) school days from

assignment to the committee.

2. The Grievance Committee shall then review the written complaint, recommendations of the

Rank and Tenure Committee and the Provost and the statement of reasons by the President,

and any other pertinent material that the Committee gathers. If the Grievance Committee

decides by majority vote the consideration by the President was prima facie inadequate or a

prima facie violation of academic freedom, it will ask the President to reconsider.

Maximum time line since grievance occurred: 95 school days

3. The President has ten (10) school days to reconsider their decision and inform the faculty

member in writing of their final decision and supporting reasons. During this period the

President may confer with either the grievant and/or the Grievance Committee. In cases

involving inadequate consideration, the decision of the President is final. In cases involving

academic freedom only, the grievant may appeal the decision.

Maximum time line since grievance occurred: 105

Step IV Appeal to the Board of Trustees

1. In cases involving academic freedom only, a party dissatisfied with the decision rendered by

the President may appeal to the Board of Trustees or to a committee thereof. The party must

137

submit a written complaint to the chair of the Board of Trustees specifying why the decision

of the President is believed to be erroneous and the redress sought. The chair of the Board of

Trustees will forward a copy of the written complaint to the President. The complaint must

be received within fifteen (15) school days of the decision by the President. See section

2.16.2(4) for the requirements of written notification.

2. The Board of Trustees or a committee created at the discretion of the chair of the Board will

have forty-five (45) school days for deliberation and to render a final decision on the case. A

copy of the decision shall be distributed to both parties.

Maximum time line since grievance occurred: 165 school days.

2.16.4 GRIEVANCES THAT ALLEGE ERRORS IN POLICY NOT INVOLVING THE RANK

AND TENURE REVIEW PROCESS, ERRORS IN CARRYING OUT POLICIES OR

PROCEDURES NOT INVOLVING THE RANK AND TENURE REVIEW PROCESS,

VIOLATIONS OF ACADEMIC FREEDOM NOT INVOLVING THE RANK AND

TENURE REVIEW PROCESS, OR INADEQUATE CONSIDERATION AND/OR

VIOLATION OF ACADEMIC FREEDOM IN REAPPOINTMENT RECOMMEND-

ATIONS AND/OR DECISIONS NOT INVOLVING THE RANK AND TENURE

REVIEW PROCESS.

1. Grievances to which the President is not a party are considered under section 2.16.4.1.

2. Grievances to which the President is a party are considered under section 2.16.4.2.

138

2.16.4.1 Grievances to Which the President Is Not a Party That Allege Errors in Policy Not Involving the

Rank and Tenure Review Process, Errors in Carrying Out Policies or Procedures Not Involving

the Rank and Tenure Review Process, Violations of Academic Freedom Not Involving the Rank

and Tenure Review Process, or Inadequate Consideration and/or Violations of Academic

Freedom in Reappointment Recommendations and/or Decisions Not Involving the Rank and

Tenure Review Process.

See Figure 3 for a time line of this section.

1. If the faculty member desires to file a grievance under section 2.16.4.1, the faculty member

shall within twenty (20) school days of the alleged error or violation assure that a written

petition is received by the Provost stating the grounds upon which the faculty member bases

their grievance and the redress sought. If the grievance is against the Provost, the grievant will

assure that within twenty (20) school days of the alleged error or violation the written petition

is received by the President.

The written notification, at this stage, can be very brief, indicating the nature of the alleged

grievance and the parties involved. See section 2.16.2(4) for the requirements of written

notification.

2. See section 2.16.2 for procedures that apply to all grievances.

Step I Informal Discussion

1. Following the receipt of the written notification, the Provost or the President shall call for a

meeting with the parties to the grievance to take place not later than ten (10) school days after

the written notification is received.

2. Resolution of the grievance through informal dialogue is encouraged. The formal grievance

procedure is time consuming, costly, and often divisive and should only be used if informal

channels of resolution have been exhausted.

3. In order to promote candor and informality and to maximize the opportunity for reaching a

resolution, both parties to the discussion are encouraged to agree, at the outset, to sign a

confidentiality agreement such as the following:

"Information that is shared during the informal discussion cannot be used by the process

proceed to the next stage."

If either party does not sign such an agreement, the discussions will be presumed to be open,

that is, can be utilized by either party should the process proceed to the next stage. Both parties

can, of course, at the conclusion of the informal discussion agree in writing to restrict the use

in later stages of all or any parts of their discussions.

4. Informal discussions may continue until the grievance is settled or until the passage of ten (10)

school days from the date of the first informal discussion, whichever occurs first unless

otherwise provided by all parties in writing. See section 2.16.2(6).

Maximum time line since grievance occurred: 40 school days

Step II Written Complaint of Grievance

1. Within fifteen (15) school days from the terminal date of the informal discussion, the grievance

and redress sought must be submitted as a formal complaint in writing to the Provost together

with a copy to the other party to the grievance, who will then have ten (10) school days from

the receipt of the copy to answer the complaint in writing to the Provost. If the Provost is a

party to the grievance, the written complaint must be submitted to the President. See section

2.16.2(4) for the requirements of written notification.

The Provost, or in cases where the Provost is a party to the grievance, the President, shall then

consider the written complaint and the answer to the complaint, together with any oral or

139

written statements and other pertinent data the Provost (respectively, the President) may seek

or require, and make their decision in writing with a copy to each party to the grievance, not

later than thirty-five (35) school days from the terminal date of the informal discussions. See

section 2.16.2(4) for the requirements of written notification.

Maximum time line since grievance occurred: 75 school days

Step III Grievance Committee

1. A party to the grievance who is dissatisfied with the decision of the Provost or President and

who desires the Chair of the Academic Senate to convene a Grievance Committee, must give

the Chair, for delivery to the Grievance Committee, a written complaint explaining specifically

why the decision is believed to be erroneous, and request consideration by the Grievance

Committee. The complaint and request must be received by the Chair of the Academic Senate

within fifteen (15) school days after the decision by the Provost or President. The Chair of the

Academic Senate will insure that the committee be constituted within ten (10) school days

from receipt of the request. See section 2.16.2(4, 6) for the requirements of written

notification.

If the complaint is received fewer than thirty (30) school days before the end of the academic

year, the Chair of the Academic Senate shall assign it to the Grievance Committee within

twenty (20) school days after the commencement of the next academic year. The Chair of the

Academic Senate will insure that the committee is operative within ten (10) school days from

assignment to the committee.

2. The Grievance Committee:

a. Shall ascertain that Steps I and II were unsuccessful in bringing about a settlement;

b. May at any time during the process:

i. Confer with any members of the College community appropriate to the case. Any

person serving as a conferee serves without prejudice or fear of reprisal.

ii. Decline to review the case for jurisdictional reasons or because the grievance has

become moot and shall submit a written report of the reason for refusal.

iii. Engage in additional fact-finding, suggest policy changes, and decide what redress, if

any, is due to the grievant.

c. Shall render a decision in the case by means of a majority vote.

d. Shall preserve the confidentiality of the proceedings. Meetings are not public.

e. Shall deliver to the Office of the President the records of the Grievance Committee and

all related documentation. These records will be kept in a confidential file in the Office of

the President, separate from any personnel files.

3. The Grievance Committee must notify the parties of its decision within thirty (30) school days

from the constitution of the Committee.

Maximum time line since grievance occurred: 130 school days

Step IV Appeal to President

1. A party dissatisfied with the decision rendered by the Grievance Committee may appeal to the

President of the College. The party must submit a written complaint, specifying why the

decision by the Grievance Committee is believed to be erroneous and the redress is being

sought. The complaint must be received within fifteen (15) school days of the decision by the

Grievance Committee. See section 2.16.2(4) for the requirements of written notification.

2. The President will have ten (10) school days to render a final decision on the case. A copy of

the decision shall be distributed to both parties. The President's decision shall be final.

140

Maximum time line since grievance occurred: 155 school days.

2.16.4.2 Grievances to Which the President Is a Party That Allege Errors in Policy Not Involving the Rank

and Tenure Review Process, Errors in Carrying Out Policies or Procedures Not Involving the

Rank and Tenure Review Process, Violations of Academic Freedom Not Involving the Rank and

Tenure Review Process, or Inadequate Consideration and/or Violation of Academic Freedom in

Reappointment Recommendations and/or Decisions Not Involving the Rank and Tenure Review

Process.

See Figure 4 for a time line of this section.

1. If the faculty member desires to file a grievance under section 2.16.4.2, the faculty member

shall within twenty (20) school days of the alleged error submit a written petition to the

President stating the grounds upon which the faculty member bases their grievance and the

redress sought.

The written notification, at this stage, can be very brief, indicating the nature of the alleged

grievance and the parties involved. See section 2.16.2(4) for the requirements of written

notification.

2. See section 2.16.2 for procedures that apply to all grievances.

Step I Informal Discussion

1. Following receipt of the written notification, the President shall call for a meeting between the

parties to the grievance to take place not later than ten (10) school days after the written

notification is received.

2. Resolution of the grievance through informal dialogue is encouraged. The formal grievance

procedure is time consuming, costly, and often divisive and should only be used if informal

channels of resolution have been exhausted.

3. In order to promote candor and informality and to maximize the opportunity for reaching a

resolution, both parties to the discussion are encouraged to agree, at the outset, to sign a

confidentiality agreement such as the following:

141

"Information that is shared during the informal discussion cannot be used by either party

should the process proceed to the next stage."

If either party does not sign such an agreement, the discussions will be presumed to be open,

that is, can be utilized by either party should the process proceed to the next stage. Both parties

can, of course, at the conclusion of the informal discussion agree in writing to restrict the use

in later stages of all or any parts of their discussions.

4. Informal discussions may continue until the grievance is settled or until the passage of ten (10)

school days from the date of the first informal discussion, whichever occurs first unless

otherwise provided by all parties in writing. See section 2.16.2(6).

Maximum time line since grievance occurred: 40 school days

Step II Appeal to the Board of Trustees

1. If no resolution occurs at Step I, the Faculty member may appeal to the Board of Trustees or

to a committee thereof created at the discretion of the Chair of the Board. The party must

submit to the chair of the Board of Trustees a written complaint and the redress sought. The

Chair of the Board of Trustees will forward a copy of the written complaint and the redress

sought to the President. The complaint and the redress sought must be received within fifteen

(15) school days of the end of Step I. See section 2.16.2(4) for the requirements of written

notification.

2. The Board of Trustees or a committee thereof created at the discretion of the chair of the

Board will have thirty (30) school days for deliberation and to render a final decision on the

case. A copy of the decision shall be distributed to both parties.

Maximum time line since grievance occurred: 85 school days.

142

3. ACADEMIC POLICIES AND SERVICES

3.1 CLASSROOM POLICIES

3.1.1 ACADEMIC HONESTY POLICY, VIOLATIONS, PROCEDURES, AND PENALTIES

3.1.1.1 Academic Honesty

Saint Mary’s College expects every member of its academic community to promote and abide by

ethical standards, both in conduct and exercise of responsibility toward other members of the

community. Absolute honesty must be adhered to at all times if the integrity of scholarship and

the reputation of the College are to be maintained. Academic dishonesty is a serious offense at the

College because it undermines the bonds of trust and honesty between members of the community

and defrauds those who may eventually depend upon the community’s integrity and knowledge.

Any work that a student undertakes as part of progress toward a degree or certification must be

the student’s ownß unless the relevant instructor specifies otherwise. That work may include

examinations, whether oral or written, oral presentations, homework, laboratory exercises, papers,

reports, and other written assignments. Whenever possible, an instructor should specify the rules

that students are to follow in completing these assignments. In written work other than

examinations, a student must clearly indicate the sources of information, ideas, opinions, and

quotations that are not the student’s.

Academic dishonesty as identified below is clearly distinguished from the free discussion and

interchange of ideas among students and faculty, one of the most important benefits of academic

life. The College encourages such discussions and interchanges in every possible way.

All Saint Mary’s College students, faculty, and staff are bound by the Academic Honor Code. The

Code is the same for all members of the community; however, there are some procedures that

apply specifically to the nontraditional undergraduate programs and the graduate programs based

on the needs and practices of those programs that differ from the procedures for the traditional

undergraduate programs. The student handbooks for each program in the College detail these

procedures (see the “Oversight and Sanctions” section below).

The faculty have a special role in upholding academic honesty and an ongoing responsibility for

formulating policies that promote it. Any revision of the Academic Honor Code’s provisions and

procedures will involve faculty review at every appropriate level.

Note: Disciplinary action taken under the Academic Honor Code procedure is independent of the

awarding of grades (an academic matter), and provisions of this procedure cannot be used for

changing awarded grades.

Academic Honor Code

Saint Mary’s College expects every member of its community to promote and abide by ethical

standards, both in conduct and exercise of responsibility towards other members of the

community. Academic Honesty must be demonstrated at all times to maintain the integrity of

scholarship and the reputation of the College. Academic dishonesty is a serious violation of College

policy because, among other things, it undermines the bonds of trust and honesty between

members of the community and betrays those who may eventually depend upon the College’s

academic integrity and knowledge.

As an expression of support for academic integrity throughout the Saint Mary’s learning

community and as an administrative tool to discourage academic dishonesty, Saint Mary’s has

implemented an Academic Honor Code. The Academic Honor Code has been approved by the

ASSMC Student Body, the Academic Senate, the Provost and the President of Saint Mary’s

College.

Pledge

143

All students, by enrollment, are subject to the Academic Honor Code. As part of the orientation

process, traditional undergraduate students are also encouraged to sign a pledge to follow this

Academic Honor Code. The pledge reads as follows:

As a student member of an academic community based in mutual trust and responsibility, I pledge:

- to do my own work at all times, without giving or receiving inappropriate aid;

- to avoid behaviors that unfairly impede the academic progress of other members of my community; and

- to take reasonable and responsible action in order to uphold my community’s academic integrity.

Principles of Action

Individual Responsibility: It is the responsibility of every student and faculty member of the College

community to know and practice the tenets of the Academic Honor Code. If there is confusion

over the appropriateness of a particular action in light of the Code, or if a community member has

recommendations about how to amend or alter the Code, those questions and suggestions should

be addressed to the Academic Honor Council through the Academic Honor Code Coordinator,

or to the program director or dean for graduate and professional studies programs.

Community Responsibility: In addition to maintaining one’s own academic integrity, each member of

the academic community should strive to preserve and promote integrity among their peers. This

community empowers its members to take appropriate action in support of the Academic Honor

Code. If a student, faculty member, staff member, or administrator suspects a violation of the

Academic Honor Code, he or she should take action consistent with the Academic Honor Code

Procedures described below. Additional possible actions include:

- Actively encouraging academic integrity among one’s peers.

- Using moral suasion to avert a peer’s academic dishonesty.

- Alerting a faculty member to suspected violations of academic integrity.

- Educating one another regarding the responsibilities of academic integrity.

- Helping a faculty member maintain an environment that is conducive to integrity.

Violations

All violations of the Academic Honor Code are administered by the Academic Honor Council, or

program director or dean for graduate and professional studies programs. Members of the

academic community are presumed to be familiar with the procedures outlined for determining a

violation of the Academic Honor Code and, therefore, ignorance of the Code is not available as

an excuse for an alleged violation of it.

Forms of violations of the Academic Honor Code include, but are not restricted to:

In Examinations: unauthorized talking during an exam; use of “cheat sheets” or other

unauthorized course materials during an exam; having someone other than the student registered

in the course take an exam; copying from another student’s work; giving assistance to another

student without the instructor’s approval; gaining access to an exam prior to its administration;

informing students in other course sections of the contents of an exam; preparing answer sheets

or books in advance of an exam without authorization from the instructor; unauthorized

collaboration on a take-home exam; altering another person’s answers in the preparation, editing,

or typing of an exam; bringing unauthorized materials into an exam room.

On Papers and Class Assignments (understood as all work assigned in a course): submitting work

prepared by someone else as one’s own; using the thesis or primary ideas of someone else, even if

those ideas have been edited or paraphrased, without proper citation; plagiarizing words, phrases,

sections, key terms, proofs, graphics, symbols, or original ideas from another source without

appropriate citation; receiving unauthorized assistance in preparing papers, whether from

classmates, peers, family members, or other members of this or any other College community;

collaboration within a class or across sections of a class without the consent of the instructor;

144

preparing all or part of a paper for another student; intentional failure to cite a source that was

used in preparing the paper; citing sources that were not used or consulted to “pad” a bibliography;

citing sources out of another’s bibliography without having consulted those sources; re-using

previous work without the consent of the current instructor; providing a paper to another student

for any purpose other than peer editing or review; using unapproved sources in preparing a paper;

lying to an instructor to circumvent grade penalties; interference with access to classrooms,

computers, or other academic resources.

In Research: fabricating or falsifying data in any academic exercise, including labs or fieldwork;

using material out of context to inappropriately support one’s claims; sabotaging another person’s

research; using another researcher’s ideas without proper citation; taking credit for someone else’s

work; hoarding materials and/or equipment to advance one’s research at the expense of others.

In the Use of Academic Resources: destruction, theft, or unauthorized use of laboratory data,

research materials (including samples, chemicals, lab animals, printed materials, software,

computer technology, audiovisual materials, etc.); stealing or damaging materials from the library

or other College facilities; not returning materials when asked to do so; appropriating materials

needed by others such that their work is impeded; helping others to steal, hoard, destroy, or

damage materials.

In Academic Records: changing a transcript or grade in any unauthorized way; forging signatures

on College documents; willful public misrepresentation of achievements, whether academic,

athletic, honorary, or extracurricular; falsifying letters of recommendation to or from college

personnel; bribing any representative of the College to gain academic advantage; breaking

confidentiality about the proceedings of the Academic Honor Council, an Academic Review

Board, or an investigative committee in the graduate and professional studies programs.

In Community Participation: Engaging in conduct that, if found to have occurred, violates the

College’s Technology Use and Whistleblower policies.

These types of conduct constitute violations of the Academic Honor Code and will be considered,

if determined to have occurred, as acts of academic dishonesty. Any conduct that represents falsely

one’s own performance or interferes with that of another is academic dishonesty. Academic

dishonesty is distinguished from academic inadvertence which involves an act that might appear

to be a violation of the Academic Honor Code, but is determined to be without intention to

deceive. The Academic Honor Council, or the dean or program director for adult and graduate

programs, receives and considers all reports of conduct that is alleged to be a violation of the Code

and, thereafter, decides whether the alleged conduct, if determined to have occurred, constitutes

academic dishonesty or academic inadvertence. In cases of academic inadvertence, no charge of

academic dishonesty is made and the student is referred to the instructor for appropriate

resolution.

The Academic Honor Code is not intended to impede or inhibit the free exchange of ideas and

collaborative learning which are hallmarks of a Saint Mary’s education. The College supports and

encourages cooperative learning, group projects, tutoring, mentoring, or other forms of

interchange of ideas among students and faculty, one of the most important benefits of academic

life.

Traditional Undergraduate Students Oversight and Sanctions

For traditional undergraduate programs, the procedures for the administration of the Academic

Honor Code, the determination of violations, and the imposition of sanctions are overseen by the

Academic Honor Council. Specifics of the Academic Honor Council and its procedures are

detailed in the Undergraduate Student Handbook.

Graduate and Professional Studies Programs Oversight and Sanctions

The procedures for the administration of the Academic Honor Code, the determination of

violations, and the imposition of sanctions for students who have violated the Academic Honor

145

Code in adult and graduate programs are set forth in the Graduate and Professional Student

Handbook.

3.1.2 LETTER GRADES

The College defines undergraduate letter grades as follows: A, excellent; B, very good; C,

satisfactory; D, deficient; F, failing. Grading practices should reflect these definitions. While it is

recognized that there may be significant variations in student ability and performance from class

to class, department chairs should discuss grading practices with faculty who have a consistent

pattern of deviation from expected norms.

3.1.3 FINAL EXAMINATIONS AND PAPERS

3.1.3.1 Undergraduate Final Examinations and Papers

Final examination week is part of the 15-week Undergraduate academic term. Faculty may not

require of students the completion of final examinations, final papers or projects in lieu of

examinations, at any time through the last day of regularly scheduled classes, i.e., no such final

requirements (exams, papers or projects) may be imposed before the end of the last regular class

meeting of the term. During final exam week, students may not be required to submit final papers,

projects, or take-home exams before the time at which the class's final exam would have been

given according to the posted schedule, nor should these materials be submitted after that

scheduled time has passed. Faculty who do not conduct a final exam will use the scheduled time

for a final class meeting. Department chairs have the responsibility to see that the above policy is

maintained. Copies of final examination questions should be given to the chair for departmental

files. Final examination papers or term papers given in lieu of final examinations may be returned

to the student or should be kept on file by the instructor for at least one year. Both final

examinations and term papers are the property of the College.

3.1.3.2 Graduate and Professional Final Examinations and Papers

Final examinations are normally held during the last class period. Faculty who do not conduct final

exams are expected to use the scheduled time for a final class meeting. Department chairs have

the responsibility to see that the above policy is maintained. Copies of final examination questions

should be given to the chair for departmental files. Final examination papers or term papers given

in lieu of final examinations may be returned to the student or should be kept on file by the

instructor for at least one year. Both final examinations and term papers are the property of the

College.

3.1.4 MEETING CLASSES

Faculty are expected to meet their classes as scheduled or to notify the Dean of the School and

their department chair in case of sickness or other reasons for absence. It is the responsibility of

the faculty to work with the chair in ensuring that their classes are covered by colleagues if they

are absent one or more consecutive class periods. In the case of multiple absences, the chair will

inform the Dean of the School.

3.1.5 ORDER IN THE CLASSROOM

It is the faculty member’s responsibility to create and maintain in their classroom an atmosphere

conducive to serious academic pursuits. Hence, they may establish non-discriminatory norms for

classes that further these goals. The Vice President for Student Life should be consulted in cases

of serious disciplinary problems in student conduct.

146

3.1.6 CLASS ATTENDANCE POLICY FOR STUDENTS

Class attendance is an important obligation and an essential condition for successful academic

progress. Absences may seriously jeopardize the satisfactory completion of a course.

Faculty are responsible for establishing and communicating the attendance policy for a given

course. Faculty should indicate dates associated with significant or essential components of their

courses – such as exams, papers, projects, and field trips – on their course syllabus. Absences do

not excuse students from their academic responsibilities. Students are expected to meet all course

expectations on time, including any work assigned during an absence. Academic penalties for

absences depend upon the nature and the amount of work missed.

In the case of documented temporary illness, including mental health illness, that will affect

attendance for up to a two week span, students and faculty are encouraged to work collaboratively

to address how to keep up during absences that conflict with essential course activities. In case of

a longer-term illness, if a student is no longer able to complete the course successfully, the faculty

should refer students to their success coach to discuss a leave of absence.

The program, department, or faculty have the right to determine the maximum number of

absences that a student may have and pass the course. This maximum should correspond to the

number of absences that the program, department, or faculty deems will make it impossible for

the student to be able to achieve, or demonstrate achievement of, the course’s learning outcomes.

This maximum number of absences is to be stated in the syllabus.

A student who misses the first session of a course, even if pre-registered, may be administratively

withdrawn from the course to allow waitlisted students to enroll. Excessive absence can be a cause

for dismissal from the College.

3.1.6.1 Attendance Policy: Student Athletes

During the competition season, student-athletes are authorized to be absent from class meetings

for official athletic competitions. Students participating in intercollegiate competitions are

considered representatives of the College. Student-athletes and the Athletics Department are

responsible for providing official and timely documentation of competition dates to course

instructors.

These authorized absences do not excuse student-athletes from their academic responsibilities,

and student-athletes are expected to meet all course expectations. Student-athletes and faculty are

encouraged to work collaboratively to determine accommodations for authorized absences that

conflict with essential course activities. Faculty are not required to schedule additional contact

hours in order to accommodate authorized absences. The faculty member is the sole judge of the

appropriateness of an accommodation, as well as the academic penalty for any missed work or

participation that cannot be reasonably accommodated. If, in the opinion of the faculty, the

absences will interfere with the student’s ability to perform successfully in the course, the student-

athlete might be advised to drop the course.

Student-athletes may not miss class to attend team practices or workouts; this is explicitly stated

in and supported by NCAA policies. Faculty have no responsibility to allow the makeup of missed

work or participation due to practice, workouts, or any reason that is not an official athletic

competition.

Following the general attendance policy for all students, the program, department, or faculty have

the right to determine the maximum number of absences that a student may have and pass the

course. Since the maximum is based on achieving the course learning goals, the maximum number

of absences – the total of authorized and unauthorized absences – is the same for student-athletes

and non-student-athletes.

147

3.1.7 CREDIT-HOUR POLICY

Saint Mary’s College of California follows federal guidelines that measure for all courses and

programs the amount of time students engage in coursework dedicated to achieving intended

learning outcomes.

Standard Policy: In order to receive one unit of credit, students will be expected to engage in three

hours of work per week in semester-length seminar and lecture courses. Approximately one-third

of student time should be in the form of direct faculty instruction. In a quarter term, one unit is

defined as 30 academic hours of student work per term with approximately one-third in the form

of direct faculty instruction.

Equivalencies to the Standard Policy: In some cases, the ratio of contact to non-contact activity may be

adjusted in order to achieve learning outcomes according to pedagogical standards in a particular

area of study. Courses requiring more than the amount of contact time described in the standard

policy (such as laboratory courses, language courses, studio courses and practica) may require

commensurately less non-contact time than others. Courses requiring less than the standard

amount of contact time (such as independent studies, internships, service-learning courses and

courses utilizing online or hybrid instruction) may require commensurately more non-contact time.

In all cases students should expect to have at least 45 hours of work per Carnegie unit of credit.

3.1.8 COURSE CONTENT AND DELIVERY

It is expected that individual instructors use pedagogical practices that they consider to be most

appropriate, based on their understanding of themselves, their students, and the content of the

course. At the same time, it is expected that the following be as consistent as is reasonably possible

across all sections of a course, independent of such things as the instructor and the type of

pedagogy used within the course (e.g. community engagement, face-to-face, online):

1. Criteria for student success, which shall be clearly communicated to students.

2. Faculty control and ownership of the substantive and intellectual content of their course-

related materials.

3. Office hours, which will remain consistent with current SMC practices and policies.

4. Faculty responsibility for the course, peer evaluation of the instructor, and student surveys of

the course.

5. Students responsibilities in adhering to academic standards and regulations governing

academic honesty and appropriate classroom behavior as outlined in the SMC Student

Handbooks, and course policies as outlined in course syllabi.

6. Privileges available to students, include instructional and technical support, advisement, library

support, and support for students with disabilities.

7. Technical support available to students.

3.1.9 TEACHING OF FAMILY MEMBERS

For the purposes of avoiding potential conflicts of interest, instructors shall endeavor to avoid

exercising academic responsibility over any student who is a family member. For purposes of this

policy, “family member” means the employee, spouse, registered domestic partner, parents,

children, and siblings. If such a situation arises, the instructor must disclose it to the Chair and the

Dean, who are responsible for addressing the situation, by, for example, assigning the student to

another section of the class or assigning another instructor grading and evaluation responsibilities.

148

3.2 REGISTRARIAL POLICIES

3.2.1 ACADEMIC CALENDAR

The college constructs and keeps a rolling five-year academic calendar. This includes the start and end

dates for each of the various semesters, terms, and quarters taught at the college, the academic and

non-academic holidays, and other important events (e.g. Commencements). All calendars, including

those for the undergraduate program, graduate programs, and professional programs, will respect the

non-Academic holidays of the college (as determined by the Director of Benefits in Human

Resources), the Credit-Hour Policy (see 3.1.7 Credit-Hour Policy), and will follows, as possible, the

guidelines adopted by the Academic Senate.

The Provost and Executive Vice President is responsible for the creation and maintenance of the

academic calendar. Each year Provost presents an updated five-year academic calendar to the

Academic Senate who review and approve the fifth year. The Registrar is responsible for publishing

the detailed undergraduate calendar, which will include important dates such as Add/Drop deadlines,

grading deadlines, advising and registration periods.

3.2.2 SUBMISSION OF GRADES

All faculty are required to submit mid-term grades (when applicable) and final grades. Faculty are

expected to submit grades by the deadline set by the Registrar. Since mid-term grades serve as a

progress report (and do not appear on the student’s permanent record), instructors are expected

to utilize the code numbers with unsatisfactory grades (D, F) as an indication to the student of

specific deficiencies. The Registrar’s office advises the Dean of the School when grades are not

submitted at the mid-term period.

3.2.2.1 Grade Changes

The policies on assigning an I grade (Incomplete) and on grade changes are specified in the College

Catalog. Petitions for the above are subject to approval by the Registrar.

3.2.3 UNDERGRADUATE FINAL EXAMINATION SCHEDULING

In order to reduce the possibility of a student having several hours of examination on the same

day, faculty are required to conduct such examinations in accordance with the following schedule

of final exam week. Final exams for courses meeting at 6:00pm or later, or in times not identified

in the schedule below, will take place on the first meeting date and time of finals week in their

assigned room.

UNDERGRADUATE FINAL EXAMINATION SCHEDULE

EXAMINATION DAYS: MONDAY, TUESDAY, WEDNESDAY, THURSDAY

REGULAR CLASS SCHEDULE

FINAL EXAMINATION

MWF 8:00 – 9:05 am or 8:15 – 9:05 am

Monday 8:00-10:00 am

MWF 9:15 – 10:30 am or 9:15 – 10:20 am or 9:15 – 10:05 am

Wednesday 8:00-10:00 am

MWF 10:40 – 11:55 am or 10:40 – 11:45 am or 10:40 – 11:30 am

Monday 10:30 am – 12:30 pm

MWF 12:05 – 1:20 pm or 12:05 – 1:10 pm or 12:05 – 12:55 pm

Wednesday 10:30 am – 12:30 pm

MW 1:30 – 3:10 pm or 1:30 – 2:45 pm

Monday 1:00-3:00 pm

MWF 3:20 – 5:00 pm or 3:20 – 4:35 pm or 3:20 – 4:10 pm

Wednesday 1:00-3:00 pm

MW 5:10 – 6:50 pm or 5:10 – 6:25 pm

Monday 3:30-5:30 pm

MW 7:00 – 8:40 pm or 7:00 – 8:15 pm

Monday 7:00-9:00 pm

149

TTh 8:00 – 9:40 am or 8:25 – 9:40 am

Tuesday 8:00-10:00 am

TTh 9:50 – 11:30am or 10:05 – 11:20 am

Thursday 8:00 – 10:00 am

TTh 11:40 am – 1:20 pm or 11:40am – 12:55 pm

Tuesday 10:30 am – 12:30 pm

TTh 1:30 – 3:10 pm or 1:30 – 2:45 pm

Thursday 10:30 am – 12:30 pm

TTh 3:20 – 5:00 pm or 3:20 – 4:35 pm

Tuesday 1:00 – 3:00 pm

TTh 5:10 – 6:50 pm or 5:10 – 6:25 pm

Tuesday 3:00 – 5:30 pm

TTh 7:00 – 8:40 pm or 7:00 – 8:15 pm

Thursday 3:00 – 5:30 pm

Faculty members with multiple sections of the same course may request a single examination time

from the Registrar's office.

3.3 LIBRARY

Saint Albert Hall, named for the 13th-century philosopher and theologian, houses the collections,

services, technologies, and staff. It also houses the Information Technology Service’s Center for

Teaching and Learning: EdTech and their drop-in Tech Bar. A summary of Library services to

support faculty teaching and research can be found on the Library’s home page under Services and

Support: Faculty Services

3.3.1 INSTRUCTIONAL SERVICES

Librarians provide instruction to students and faculty in the effective access, use and evaluation of

information, scholarly resources, and data. Librarians, in consultation with faculty, will develop

specialized and advanced library/research skills workshops or assignments that teach information

literacy and support your course learning outcomes. Contact your subject librarian to learn more.

3.3.2 RESEARCH ASSISTANCE

Your subject librarian can help you with identifying and finding materials for your research and

with information you many need as you prepare your promotion/tenure review materials. If you

need an answer fast, get individualized, personal research assistance seven days a week from a

professional librarian. No appointment is necessary. For more information, go to

http://www.stmarys-ca.edu/library/ask-us.

3.3.3 ELECTRIC INFORMATION RESOURCES

The Library's electronic information resources include the online catalog ALBERT, periodical

indexes, full-text resources, and interlibrary borrowing services for books, videos, and journal

articles. In addition, the Library has a collection of 45,000+ digital books (Ebrary). The books are

cataloged in Albert and accessible through the Library’s Databases web page. These resources are

available in the Library and throughout the SMC campus and remotely throughout the world via

the World Wide Web. An SMC email account and password is required to access these resources.

The ALBERT online catalog includes records for all the books in the library building, and records

for periodical titles, videos, media, and digital resources. More than 150 electronic databases

available on the campus network often include access to the full text of articles indexed, from over

57,713 periodicals. The library Web page (http://library.stmarys-ca.edu) also offers access to

internet resources for study and research selected by librarians and organized by discipline.

The Library is associated with the Online Computer Library Center (OCLC), which enables

librarians to locate and borrow books and periodicals from throughout the United States and

beyond.

150

3.3.4 ACCESS TO OTHER LIBRARIES

Full-time faculty are entitled to library privileges at UC Berkeley and the Graduate Theological

Union Library. See the Library’s Privileges page https://www.stmarys-ca.edu/library/services-

and-support/borrowing-policies/accounts-and-privileges. Most libraries at state-funded

institutions, including the California State Universities, University of California campuses, and

community colleges, allow the public to use materials on-site. For questions or assistance with

privileges at a particular institution not discussed above, contact the Library’s Head of Access

Services.

3.3.5 INTERLIBRARY LOAN AND DOCUMENT DELIVERY

Request books, films, and articles from other libraries across the nation or have material delivered

to your home or office. Inquire at the Service Desk or see https://www.stmarys-

ca.edu/library/interlibrary-loan.

3.3.6 FACULTY PHOTOCOPYING

Current Saint Mary’s faculty, or a designated assistant, may use the Library’s faculty copy card to

make a copy of non-circulating library material, such as pages or chapters from a reference book

or journal article. This card can be requested at the Circulation Desk. Multiple copies of material

for the classroom or to place on Reserve may be duplicated at the campus Duplicating Center.

3.3.7 COLLECTIONS AND CIRCULATION POLICIES

The Library supports faculty teaching and research and student learning. We purchase and license

a wide range of materials--books (fiction and nonfiction), journals, newspapers, databases, films,

DVD’s, streaming media and other scholarly and general resources. Many items are electronic and

available remotely. The Library has national and international cooperative lending/borrowing

relationships and can get most materials within a week. Faculty can have materials delivered to

their offices or scanned copies sent to an email address.

Special Collections are both print and electronic and include the Library for Lasallian Studies, the

Newman Collection and other historical research collections. See https://www.stmarys-

ca.edu/library/about-the-library/special-collections.

Most materials may be borrowed by faculty for a semester, subject to recall if needed by another

Saint Mary’s borrower. Some materials, particularly those borrowed from other libraries, have

different loan rules. Faculty may renew material up to three times, either in person, by phone, or

online using Albert, the Library’s online catalog under “My Account”. When material is overdue,

faculty will receive an email courtesy reminder. If not renewed or returned, the material will be

considered lost and faculty will be billed replacement costs. Please see the Borrowing Policies page

for more information https://www.stmarys-ca.edu/node/175586.

3.3.8 TEXTBOOK AND COURSE RESERVE STATUS

Material that is required or recommended for class, or is otherwise in high demand may be added

to the Textbooks on Reserve or the Reserve collections. For details about processing time,

http://www.stmarys-ca.edu/library/using-the-library/reserves.

Upon request by faculty, Access Services staff will place on Reserve course material for classes.

Material may be scanned and placed on electronic reserve for 24/7 access. Physical copies of

bound materials only may be placed on Reserve at the Service Desk. Placing items on Reserve

ensures students will have equitable access to this material. The physical Reserves are Collection,

which can be accessed in ALBERT, is located at the Circulation Desk and is available during the

hours the Library is open.

151

3.3.9 LIBRARY EXHIBITS

The scheduling of Library exhibits is coordinated by the Head of Access Services. Faculty members

interested in arranging for an exhibit should fill out the "Proposal for Library Exhibit" form

available at the front desk of the Library. Exhibit space fills up quickly, so please reserve as far in

advance as possible.

3.3.10 DIGITAL COMMONS

Saint Mary's College of California Digital Commons is an Institutional Repository service managed

by the Library that provides an electronic repository for academic, scholarly, and creative works,

administrative documents, electronic journals, and other content produced by and for the Saint

Mary’s community. Digital Commons currently houses the Undergraduate Course Catalog, as well

as the Faculty, Staff, and Student Handbooks. See: http://digitalcommons.stmarys-ca.edu/.

3.3.11 COLLEGE ARCHIVES

The Saint Mary’s College Archives collects, preserves, and provides access to records, publications,

and other documents pertaining to the history of the College to serve the research needs of the

College community and the public. The Archives collections include documents dating from the

founding of the College in 1863 in San Francisco, through its relocation to the “Brickpile” campus

in Oakland in 1889, to its move to the Moraga campus in 1928 and up to the present. For more

information, contact the Archivist at: archives@stmarys-ca.edu.

3.4 TECHNOLOGY USE POLICY

See the Employee Handbook for details regarding the technology use policy.

3.5 ADMINISTRATIVE ASSISTANCE

School administrative assistants are responsible to the Deans of the Schools, who, along with

department chairs, program directors, and faculty within the respective Schools, have priority in

the use of their services.

The services of the administrative assistants are generally restricted to matters concerning the

ordinary business of the College. Assistance is not provided for personal or private material or for

material which does not concern the School or professional development.

Administrative assistants are available to faculty, department chairs, and program directors for

such matters as preparation and distribution of correspondence, announcements,

department/program brochures, course syllabi, course policy and procedure information, and

examinations. Services are also available for the preparation of faculty development grant

applications, sabbatical proposals and reports, letters of recommendation, manuscripts and papers

accepted for oral presentation or written publication, etc. Other services may include the recording

of department or program meeting minutes, or the coordination of such functions as meetings

and various department/program events.

Final examination material to be typed must be submitted at least four working days prior to

examination time. For other material, a minimum of three working days must be allowed for

typing, although a longer time for completion should be expected on lengthy material.

3.6 STUDENT EMPLOYEES

Departmental budgets may include institutional funds to pay all of the salaries and/or Federal

College Work-Study matching portion of the salaries for readers, assistants, tutors or other student

employees. Details and regulations concerning advertising for, and hiring and payment of, student

employees may be obtained from the Career Center.

152

4. ADMINISTRATIVE POLICIES, SERVICES and FACILITIES

4.1 ADMINISTRATIVE POLICIES

4.1.1 ROOM RESERVATIONS

Reservation of campus facilities (with the exception of classrooms and athletic facilities) is done

through the Events and Conferences department. There is a distinction between College-

sponsored and College-hosted events.

Sponsored Events: Sponsored events are those which are part of the College program of studies and

which involve an audience comprised of 75% Saint Mary’s students, faculty and/or staff.

Hosted Events : Hosted events are those with which the College is associated or is collaborating but

whose primary audience is not comprised of Saint Mary’s students, faculty and/or staff. Hosted

events must be clearly indicated as such, and requests for them must be submitted on a College

memorandum (not an Internal Facility Reservation Request form). Hosted events are charged at one-

half the current rates for the facilities used, and paperwork submitted must provide the name of

an individual or organization to whom a regular Facilities Use Contract and request for insurance

coverage may be mailed. Reservations should be made as early as possible to avoid conflicts and

allow adequate time for publicity.

The reservation of classrooms is done through the Registrar’s office. Guest speakers, special

presentations, and combined classes must be scheduled in advance through the Events and

Conferences department if the regularly assigned classroom cannot accommodate them. The use

of the Soda Activity Center for regular classes is not permitted.

4.2 ADMINISTRATIVE SERVICES

4.2.1 DUPLICATING SERVICE

The Saint Mary’s Print Shop (Duplicating Center) provides printing, copying, collating, folding,

stapling, hole punching, binding, and other related work. Envelopes, stationery, and carbon-less

forms can also be done. The shop is open not only to the College personnel and students but to

the general public as well. A copier which can reduce and collate is available for general public use.

4.2.2 OUTGOING U.S. MAIL SERVICE

Daily pickups from campus offices are made twice a day starting at 9:00 AM and again at 12:00

PM. Any other outgoing mail must be delivered to the SMC Post Office located in the Post Office

building no later than 4:00 PM to be processed the same day. All outgoing mail must be

accompanied by billing slips and metering instructions, which are available upon request. Each

office is responsible for separating mail by category (local, foreign, etc.). All envelopes to be sealed

should have flaps up to be run through the postage machine. Like-sized pieces should be bundled.

Mail room personnel should be alerted for an early pick-up and processing of more than 100 pieces

by any single department. For further information, contact the SMC Post Office at (925) 631-4882.

4.2.2.1 Campus Mailboxes (Faculty and Administration)

The SMC Post Office is located in the Post Office building. Mailboxes for faculty and staff are

centralized here and can be accessed 24 hours a day. Any material which needs to be distributed

to the mailboxes can be left in the SMC Post Office. The mailboxes assigned to faculty and staff

are locked. Individuals may obtain their mailbox keys at the customer service counter. Keys must

be returned to the SMC Post Office if the individual ceases to be employed at the College. For

further information, contact the SMC Post Office at (925) 631-4882.

153

4.2.3 PAYROLL OFFICE

The Saint Mary’s College Payroll office is located on the first floor of Filippi Hall. Any payment

for services rendered either by a student, faculty member or administrative staff is paid through

this department. Payday is on the 15

and the last day of the month. All timesheet reporting is due

in this office by the 5

and/or the 20

of each month. All paychecks and all other incidental

payments are mailed the day before payday via the U.S. Postal Service. Direct deposit is available

and is the College’s preferred method for payroll. On payday, those electing direct deposit will

receive an email notice that their most current payroll information is available in GaelXpress.

4.2.4 TELEPHONE CALLS

The Saint Mary’s College telephone number is (925) 631-4000. College telephones are provided

for College business only. While reasonable use of College telephones for personal use is

permitted, excessive or abusive use is prohibited. Moreover, all long-distance calls must be billed

to the faculty member’s personal account as described below. Questions about telephone service

should be directed to the Telephone Services Manager.

Faculty who wish to reach students in the residence halls should dial the student’s four-digit

campus telephone number. In addition to on-campus calls, faculty office phones may be used to

make off-campus calls within Area Code 925. (Dial 9 plus number.)

For all calls off-campus dial 9 for local or 9+1+Area Code+7-digit number for long distance. For

credit card, collect or third-party calls, call 9+0+Area Code+7-digit number. Coin telephones are

also available for making personal calls. Faculty should advise persons who call them to dial their

number directly by using the prefix 631 plus their extension.

Individual Voice Mail is provided to all faculty and staff, even when a phone is shared. Voice Mail

must be set up by the user initially in order to function correctly. Instructions in the set-up and use

of Voice Mail are available from the IT Services Department and on-line on www.stmarys-ca.edu,

under the IT Services heading.

4.2.5 MAINTENANCE AND JANITORIAL SERVICE

Requests for service and information regarding scheduling of any janitorial, grounds, and/or

building maintenance services should be directed to the Facilities Services office. This includes

requests for cleaning, moving, set-ups, or ground use, as well as repairs or installation of any

equipment or services. Requests for remodeling, renovations, or new construction must be

accompanied by a Project Request form available in the Facilities Services office. To facilitate

scheduling, it is necessary to complete a Saint Mary's College Work Order Request and submit it

to the Facilities Services office. After 3:30 PM, emergency service may be requested through Public

Safety.

4.2.6 LOST AND FOUND

The College’s Lost and Found department is located at the Campus Security office. Inquiries may

also be made at the main entrance gate.

4.2.7 INFORMATIONAL SERVICES

4.2.7.1 Master Events Calendar

The Master Events Calendar, available on the College Web site can be used as a guide for scheduling

events and speakers in such a way as to keep events from competing for audiences and parking

spaces, and to help maintain a manageable traffic flow. Information to be included on this listing

should be submitted via the “Internal Facility Reservation Form” at least two weeks in advance.

No events should be planned or booked prior to receiving written confirmation from the Events

and Conferences department.

154

4.3 ADMINISTRATIVE FACILITIES

4.3.1 MISSION AND MINISTRY CENTER

The Mission and Ministry Center gives expression to and fosters the Catholic Lasallian heritage

and mission at Saint Mary’s College. The professional staff and student leaders provide leadership

for and support to the College’s articulation of the Catholic and Lasallian identity in the context

of a liberal arts education and given expression in the five Lasallian Core Principles: Faith in the

Presence of God, Concern for the Poor and Social Justice, Quality Education, Inclusive

Community, and Respect for All Persons. The six Core Areas of the Mission and Ministry Center

include Faith Formation, Lasallian Mission, Liturgy and Prayer, Justice and Education, Residential

Ministry, and Retreats and Vocation. The Mission and Ministry Center is located next to the Chapel

along the Arcade. Call (925) 631-4366.

4.3.2 STUDENT HEALTH CENTER

The Student Health Center is located on the ground floor of Augustine Hall. The staff is not

authorized to treat faculty or staff, except to administer care in the event of an emergency until

further medical care can be arranged. Information pertaining to health and wellness is displayed in

the form of brochures and is available to those interested. The staff is also available to assist with

referrals to off-campus medical support entities if needed.

All injuries must be reported to the Human Resources office. Except for emergency treatment, an

authorization must be obtained before treatment can take place. The Human Resources office and

the Workers Compensation carrier are the only ones who can authorize treatment. For emergency

services call 911.

Employees are not allowed to transport injured workers. If the employee is unable to drive and if

no near relative can be located, American Medical Response West Ambulance Company should

be contacted at 1-800-540-3066.

4.3.3 COUNSELING AND PSYCHOLOGICAL SERVICES

Counseling and Psychological Services provides individual, couple, or group counseling,

consultation and classroom presentation. Trained staff assist with personal problems, such as

relationship issues, decision-making, sexuality issues, stress and anxiety, substance abuse and

addiction, eating problems, self-esteem and motivation, depression, and peer and academic

pressures. If faculty need guidance in identifying students who may benefit from counseling, a

brochure, Helping and Referring the Distressed Student, is available online and at the Center, which is

located on the ground floor of Augustine Hall.

5. STUDENT AFFAIRS POLICIES OF INTEREST TO THE FACULTY

See Student Handbook, available on-line or in the Office of the Vice President for Student Life.

6. COMMUNICATIONS POLICIES OF INTEREST TO THE FACULTY

6.1 COLLEGE COMMUNICATIONS

6.1.1 OFFICE OF COLLEGE COMMUNICATIONS

The Office of College Communications has the responsibility for coordinating the overall

marketing, community relations, media relations and public relations efforts for the College. The

Director of College Communications oversees Creative Services, Community and Government

Relations, as well as Media Relations. The Director of Media Relations cooperates with the Sports

Information Director and other offices on campus, which have authorization to disseminate

information to the media.

155

Media Relations writes and edits releases to the press, including newspapers, magazines, radio and

television. The department has detailed media lists, as well as information on deadlines and

formats. Individuals at the College who want news releases prepared must supply the department

with adequate and accurate information and consult it on the proper method of submission of

photographs to the media. Materials must be submitted to the Media Relations department as far

in advance of an event as possible.

Media Relations must be informed of all speakers, visiting scholars, cultural events, and symposia

planned for the campus. Inquiries on such events come to the department from the media and the

public, whether or not publicity has been sent out, and the department must be kept up to date.

Faculty and staff are urged to notify the Director of Media Relations of any and all events taking

place on campus that they feel may warrant media exposure.

Since the College Communications office is responsible for media relations at Saint Mary’s College,

it is critical when outside news media are scheduled to visit the campus that the office be informed

of their presence. Media Relations should be provided with the reporter’s and/or photographer’s

name, the organization they represent and the purpose of their visit. This will enable Media

Relations to represent the College in the best way possible, while also assisting the reporter and

the interviewee with their media needs. Such information enables them to answer questions that

may be directed to them.

The College Communications office and individuals charged by it and the College President are

the only persons authorized to make public statements for the institution. No faculty member is

permitted to make a public statement for the institution unless specifically authorized by one of

these individuals. The reputation of Saint Mary's and the rights and privacy of its community

members must always be respected. It is important that persons speaking on behalf of the College

be consistent in the nature of their remarks. All institutional press releases involving the College

must be reviewed in advance by Media Relations. All non-institutional press releases deemed to

contain sensitive material which has a bearing on the College’s reputation must be reviewed directly

by the Media Relations office before dissemination.

College Communications works with other departments across campus to plan marketing, public

relations and promotional strategies, thus integrating efforts and creating an overall institutional

strategy.

6.1.2 POLICY ON ADVERTISING AND PUBLICATIONS

Paid display advertising to be inserted with off-campus media can be processed through the

College Communications office. Headlines, copy and graphics for advertising from all departments

must reflect the College as an institution of significant academic standards: e.g., the quality of work

and the amount of time required for degrees and certificates are consistent with traditional College

standards and those of the WASC Senior College and university Commission. The College's name

should always appear in the first reference as Saint Mary's College of California. This applies to

both paid advertising and news releases. All publications and paid advertising of Saint Mary's

College must seek to embody the institution's inherent merits, e.g., its Catholic background,

Lasallian tradition, and the tradition of the Christian Brothers, the liberal arts tradition, the

College's academic reputation and location in the Bay Area, etc.

6.2 SPEAKERS BUREAU

Requests for speakers are frequently received by the Media Relations office. Faculty members

interested in speaking may list their topics with the College Speakers Bureau organized by the

office. Saint Mary's considers this an important service to the general public.

6.3 POSTERS

156

In order to prepare posters to publicize an event, the College Communications office must receive

the request well before the date of posting. Contact the Director concerning time requirements

for the preparation of posters.

6.4 USE OF INSTITUTIONAL NAME, LETTERHEAD, ETC.

A faculty member must have the express authority of the President or of the Vice President for

College Communications before making a statement in the name of the College. However, this

should not prevent faculty members from freely engaging in political or other activities, with the

proviso that they "should at all times be accurate, should exercise appropriate restraint, should

show respect for the opinions of others, and should make every effort to indicate that they are not

speaking for the institution" (see section 2.9.1 Academic Freedom and Responsibility).

Use of College letterhead stationery is limited to official College business.

157!

FACULTY HANDBOOK INDEX

2023-2024

@ Indicates revisions made for the 2023-2024 edition

& Indicates revisions made for the 2022-2023 edition

* Indicates revisions made for the 2021-2022 edition

$ Indicates revisions made for the 2020-2021 edition

% Indicates revisions made for the 2019-2020 edition

# Indicates revisions made for the 2018-2019 edition

Academic Administrators Evaluation Committee #*&

1.7.4.4

Academic Administrators, Advancement, Tenure and Promotion of &

2.6.3

Academic Advising #

2.11.3

Academic Affairs and Enrollment Committee (of the Board of Trustees) #&

1.7.1.2

Academic Affairs Councils and Committees

1.7.3

Academic Affairs, Provost and Executive Vice President for #$@

1.4.2

Academic Appeals, Committee on #&@

1.7.3.6

Academic Calendar #&

3.2.1

Council, College &

1.7.2.7

Council, Provost's #

1.7.3.1

Academic Advising Undergraduate and Student Success, Committee on @

1.7.4.15

Academic Freedom and Responsibility

2.9.1

Academic Honesty

3.1.1.1

Academic Honesty Policy, Violations, Procedures, and Penalties

3.1.1

Academic Innovation, Vice Provost for &@

1.4.2.1.2

Academic Policies and Services

Academic Recovery Review Board #&@

1.7.5.2

Academic Resources @

3.3

Academic Resources, Dean for Library and #

1.4.2.2.3

Academic Senate

1.6.1.2

Academic Senate Chair #%$

1.6.1.2.3.1

Academic Senate Committees

1.7.4

Academic Senate, Executive Meetings #

1.6.1.2.9.1.1

Academic Senate, General Meetings #

1.6.1.2.9.1.2

Academic Senate, Membership

1.6.1.2.7

Academic Senate, Parliamentarian #

1.6.1.2.5

Academic Senate, Past Chair #

1.6.1.2.3.3

Academic Senate, Responsibilities #%&

1.6.1.2.2

Academic Senate, Role

1.6.1.2.1

Academic Senate, Special General Meeting #

1.6.1.2.9.1.3

Academic Senate, The

1.6.1.2

Academic Senate, Vice Chair #%

1.6.1.2.3.2

Academic Senate, Voice %

1.6.1.2.13

Academic Workload, Terms and Conditions of Employment, #

2.11.1

158!

Access to Other Libraries #

3.3.4

Accidental Death and Dismemberment Insurance/Travel Assistance #&

2.14.5

Accreditation #

1.2.1

Ad Hoc Committee on Termination, Election Procedures for &

2.8.4.1.1

Additional Criteria (for tenure and promotion) $&@

2.6.1.1

Additional Criteria (Tenure: Exceptional appointments)

2.6.1.1.4

Adjunct Faculty, Evaluation of #

2.4

Adjunct Professor (definition of) #

2.1.2.3

Administration, Vice President for Finance and #&

1.4.4

Administrative Assistance

3.5

Administrative Facilities

4.3

Administrative Organization, The #

1.4

Administrative Policies

4.1

Administrative Policies, Services and Facilities

Administrative Services

4.2

Administrators with Faculty Retreat Rights #&

2.1.4

Admissions and Academic Regulations Committee #@

1.7.4.8

Admissions, Dean of #

1.4.6.2

Advancement Committee (of the Board of Trustees) #&

1.7.1.3

Advancement, Tenure and Promotion of Academic Administrators &

2.6.3

Advancement, Vice President for Strategic Partnerships and #&

1.4.5

Advising, Director of

1.4.2.1.1.1

Alumni Board of Directors, Faculty Representative to the #@

1.7.7.4

Americans with Disabilities Act @

2.3.5

Appointment of Christian Brothers

2.3.6.1

Appointment, Tenure-Track, Probationary #$

2.2.1

Appointments, Resignations and (Faculty Committees) &

1.6.1.1.6

Appointments, Types of (faculty)

2.2

Assignment of Offices #

2.12.4

Assistant Faculty (appointment of)

2.2.4.2

Assistant Professor (additional criteria for)

2.6.1.1.1

Assistant Provost and Director of Academic Operations &

1.4.2.1.4

Associate Adjunct (appointment of)

2.2.4.3

Associate Professor (additional criteria for) &

2.6.1.1.2

Associate Provost for Faculty Affairs &

1.4.2.1.3

Associate Vice President and Chief Human Resources Officer #&@

1.4.4.1

Associate Vice President for Wellness @

1.4.3.3

Associate Vice Provost for Student Success

1.4.2.1.1.1

Athletics Committee (of the Board of Trustees) @

1.7.1.10

Athletic Facilities

2.14.11.1

Attendance (of Senators at Senate meetings)

1.6.1.2.12

Attendance Policy: Student Athletes &

3.1.6.1

Audit Committee (of the Board of Trustees) &

1.7.1.4

159!

Balloting (for faculty elections)

1.6.1.1.2

Benefits &@

2.14

Benefits, Mandatory @

2.14.1

Board of Regents, The &

1.3.3

Board of Trustee, The #&

1.3.2

Board of Trustees Committees &@

1.7.1

Board of Trustees, Faculty Representatives to the #@

1.7.7.3

Bookstore

2.14.11.3

Bookstore, Faculty Committee on the #

1.7.4.9

Brothers of the Christian Schools #

1.2

Budget Committee #$&

1.7.6.1

Business Procedures (of the Academic Senate)

1.6.1.2.15

California Family Rights Act @

2.13.2.1

Campus Facilities Planning Committee #&

1.7.6.3

Campus Mailboxes (Faculty and Administration)

4.2.2.1

Catholic Institute for Lasallian Social Action, Director of #&

1.4.2.3.4

Center for Excellence and Equity in Teaching @

1.7.4.16

Chairs of Departments #$*&

1.4.2.4

Chair of Form B Review Committee, Duties of, &

2.6.2.2.9

Chair of Form B Review Committee, Selection of, &

2.6.2.2.8

Chief Information Officer #&@

1.4.2.5

Chief Marketing and Communication Officer @

1.4.1.1

Circulation Policies, Collections and #

3.3.7

Class Attendance (Students) &@

3.1.6

Classroom Policies

3.1

Clergy Act and Campus Sex Crimes Prevention Act Notices #

2.9.3.4

Collections and Circulation Policies #

3.3.7

College Archives #

3.3.11

College Committee on Inclusive Excellence #&@

1.7.2.2

College Communications

6.1

College Communications, Office of

6.1.1

College Council &@

1.7.2.7

Collegiate Seminar Governing Board #@

1.7.4.12

Collegiate Seminar Program, Director of the #@

1.4.2.3.2

Committee Charter and Composition (Senate control over)

1.6.1.1.7

Committee on Academic Appeals #&@

1.7.3.6

Committee on Committees, The #

1.7.4.3

Committee on Educational Technology #%$&@

1.7.4.16

Committee on Faculty Development and Scholarship #%&@

1.7.4.10

Committee Structure

1.7

Committees, Board of Trustees &@

1.7.1

Committee on Undergraduate Academic Advising and Student Success @

1.7.4.15

Communications Policies of Interest to the Faculty

160!

Conduct of Form B Review Committee &

2.6.2.2.11

Conflicts of Interest Policy @

2.9.3.7

Consensual Sexual or Romantic Relationship Policy #

2.9.3.2

Consent Agenda (Academic Senate) #

1.6.1.2.9.2.d.i

Constitution of Department Form B Review Committee &

2.6.2.2.7

Contingent Faculty (selection/appointment)

2.3.2.2

Contingent Faculty Positions (definition of) #

2.1.2.2

Core Curriculum Committee #@

1.7.4.13

Core Curriculum Working Groups #@

1.7.4.14

Core, Vice Provost for Student Academics and Dean of the #$&

1.4.2.2.2

Corporate Structure of Saint Mary’s College of California, The

1.3

Corporation and President of the College, The (Org Chart) @

1.5.1

Corporation of Saint Mary’s College, The &

1.3.1

Counsel, General

1.4.1.1

Counseling and Psychological Services @

4.3.3

Credit-Hour Policy #@

3.1.7

Criteria (for tenure and promotion), Additional $@

2.6.1.1

Criteria for Promotion and Tenure, Statement on $&

2.6.1

Cummins Institute @

1.7.7.3

Deadlines, Calendar, for Rank and Tenure #$*&@

2.6.2.2

Dean, Duties of, Form B Review &

2.6.2.2.16

Dean for Library and Academic Resources #

1.4.2.2.3

Dean for Mission and Ministry

1.4.7.1

Dean of Admissions #

1.4.6.2

Dean of Students #&@

1.4.3.1

Dean of the Core #&

1.4.2.2.2

Dean of the School #&

1.4.2.2.1

Deans, Academic Affairs

1.4.2.2

Definition (of Sabbatical) #&@

2.10.1.1

Definition of Letter Grades #

3.1.2

Definitions of Faculty Status

2.1

Dental Insurance #&@

2.14.3

Department Chair or Program Director, Review of (promotion or tenure) #$

2.6.2.2.4

Department Chairs #$*&

1.4.2.4

Department Chairs, Duties $&

1.4.2.4.1

Department Form B Review Committee, Eligibility for &

2.6.2.2.6

Digital Commons #

3.3.10

Dining Facilities and Lounges &@

2.14.11.2

Director of Advising

1.4.2.1.1.1

Director of Catholic Institute for Lasallian Social Action #&

1.4.2.3.4

Director of Collegiate Seminar Program #@

1.4.2.3.2

Director of Faculty Development #%@

1.4.2.3.1

Director of Financial Aid #

1.4.6.3

161!

Director of the January Term Program #@

1.4.2.3.3

Director of New Student and Family Programs

1.4.3.1.2

Director, Academic Affairs

1.4.2.3

Director, Office of Research

1.4.2.3.7

Directors (Academic Affairs)

1.4.2.3

Disabilities Act (ADA), Americans with @

2.3.5

Disability Income Benefits, Long-term &@

2.14.2

Disciplinary Hearing Board #

1.7.5.1

Discontinuance of an Academic Department or Program, Process for #&@

2.8.4.2.2

Discontinuance of an Academic Program or Department not Mandated by General #

2.8.4.2

Discounts; Use of Facilities

2.14.11

Discrimination, Harassment (including Sexual) and Retaliation, Policy Prohibiting

*&@

2.9.3.1

Diversity Officer, Senior @

1.4.2.6

Diversity Program (Equal Employment Opportunity) @

2.3.3

Drug-Free Workplace and Alcohol Use Policy *@

2.12.1

Duplicating Service #

4.2.1

Duties of the Academic Senate #%&

1.6.1.2.9

Duties, Department Chairs $*&

1.4.2.4

Duties of Chair of Form B Review Committee &

2.6.2.2.9

Duties of the Dean Form B Review &

2.6.2.2.16

Educational Effectiveness, Vice Provost for Institutional and @

1.4.2.1.5

Educational Technology, Committee on #%$&@

1.7.4.16

Elections, Faculty #%*

1.6.1.1

Election Procedures for Ad Hoc Committee on Termination &

2.8.4.1.1

Electronic Information Resources (Library)

3.3.3

Eligibility for Department Form B Review Committee, &

2.6.2.2.6

Eligibility (for promotion and tenure, faculty) $&@

2.6.2.1

Eligibility Criteria (for Sabbatical) &@

2.10.1.2

Eligibility, Candidates for Promotion and Tenure $&@

2.6.2.1

Eligibility for Department Form B Review Committee, &

2.6.2.2.6

Emeriti Retirement Health Solutions &

2.14.7.3

Emeritus/Emerita Faculty (definition of) #

2.1.3

Employee Assistance Program @

2.14.10

Employee Benefits Advisory Committee #

1.7.6.4

Enrollment Management, Vice President for #&

1.4.6

Enrollment Committee, Academic Affairs and (of the Board of Trustees) #&

1.7.1.2

Environmental Health and Safety

2.12.8

Equal Employment Opportunity @

2.3.3

Equity and Excellence in Teaching, Center for @

1.7.4.16

Evaluation of Adjunct Faculty #

2.4

Exceptional Appointments (Tenure)

2.6.1.1.4

Exceptional Candidate Appointments (For Such a Rank)

2.1.1.2

162!

Executive Committee (of the Board of Trustees) &

1.7.1.1

Executive Director of Public Safety and Transportation &#

1.4.3.4

External Speaker and Public Event Policy for Faculty &

2.9.2

Facilities, Vice President for &

1.4.9

Faculty

Faculty Affairs, Associate Provost for &

1.4.2.1.3

Faculty Committee on the Bookstore #

1.7.4.9

Faculty Development

2.1

Faculty Development and Scholarship, Committee on #%&@

1.7.4.10

Faculty Development and Scholarship, Office of &

2.10.3

Faculty Development Fund Awards #&@

2.10.2

Faculty Development, Director of #%@

1.4.2.3.1

Faculty Elections – Balloting

1.6.1.1.2

Faculty Elections – Nominations #*

1.6.1.1.1

Faculty Elections #%*

1.6.1.1

Faculty Emeritus/Emerita, Definition #

2.1.3

Faculty Governance Coordinator (Academic Senate) #%

1.6.1.2.6

Faculty Handbook Review Committee #&

1.7.7.2

Faculty Handbook, Revision Process of the

1.8

Faculty of the College

Faculty Officers (of the Academic Senate) #%$&

1.6.1.2.3

Faculty Photocopying

3.3.6

Faculty Positions, Creation of #@

2.2.5

Faculty Qualifications for Election &@

1.6.1.1.4

Faculty Qualified for Election, to Rank and Tenure Committee %$&@

1.7.3.4

Faculty Rank and Tenure Folder &@

2.5.1

Faculty Rank and Tenure Roster &@

2.5.2

Faculty Representative to the Alumni Board of Directors #@

1.7.7.4

Faculty Representatives to the Board of Trustees #@

1.7.7.3

Faculty Retreat Rights, Administrators with #&

2.1.4

Faculty Rights and Responsibilities

2.9

Faculty Salary Policy $

2.15

Faculty Selection and Appointments Procedures

2.3

Faculty Status, Definitions of

2.1

Faculty Voting Rights (Faculty Elections) #@

1.6.1.1.5

Faculty Welfare Committee #@

1.7.4.2

Faculty Workload

2.11

Faculty, Department/Program and School Procedures (for promotion and tenure) $&

2.6.2.2

Faculty, Non-Tenure-Track, Definition #

2.1.2

Failure to Observe Conditions for Leave or Sabbatical (termination) #&@

2.8.4.3

Family and Medical Leave Act of 1993/California Family Rights Act @

2.13.2.1

Family Educational Rights and Privacy Act of 1974 &

2.9.3.3

Final Examinations and Papers

3.1.3

163!

Final Examinations and Papers, Graduate and Professional

3.1.3.2

Final Examinations and Papers, Undergraduate

3.1.3.1

Final Examinations Scheduling, Undergraduate @

3.2.3

Finance and Administration, Vice President for #&

1.4.4

Finance Committee (of the Board of Trustees) #&

1.7.1.5

Finance Committees (under CFO)

1.7.6

Finance, Vice President for &

1.3.4, 1.4.4

Financial Aid, Director of

1.4.6.3

Financial Exigency, General #*

2.8.4.1

Five Year Retirement Medical Benefits, in Retirement &@

2.14.7.4

Form B Letter &@

2.6.2.2.12

Form B Review Committee, Conduct of, &

2.6.2.2.11

Form B Review Committee, Constitution of Department, &

2.6.2.2.7

Form B Review Committee, Duties of Chair of, &

2.6.2.2.9

Form B Review Committee, Eligibility for Department, &

2.6.2.2.6

Form B Review Committee, Selection of Chair of, &

2.6.2.2.8

Form B Review, Duties of the Dean &

2.6.2.2.16

Full Professor (additional criteria for) $

2.6.1.1.3

General Counsel

1.4.1.1

General Financial Exigency #*

2.8.4.1

General Organization and Governance of Saint Mary’s College

Governance and Nominating Committee (of the Board of Trustees) #&

1.7.1.6

Governance Structure (Faculty)

1.6

Grade Changes #

3.2.2.1

Grades, Letter #

3.1.2

Grades, Submission of #

3.2.2

Graduate and Professional Final Examinations and Papers

3.1.3.2

Graduate and Professional Studies Educational Policies Committee #$&@

1.7.4.6

Grievances

2.16

Grievance Committee $&

1.7.4.1

Grievance in Case of a divided rank and tenure decision

2.16.3.2

Grievances: Alleged Inadequate Consideration and/or Alleged Violation of Academic

Freedom

2.16.3

Grievances in cases of a negative rank and tenure decision

2.16.3.1

Grievances that allege errors not involving the Rank and Tenure review process

2.16.4

Grievances that allege errors not involving the Rank and Tenure review process,

involving president

2.16.4.2

Grievances that allege errors not involving the Rank and Tenure review process, not

involving president

2.16.4.1

Grievances, Procedures that Apply to All $&

2.16.2

Group Term Life Insurance #&

2.14.4

Handbook Review Committee, Faculty

1.7.9.2

Harassment of Employees or Students, Policy Prohibiting #&@

2.9.3.1

Health Care #&@

2.14.3

164!

History of Saint Mary’s College #

1.2

Honesty, Academic

3.1.1.1

Human Research Institutional Review Board #%*&@

1.7.3.8

Human Resources Officer, Associate Vice President and Chief #&@

1.4.4.1

Identity Committee, Mission and (of the Board of Trustees) #&

1.7.1.8

Inclusive Excellence, College Committee on #&@

1.7.2.2

Information Technology Services @

3.4

Informational Services

4.2.7

Institutional Councils and Committees

1.7.2

Institutional and Educational Effectiveness, Vice Provost for @

1.4.2.1.5

Institutional Effectiveness Committee #$&@

1.7.2.4

Institutional Policies

2.9.3

Instructional Services, Library #

3.3.1

Intensive Workload Committees

1.6.1.2.2.3

Intercollegiate Athletics, Vice President of #&@

1.4.8

Interim Reviews Conducted by the Department/Program/School #$

2.6.2.2.1

Interim Reviews Conducted by the Rank and Tenure Committee #%$*

2.6.2.2.2

Interlibrary Loan and Document Delivery #

3.3.5

International Programs Coordinating Committee #*&@

1.7.3.7

Interruption of the Probationary Tenure-Track Period @

2.6.2.1.1

Introduction (to Grievance procedures) *

2.16.1

Investment Committee (of the Board of Trustees) #&

1.7.1.7

Janitorial Services, Maintenance and

4.2.5

January Term Program Committee #@

1.7.4.11

January Term Program, Director of the#@

1.4.2.3.3

Joint Committee of ASSMC, Staff Council, and the #Academic Senate

1.7.7.1

Jury Duty *@

2.13.1.3

Lactation Accommodation @

2.12.7

Leave of Absence, Personal &@

2.13.2.2

Leave of Absence, Scholarly

2.13.2.3

Leaves *

2.13

Leaves with Pay *

2.13.1

Leaves without Pay

2.13.2

Letter Grades #

3.1.2

Letter Grades, Definitions

3.1.2.1

Library #

3.3.1

Library and Academic Resources, Dean for #

1.4.2.2.3

Library Committee #

1.7.3.5

Library Exhibits

3.3.9

Long-Term Disability Income Benefits &@

2.14.2

Lost and Found

4.2.6

Mail Service

4.2.2

Mailboxes, Campus (Faculty and Administration)

4.2.2.1

165!

Maintenance and Janitorial Service

4.2.5

Mandatory Benefits @

2.14.1

Master Events Calendar #

4.2.7.1

Media Relations

6.1.1

Medical Director of the Student Health Center #@

1.4.3.2

Medical Plans #&@

2.14.3

Medical Reasons (for Termination @

2.8.4.3

Meeting Classes

3.1.4

Meetings (of the Academic Senate) # &

1.6.1.2.9.1

Meetings, Executive (Academic Senate) #*&

1.6.1.2.9.1

Meetings, General (Academic Senate) #

1.6.1.2.9.2

Meetings, Special General (Academic Senate #)

1.6.1.2.9.3

Membership (of the Academic Senate)

1.6.1.2.7

Miscellaneous (Benefits)

2.14.9

Miscellaneous Committees @

1.7.7

Mission and Identity Committee (of the Board of Trustees) #&

1.7.1.8

Mission and Ministry Center

4.3.1

Mission and Ministry, Dean for

1.4.7.1

Mission Statement, Saint Mary’s College

1.1

Mission, History, General Organization and Governance of Saint Mary’s College

Mission, Vice President for #

1.4.7

Nominating Committee, Governance and (of the Board of Trustees) #&

1.7.1.6

Nominations (for faculty elections) #

1.6.1.1.1

Non-Reappointment of Tenure-Track Faculty $

2.8.3

Non-Tenure Track Faculty (definition of) #

2.1.2

Non-Tenure-Track Appointment

2.2.4

Notice of Non-reappointment of Probationary Tenure-track Faculty $

2.8.3.1

Observance of Campus Regulations $&

2.12.3

Office Hours

2.11.4

Office of College Communications

6.1.1

Office of Faculty Development and Scholarship &

2.10.3

Office of Research, Director

1.4.2.3.7

Office Supplies #

2.12.6

Officers of the College, The &

1.3.4

Offices, Assignment of #

2.12.4

Order in the Classroom

3.1.5

Organization, Administrative #

1.4

Organizational Charts

1.5

Outgoing U.S. Mail Service

4.2.2

Parking

2.14.12

Parliamentarian (of the Academic Senate) #

1.6.1.2.5

Payroll Office

4.2.3

Personal Leave of Absence &@

2.13.2.2

166!

Personnel File, Review of during Rank and Tenure Review @

2.6.1.1

Pets

4.1.2

Phased Retirement Program (Tenured Appointment)

2.2.3.1

Photocopier and Duplicating Equipment for Faculty Use

2.12.5

Plagiarism (see Academic Honesty)

3.1.1.1

Policy on Advertising and Publications #

6.1.2

Policy for Faculty, External Speaker and Public Event &

2.9.2

Policy on Safety and Protection of Minors #

2.9.3.6

Policy on Smoking in Campus Facilities

2.12.2

Policy Prohibiting Discrimination, Harassment (including Sexual) and Retaliation

#&@

2.9.3.1

Policy, Class Attendance: Student Athletes &

3.1.6.1

Postdoctoral Fellow (definition of) %

2.1.2.1.1

Posters

6.3

Pre-Professor Review &

2.6.2.2.3

President of the College (Organizational Chart)

1.5.1

President of the College #&@

1.3.4, 1.4.1

President’s Senior Staff #&

1.7.2.1

Presidential Response (to the Academic Senate)

1.6.1.2.16

Privacy Act of 1974 and Family Educational Rights &

2.9.3.3

Probationary (Tenure-Track) Appointments #

2.2.1

Procedures for Promotion and Tenure $&

2.6.2

Procedures for Rank and Tenure Committee #&

2.6.2.3

Procedures that Apply to All Grievances $&

2.16.2

Procedures: Faculty, Department/Program and School (Interim Review) $&

2.6.2.2

Procedures: Interim Review conducted by Department/School/Program #$

2.6.2.2.1

Procedures: Interim Review conducted by Rank and Tenure #$*

2.6.2.2.2

Procedures: Promotion and Tenure Reviews #%$*

2.6.2.2.3

Procedures: Rank and Tenure Committee #$&

2.6.2.3

Procedures: Recommendation and Decision (Rank and Tenure) $

2.6.2.5

Procedures: Selection and Appointment of Faculty

2.3

Process for Discontinuance of an Academic Department or Program #&@

2.8.4.2.2

Process for Suspension of Program Enrollment &

2.8.4.2.1

Program Review Committee #$&@

1.7.4.7

Promotion (Procedures) #$&@

2.6.2.1.2

Promotion and Tenure

2.6

Promotion and Tenure

2.6

Promotion and Tenure Reviews #%$*

2.6.2.2.3

Promotion and Tenure, Criteria $&

2.6.1

Promotion and Tenure, Procedures for $&

2.6.2

Provost (Organizational Chart)

1.5.2

Provost (relationship to Academic Senate)

1.6.1.2.10

Provost and Executive Vice President (Org Chart)

1.5.2

167!

Provost and Executive Vice President #$&@

1.4.2

Provost’s Council #&

1.7.3.1

Public Event Policy on for Faculty, External Speaker and &

2.9.2

Public Safety and Transportation, Executive Director of &@

1.4.3.4

Qualifications for Appointment to Rank #$&

2.1.1

Qualifications, Faculty Elections (Committees except Rank and Tenure) #&@

1.6.1.1.4

Qualified, Faculty, for Election to Rank and Tenure Committee %$&

1.7.3.4(1)

Quorum, General and Special Meetings (Academic Senate)

1.6.1.2.11

Rank and Tenure Committee #%$&@

1.7.3.4

Rank and Tenure Committee Procedures #&

2.6.2.3

Rank and Tenure Committee, Student #@

1.7.3.4.1

Rank and Tenure Folder, Faculty &@

2.5.1

Rank and Tenure Records

2.5

Rank and Tenure Roster, Faculty &@

2.5.2

Recommendations and Decisions Procedures, Rank and Tenure Committee

2.6.2.5

Reduced Services (Tenured Appointment)

2.2.3

Regents, The Board of &

1.3.3

Registrar #@

1.4.6.1

Registrarial Policies

3.2

Regulations, Campus, Observance of $&

2.12.3

Reimbursement Accounts &

2.14.8.3

Relationship to the Campus Community, Academic Senate #%&

1.6.1.2.2

Research Assistance, Faculty, Library #

3.3.2

Reservations, Room #

4.1.1

Reserve Service, Library, Textbook and Course #

3.3.8

Resignation

2.8.1

Resignations and Appointments (for faculty committees) &

1.6.1.1.6

Responsibilities, Academic Senate #%&

1.6.1.2.2

Retired Faculty Teaching Status #

2.2.3.2

Retirement – Reduced Services

2.2.3

Retirement #&@

2.14.7

Retirement Benefits Committee #

1.7.6.5

Retirement of Tenured Faculty Members

2.8.2

Retirement, Programs #&@

2.14.7

Retirement, Tenured Faculty

2.8.2, 2.2.3

Retreat Rights, Administrators with Faculty #&

2.1.4

Review (for sabbatical) &@

2.10.1.3

Review of Department Chair or Program Director #$

2.6.2.2.4

Revision Process of the Faculty Handbook

1.8

Rights, Voting (Faculty Elections) #@

1.6.1.1.5

Role (of the Academic Senate)

1.6.1.2.1

Room Reservations #

4.1.1

Rules of Procedure (of the Academic Senate)

1.6.1.2.14

168!

Sabbatical (definition of) #&@

2.10.1.1

Sabbatical (Review of) &@

2.10.1.3

Sabbaticals &@

2.10.1

Sabbatical, Eligibility Criteria &@

2.10.1.2

Sabbatical Protocols and Timeline for Consideration &@

2.10.1.4

Saint Mary’s College Mission Statement

1.1

Salaried Adjunct (appointment of)

2.2.4.4

Salary Policy, Faculty $

2.15

Salary Scale for Tenured and Tenure-Track Faculty #$&@

2.15.2

Scholarly Leave of Absence

2.13.2.3

School, Dean of the #&

1.4.2.2.1

Section 504, Rehabilitation Act of 1973: Compliance #&

2.3.4

Selection and Appointment Procedures

2.3

Selection/Appointment of Non-Tenure Track Faculty

2.3.2

Selection/Appointment of Tenure-Track Faculty #&@

2.3.1

Selection of Chair of Form B Review Committee &

2.6.2.2.8

Senior Diversity Officer @

1.4.2.6

Senior Staff, President’s #&

1.7.2.1

Separation

2.8

Services, Instructional, Library #

3.3.1

Sexual Harassment of Employees or Students, Policy Prohibiting #&@

2.9.3.1

Shared Governance *

1.6.1

Sick Leave (Short-term Disability Income Benefits) &

2.13.1.1

Smoking in Campus Facilities, Policy on

2.12.2

Speakers Bureau

6.2

Special Appointment Categories

2.3.6

Special General Meeting (Academic Senate) #

1.6.1.2.9.1.3

Standards of Notice for Probationary Tenure-track Appointments @

2.8.3.2

Statement on Criteria for Promotion and Tenure $&

2.6.1

Strategic Partnerships and Advancement, Vice President for #&

1.4.5

Student Affairs Policies of Interest to the Faculty

Student Employees

3.6

Student Health Center @

4.3.2

Student Health Center, Medical Director of @

1.4.3.2

Student Life Committee (of the Board of Trustees) #

1.7.1.9

Student Life Committees

1.7.5

Student Life, Vice President for &@

1.4.3

Student Rank and Tenure Committee #@

1.7.3.4.1

Student Rank and Tenure Committee Procedures

2.6.2.4

Student Success, Vice Provost for #&

1.4.2.1.1

Student Success, Associate Vice Provost for #&

1.4.2.1.1.1

Students, Dean of #&@

1.4.3.1

Submission of Grades #

3.2.2

169!

Succession (of officers of the Academic Senate) #

1.6.1.2.4

Suspension of Program Enrollment, Process for &

2.8.4.2.1

Sustainability Committee #&

1.7.2.3

Teaching Load (Faculty Workload)

2.11

Technology Planning and Policy Committee &

1.7.6.2

Technology Use Policy @

3.4

Telephone Calls

4.2.4

Temporary Appointment of Administrator to Rank Only #

2.1.5

Tenure

2.7

Tenure (Procedures) &

2.6.2.1.3

Tenure and Promotion of Academic Administrators, Advancement, &

2.6.3

Tenure and Tenure-Track Faculty Grievance

2.16

Tenure and Tenure-Track Faculty Salary Policy $*

2.15

Tenure-Track Faculty (definition of) #$&

2.1.1

Tenure-Track Faculty, Selection/Appointment #&@

2.3.1

Tenured Appointment $

2.2.2

Tenured Appointment – Reduced Services

2.2.3

Tenured Appointment (exceptional circumstances)

2.3.1.14

Terminal Degrees (Faculty)

2.1.1.1

Termination of an Appointment by the College #

2.8.4

Termination, Election Procedures for Ad Hoc Committee on &

2.8.4.1.1

Terms and Conditions of Employment, Non-Tenure-Track Faculty #

2.11.2

Terms and Conditions of Employment, Tenure-Track Faculty #

2.11.1

Terms of Office (Academic Senate) #%

1.6.1.2.8

Textbook and Course Reserve Service #

3.3.8

The Clery Act and Campus Sex Crimes Prevention Act Notices #

2.9.3.4

Ticket Discounts

2.14.11.4

Title IX Committee #$&@

1.7.2.5

Travel Risk Committee *&

1.7.2.6

Travel Assistance #&

2.14.5

Trustees, The Board of #&

1.3.2

Tuition Exchange Program &

2.14.8.2

Tuition Waiver and Exchange Programs

2.14.8

Tuition Waiver Program

2.14.8.1

Types of Appointments

2.2

Undergraduate Academic Advising and Student Success, Committee on @

1.7.4.15

Undergraduate Educational Policies Committee #$&

1.7.4.5

Undergraduate Final Examination Scheduling @

3.2.3

Undergraduate Final Examinations and Papers

3.1.3.1

Unfitness (definition of, leading to termination) #

2.8.4.4

Use of Facilities/Discounts

2.14.11

Use of Institutional Name, Letterhead, etc.

6.4

Vice Chair (Academic Senate) #%

1.6.1.2.3.2

170!

Vice President for Academic Affairs, Provost and Executive #$@

1.4.2

Vice President for Advancement (Org Chart)

1.5.5.

Vice President for Facilities &

1.4.9

Vice President for Facilities (Org Chart)

1.5.9

Vice President for Finance and Administration (Org Chart)

1.5.4

Vice President for Finance and Administration &

1.3.4, 1.4.4

Vice President for Intercollegiate Athletics #@

1.4.8

Vice President for Intercollegiate Athletics (Org Chart)

1.5.8

Vice President for Mission #

1.4.7

Vice President for Mission (Org Chart)

1.5.7

Vice President for Strategic Partnerships and Advancement#&

1.4.5

Vice Presidents of the College

1.3.4

Vice Provost for Academic Affairs (Org Chart)

1.5.8

Vice Provost for Academic Programs and Planning #$

1.4.8

Vice President for Enrollment Management (Org Chart)

1.5.6

Vice President for Enrollment Management #&@

1.4.6

Vice Provost for Academic Innovation &@

1.4.2.1.2

Vice Provost for Institutional and Educational Effectiveness @

1.4.2.1.5

Vice Provost for Student Success &

1.4.2.1.1

Vice President for Student Life &@

1.4.3

Vice President for Student Life (Org Chart)

1.5.3

Vision Insurance #&@

2.14.3

Visiting Faculty (appointment of)

2.2.4.1

Visiting Faculty #

2.3.2.1

Visiting Professor (definition of) #

2.1.2.1

Voice (at the Academic Senate) %

1.6.1.2.13

Voluntary Programs (benefits) &

2.14.13

Voting Rights, Faculty Elections #@

1.6.1.1.5

Welfare, Faculty Committee #@

1.7.4.2

Wellness, Associate Vice President for @

1.4.3.3

Whistleblower Policy: Fraudulent or Dishonest Conduct &@

2.9.3.5

Whistleblower Protections

2.9.3.5.1

Worker's Compensation @

2.14.6

Working Groups, Core Curriculum #@

1.7.4.14

Workload for Non-Tenure-Track Faculty #

2.11.2

Workload, Faculty

2.11

Workload, Tenure-Track Faculty #

2.11.1

Workplace Conditions

2.12

REVISIONS 2023-24

171

Disclaimer Regarding the Mention of Contingent Faculty in this Handbook

The 2022-23 2019-22 Collective Bargaining Agreement governs the employment

conditions of the contingent faculty. No mention of contingent faculty in this

document can be construed to hinder or conflict with the Collective Bargaining

Agreement.

1.4.1 THE PRESIDENT

The Senior Staff of the President consists of the Provost and the Executive Vice President; the

Vice President for Finance and Administration; the Vice President for Strategic Partnerships and

Advancement; the Vice President for Mission; the Vice President for Intercollegiate Athletics; the

Vice President for Student Life; the Vice President for Enrollment Management and

Communication; the Chief Marketing and Communications Officer; the Vice President for

Facilities; the Associate Vice President and Chief Information Officer, Senior Diversity Officer

the Associate Vice President for Diversity, Equity, and Inclusion; the Special Advisor to the

President; and the Executive Assistant to the President.

1.4.1.1 The Chief Marketing and Communications Officer

The Chief Marketing and Communications Officer appointed by the President to lead the

Office of Marketing and Communications and is responsible for internal and external

communications. The Chief Marketing and Communications Officer oversees and

maintains SMC’s brand identity standards, visual systems and communication guidelines.

The incumbent develops and implements, in partnership with campus stakeholders (e.g.

Office of the President, Senior Staff, Deans), integrated marketing and communications

plans involving College’s key initiatives. Other key functional areas of oversight and

responsibilities include oversight of media relations, news, and enterprise-level web and

social media platforms; oversight of crisis communications and reputation management;

development of executive communications for the Office of the President. The Chief

Marketing and Communications Officer is a member of the President’s Senior Staff.

1.4.1.1 Vice President for Intercollegiate Athletics

This section has been moved to 1.4.8

1.4.2 PROVOST AND EXECUTIVE VICE PRESIDENT

The administrative staff of the Provost to whom responsibility and commensurate authority are

delegated are the Vice Provost for Academic Success, the Vice Provost for Graduate Programs

and Academic Innovation, the Vice Provost for Institutional and Educational Effectiveness,

the Associate Provost for Faculty Affairs, Deans of the Schools, Dean for Library and Academic

Resources, and the Dean of the Core.

1.4.2.1.2 Vice Provost for Graduate Programs and Academic Innovation

The Vice Provost for Graduate Programs and Academic Innovation is appointed by and

responsible to the Provost and Executive Vice President for a term mutually agreed upon; and is

the administrative officer responsible for advancing an innovative and compelling vision for

graduate education at Saint Mary’s College; and in collaboration with Vice Presidents, Deans of

the Schools, and other campus leaders, for providing leadership and advocacy for excellence in

interdisciplinary graduate and professional programs and academic innovation across the College.

The Vice Provost for Graduate Programs and Academic Innovation is a member of the College

Council and the Provost’s Council, leads the Graduate Council, and is an ex-officio member of

the Program Review Committee for graduate and professional studies programs.

REVISIONS 2023-24

172

Note: The title was updated throughout the Handbook.

1.4.2.1.5 Vice Provost for Institutional and Educational Effectiveness

The Vice Provost for Institutional and Educational Effectiveness is appointed by the

Provost and Executive Vice President for a term mutually agreed. The Vice Provost

provides executive level direction, management oversight, and strategic leadership of the

College’s comprehensive data strategy, and supports strategic and academic planning and

decision-making through analytics, including the presentation and distribution of relevant

and timely information, policy analyses, peer comparisons, and projections of future

trends. They have direct leadership oversight for the College’s Institutional Research and

Assessment functions, as well as coordinating oversight for the decentralized data and

analysis functions. They also serve as the Accreditation Liaison Officer for the WASC

Senior Schools and Colleges Commission Schools, chairs the Institutional Effectiveness

Committee, and is a member of the Provost’s Council, the Data Governance Committee,

the Program Review Committee, and the Core Curriculum Committee.

1.4.2.3.1 Director of Faculty Development

The Director of Faculty Development is a three-year appointment by the Provost and Executive

Vice President and is responsible for designing and implementing programs to enhance faculty

scholarship and teaching. Tenured faculty members are eligible to apply for the position when

there is a vacancy, and the director will serve a three-year term, up to two terms. The selection

process will be done by the Committee on Faculty Development Teaching, Learning and

Scholarship in consultation with the Associate Provost for Faculty Affairs. The Director reports

to the Associate Provost for Faculty Affairs and chairs the Committee on Faculty Development

Teaching, Learning and Scholarship (1.7.4.10).

1.4.2.3.2 Director of the Collegiate Seminar Program

The Director of the Collegiate Seminar Program is appointed by the Dean of the Core in consultation

with the Collegiate Seminar Governing Board (1.7.4.12). The Director is responsible, in collaboration

with the Governing Board, of which the Director is the chair, for the organization and development of

the program and the appointment, evaluation and development of faculty in the program. This entails

the basic responsibilities of a department chair as specified in 1.4.2.4. In collaboration with the

Deans of the Schools and the Dean of the Core the Director is responsible for providing for the staffing

needs of the program. The Director serves as an ex-officio member on the Core Curriculum

Committee.

1.4.2.3.3 Director of the January Term Program

The Director of the January Term Program is appointed by the Dean of the Core in consultation

with the January Term Committee (1.7.4.11). The Director is responsible, in collaboration with the

January Term Program Committee, of which the Director is the chair, for the organization,

development and evaluation of the January Term Program including the assessment of student

learning, for the provision and appropriate staffing of needed courses in the context of the January

Term, for approving courses proposed by faculty for the January Term Program in consultation with

the January Term Program Committee, for the evaluation of faculty teaching in the January Term

Program and for exercise of appropriate jurisdiction over all faculty teaching in the program. This

entails the basic responsibilities of a department chair as specified in 1.4.2.4. The Director serves

as an ex-officio member on the Core Curriculum Committee.

1.4.2.3.5 Director of Center for International Programs

The Director of the Center for International Programs is appointed by the Vice Provost for

Academic Success. The Director is responsible for the academic and intellectual oversight of the

Center for International Programs, with administrative oversight of the Center provided by the

REVISIONS 2023-24

173

Vice Provost for Academic Programs and Planning. This center leads and coordinates the College’s

efforts at internationalization and supports academic and co-curricular programs that provides

study abroad opportunities to Saint Mary’s students and support prospective international students

and international students matriculating at Saint Mary’s. The Director chairs the International

Programs Coordinating Committee (1.7.3.7).

1.4.2.3.6 Director of Assessment and Educational Effectiveness

The Director of Assessment and Educational Effectiveness is appointed by and is responsible to

the Provost and Executive Vice President, for a term mutually agreed upon, and develops and

oversees the implementation of academic assessment in ways that support the College's mission,

heritage, values, and strategic initiatives. The Director coordinates Core Curriculum assessment

and supports degree-level learning outcomes assessment; facilitates discussions of assessment and

research findings with key constituencies; provides consulting support to academic departments

and programs in their assessment, program evaluation, and accreditation efforts; and provides

workshops and other educational opportunities for faculty and staff to enhance their knowledge

and skills in the area of educational effectiveness. The Director also provides support for

accreditation activities across campus, including preparation for WASC Senior Schools and

Colleges Commission Schools accreditation. The Director of Assessment and Educational

Effectiveness is a member of the Provost’s Council, the Institutional Effectiveness Committee,

the Program Review Committee, and the Core Curriculum Committee.

1.4.2.5 Associate Vice President and Chief Information Officer

The Associate Vice President and Chief Information Officer is responsible for both academic and

administrative technology, including the planning, implementation and management of electronic

resources and management of information systems. The Chief Information Officer also oversees

campus telecommunications and audio-visual support.

Note: The title was updated throughout the Handbook.

1.4.2.6 Senior Diversity Officer Associate Vice President for Diversity, Equity and Inclusion

The Senior Diversity Officer Associate Vice President for Diversity, Equity and Inclusion, who is also

referred to as the Chief Diversity Officer, is appointed by the President and is responsible for developing

relationships with the President’s Senior Staff and other college wide campus leaders to build a

comprehensive inclusive excellence vision and plan for the College. The Senior Diversity Officer

Associate Vice President provides program management for the College Committee for Inclusive

Excellence, serves as the chief diversity and inclusion spokesperson for the College, and is responsible

for generating ongoing diversity reports and updates to the President and President’s Senior Staff. The

Senior Diversity Officer Associate Vice President collaborates with the Center for Equity and

Excellence in Learning and Teaching; Offices of Human Resources, Institutional Research, Mission

and Ministry, College Communications, Enrollment and Admissions, and Student Life; IT Services; the

Cummins Institute; and Deans and Department Chairs.

Note: The title was updated throughout the Handbook.

1.4.3 VICE PRESIDENT FOR STUDENT LIFE

The Vice President for Student Life is appointed by the President in consultation with the Provost

and Executive Vice President for a term mutually agreed upon and reports to the Provost. The

Vice President is charged with facilitating the development of students in a manner that

complements and completes their academic curriculum and serves the Mission of the College. The

Vice President is vested with authority commensurate with the following responsibilities: the

supervision of the student life educators, administrators, and staff in the areas of Student Life,

Residence and Residential Experience and Community Life; Campus Housing and

Conference Services; New Student and Family Programs; Student Involvement and Leadership

REVISIONS 2023-24

174

Leadership, Involvement and Diversity, the Center for Women and Gender Equity; Women’s

Resource Center, Intercultural Center; Student Health and Wellness Center; and Counseling and

Psychological Services Center; Campus Recreation and Club Athletics; and, Public Safety

and Transportation. The Vice President is the College’s Title IX Coordinator and has the

authority to designate appropriate deputy Title IX coordinators to assist in the fulfillment of these

responsibilities. The Vice President recommends to the President the appointment, promotion,

and retention of the administrative staff. The Vice President is a member of the President’s Senior

Staff.

1.4.3.1 Dean of Students

The Dean of Students reports to the Vice President for Student Life and provides leadership,

vision, and administrative supervision for student development in the residences, in student

conduct, and in the experience for undergraduates and graduate and professional students in a

manner that complements and augments the academic and Lasallian mission of the College. The

Dean serves as an advocate for the needs of students, assisting faculty and staff in enhancing and

assessing student learning and coordinating the campus responses to and prevention of serious

incidents. The Dean of Students oversees the Office of Residence and Community Life, New

Student and Family Programs, Campus Housing and Conference Services and represents the Vice

President for Student Life in their absence.

1.4.3.2 Medical Director of the Student Health and Wellness Center

The Medical Director of the Student Health and Wellness Center reports to the Associate Vice

President for Wellness Student Life and provides administrative, operational and programmatic

direction for the scope of medical services and the health education and promotional services

planned for the undergraduate students of the college. Under the leadership of the Medical

Director, the Student Health and Wellness Center provides confidential medical care in an urgent

care setting.

Note: The title was updated throughout the Handbook.

1.4.3.3 Associate Vice President for Wellness Director of Counseling Center and Psychological

Services

Reporting to the Vice President for Student Life, the Associate Vice President for Wellness

Director is the overall administrator of the Counseling Center and Psychological Services Office

which provides direct counseling and psychological services and group therapy to full-time

undergraduate students; and psychological assessment, referral and group therapy to graduate

students. Services also include outreach, training and consultation to faculty, staff, parents and

guardians. The Associate Vice President Director engages in the formal coordination with all

Student Life units, academic departments, administrative units and community agencies to

facilitate the provision of counseling and mental health services to our diverse student population.

1.4.3.4 Executive Director for Public Safety and Transportation

The Executive Director for Public Safety and Transportation reports to the Vice President for

Student Life President and coordinates campus safety and security matters, establishes and

enforces parking and traffic regulations, coordinates crime investigation and reporting, and

facilitates emergency and natural disaster operations.

1.4.4.1 Associate Vice President and Chief for Human Resources Officer

The Associate Vice President and Chief for Human Resources Officer is responsible for the

College’s human resources, compensation, benefits programs, and discrimination policies,

REVISIONS 2023-24

175

including but not limited to the College’s sexual harassment policies. The Associate Vice President

coordinates hiring, reviews all contracts, recommends salary, personnel, and benefit policies to the

administration, monitors College compliance with laws in government regulations, e.g., Equal

Employment Opportunity, Title IX and Title VII regulations, investigates reported complaints of

improper conduct, and advises on other appropriate matters affecting the human resources of the

College.

Note: The title was updated throughout the Handbook.

1.4.6 VICE PRESIDENT FOR ENROLLMENT MANAGEMENT AND COLLEGE

COMMUNICATIONS

The Vice President for Enrollment Management and College Communications is appointed by

the President and is responsible …

1.4.9 VICE PRESIDENT FOR FACILITIES

The Vice President of Facilities Services reports to the President and manages the

maintenance, operations, environmental health & safety, facility rentals and minor/major

capital projects on campus. The departments that report to this position are Facilities

Operations & Maintenance, Meeting, Events and Conference Services, Environmental

Health & Safety and Project Management. Campus landscaping, including sports fields,

and campus custodial contracts are also overseen by this position. The Vice President of

Facilities Services chairs the Campus Facilities Planning Committee and is a member of

the President’s Senior Staff. The administrative staff reporting directly to the Vice

President of Facilities Services are Director of Operations & Maintenance, Director of

Finance, Director of Meeting, Events and Conference Services and Environmental Health

& Safety Coordinator.