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Saint Xavier University
Faculty Handbook
2020-2021 Edition
Table of Contents
Table of Contents
1.0: Purpose and Organization ................................................................................................... 6
1.1: Mission and Heritage............................................................................................................ 6
1.1.1: A Vision of Our Catholic Identity ........................................................................... 6
1.1.2: Core Values ............................................................................................................... 7
1.1.3: History ....................................................................................................................... 8
1.1.4: University Observances ............................................................................................ 9
1.1.5: University Mission Statement ..................................................................................... 10
1.1.6: Philosophy Statement ................................................................................................. 10
1.1.7: University Seal ......................................................................................................... 12
1.1.8: Strategic Plan ................................................................................................................ 12
1.1.9: Accreditation and Memberships ............................................................................. 12
1.1.10: Publications ................................................................................................................. 13
1.2: Administrative Organization ............................................................................................. 13
1.2.1 Organizational Chart ............................................................................................... 13
1.2.2 University Charter .................................................................................................... 13
1.2.2.1 Section 1: ............................................................................................................. 13
1.2.2.2 Section 2: ............................................................................................................. 14
1.2.2.3 Section 3: ............................................................................................................. 14
1.2.2.4 Section 4: ............................................................................................................. 14
1.2.2.5 Section 5: ............................................................................................................. 14
1.2.2.6 Section 6: ............................................................................................................. 14
1.2.3 University Bylaws ..................................................................................................... 15
1.2.4 Administrative Position Descriptions ..................................................................... 15
1.2.4.1 President .................................................................................................................... 15
1.2.4.2 Provost ...................................................................................................................... 15
1.2.4.3: Vice President for Finance & Administration/CFO ................................................ 16
1.2.4.4: Director for Mission and Heritage ........................................................................... 17
1.2.4.5: Vice President for Student Affairs and Dean of Students ....................................... 18
1.2.4.6: Associate Vice President for University Advancement ........................................... 19
1.2.4.7: Associate Vice President for Strategic Marketing and Communications ................ 19
1.2.5: Academic Affairs Position Descriptions ..................................................................... 20
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1.2.5.1: Dean of a College/School ........................................................................................ 20
1.2.5.2: Chair of a Department.............................................................................................. 20
1.2.5.3: Director of the Library ............................................................................................. 23
1.2.6: Deans Council .......................................................................................................... 24
1.2.6.1: Evaluation of a Dean................................................................................................ 24
1.2.6.2: Evaluation of a Chair of a Department .................................................................... 26
2.0: Faculty Governance ............................................................................................................. 26
2.1: Faculty Bylaws ..................................................................................................................... 26
2.1.1 Article I: Grant of Powers ....................................................................................... 26
2.1.1.1 Section 1: Statement of Principles ..................................................................... 26
2.1.1.2 Section 2: Definition of Faculty Powers ............................................................. 26
2.1.1.3 Section 3: Scope of Faculty Powers .................................................................... 26
2.1.1.4 Section 4: Faculty Policies .................................................................................. 26
2.1.2 Article II: Faculty ..................................................................................................... 27
2.1.2.1 Section 1: Definition of Faculty as a Whole ....................................................... 27
2.1.2.2 Section 2: Faculty Classification and Ranks ............................................................. 28
2.1.2.3 Section 3: Faculty Appointments ........................................................................ 28
2.1.2.4 Section 4: Policy on Non-Reappointment................................................................. 29
2.1.2.5 Section 5: Voting Rights ........................................................................................... 29
2.1.2.6 Section 6: Meetings of the Faculty ...................................................................... 29
2.1.2.7 Section 7: Leaves of Absence ................................................................................... 30
2.1.2.8 Section 8: Equal Opportunity.................................................................................... 30
2.1.3 Article III: Faculty Committees .............................................................................. 30
2.1.3.1 Section 1: General Provisions for Standing Committees .......................................... 30
2.1.3.2 Section 2: Standing Committees of the Faculty ........................................................ 32
2.1.3.3 Section 3: Ad Hoc Committees of the Faculty .................................................... 37
2.1.3.4 Section 4: Committee’s Right to Confidentiality...................................................... 43
2.1.3.5 Section 5: Confidentiality of Personnel Files ...................................................... 43
2.1.4 Article IV: Promotion and Tenure .......................................................................... 46
2.1.4.1: Section 1: Criteria for Faculty Promotion and Tenure ............................................ 46
2.1.4.2: Section 2: Promotion ............................................................................................... 49
2.1.4.3 Section 3: Qualifications for Promotion.............................................................. 49
2.1.4.4 Section 4. Tenure................................................................................................. 64
2.1.4.5 Section 5: Assessment for Promotion and Tenure .................................................... 65
2.1.4.6 Section 6: Application of Article IV, Promotion and Tenure ................................... 67
2.1.5 Article V: Post-Tenure Review ..................................................................................... 67
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2.1.6 Article VI: Faculty Senate ....................................................................................... 67
2.1.6.1 Section 1: Definition ................................................................................................. 67
2.1.6.2 Section 2: Delegated Tasks ....................................................................................... 67
2.1.6.3 Section 3: Membership, Officers and Relations ....................................................... 68
2.1.6.4 Section 4: Veto Power ......................................................................................... 71
2.1.7 Article VII: Retirement ............................................................................................ 72
2.1.8 Article VIII: Ratification, Amendment and Application ........................................... 72
2.1.8.1 Section 1: Ratification............................................................................................... 72
2.1.8.2 Section 2: Provision for Amendment ........................................................................ 72
2.1.8.3 Section 3: Application............................................................................................... 72
2.1.9: Article IX: Bylaws Not to Contradict Charter .......................................................... 72
2.1.9.1: .................................................................................................................................. 72
2.2: Policies and Procedures of the Faculty .............................................................................. 72
2.2.1: Senate Charter of Committees .................................................................................... 72
2.2.1.1: General Provisions for Standing Committees .......................................................... 73
2.2.2: Curricular Requirements............................................................................................. 74
2.2.2.1: Enrollment Patterns.................................................................................................. 74
2.2.2.2: Program Changes ..................................................................................................... 75
2.2.2.3: Departmental Functioning ....................................................................................... 75
2.2.3: Promotion and Tenure Criteria .................................................................................. 75
2.2.4: Procedures for Promotion and Tenure Reviews ........................................................ 77
2.2.4.1: General Practices ....................................................................................................... 77
2.2.4.2: Guidelines for Good Practice at the Departmental/School Level ............................ 80
2.2.4.3: Timeline ................................................................................................................... 83
2.2.4.4: School and Departmental Documents...................................................................... 83
2.2.4.5: Confidentiality of Letters of Recommendation ....................................................... 84
2.2.5: Procedure for Periodic Review of Tenured Faculty .................................................. 84
2.2.6: Terminal Degrees .......................................................................................................... 85
2.2.6.1: Master of Fine Arts as a Terminal Degree .............................................................. 85
2.2.6.2: Master of Music in Performance as a Terminal Degree .......................................... 86
2.2.6.3: Master of Library Science as a Terminal Degree .................................................... 86
2.2.8: Teaching Effectiveness Evaluation.......................................................................... 87
2.2.8.1: Purposes .............................................................................................................. 87
2.2.8.2: Summative and Formative Evaluation ..................................................................... 87
Course Outcomes: ....................................................................................................................... 90
Tools/Applications Used to Aid in the Delivery of Instructional Content ........................... 91
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2.2.10: Curricular Review Process ........................................................................................ 93
2.2.10.1: Process for the Review of Curricular Change Proposals. Proposals will be given
one of the four designations listed below. The designation will be made by the dean. ..... 93
2.2.10.2: Curriculum Change Proposal Form A (Routine or Substantive) ........................... 94
2.2.10.3: Curriculum Change Proposal Form B ................................................................... 95
2.2.10.4: Curriculum Change Proposal Form B-1 ................................................................ 96
2.2.10.5: Approval Form for Substantive Curricular Changes ............................................. 97
2.2.10.6: Approval Form for Routine Curricular Changes ................................................... 98
2.2.10.7: Approval Form for Major Curricular Changes ...................................................... 98
2.2.11: Research Grants ....................................................................................................... 100
2.2.11.1: External Grants ..................................................................................................... 100
2.2.11.2: Office of Corporate, Government and Foundation Relations .............................. 100
2.2.12: Institutional Review Board ...................................................................................... 101
2.2.12.1: IRB Jurisdiction ..................................................................................................... 101
2.2.13: Institutional Animal Care and Use Committee (IACUC) ..................................... 101
2.2.13.2: Institutional Policy ............................................................................................... 101
2.2.13.3: Program for Animal Care and Use at SXU .......................................................... 102
2.2.13.4: Record Keeping Requirements ............................................................................ 104
3.0: Academic Policies .............................................................................................................. 104
4.0: Administrative Policies ...................................................................................................... 104
4.1 Employment Policies .......................................................................................................... 104
4.1.1 Equal Employment Opportunity .......................................................................... 104
4.1.2 Procedure for Faculty Hires .................................................................................. 104
4.1.3: Employment of Part-Time Faculty ........................................................................... 106
5.1.3.2 Categories of Part-time Appointments .............................................................. 107
4.1.4: Outside Employment .................................................................................................. 107
4.2: Absence Policies ................................................................................................................. 107
4.2.1: Class Cancellations ..................................................................................................... 107
4.2.2 Family Medical Leave Act (FMLA) Leave of Absence ....................................... 108
4.2.3 FMLA Procedures for Application ....................................................................... 108
4.3: Workplace Policies ............................................................................................................ 110
4.3.1: Faculty Office Space ................................................................................................... 110
4.3.2: Drug-free Workplace ................................................................................................. 110
4.3.3: Tobacco-Free Campus Policy .................................................................................... 111
4.3.4: Sexual Harassment Policy .......................................................................................... 111
4.3.5: Political Activities ....................................................................................................... 111
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4.3.5.1: Guidelines .............................................................................................................. 111
4.3.6: Solicitation Policy ....................................................................................................... 112
4.3.7: Parking on Campus and Vehicle Regulations .......................................................... 112
4.3.8: University Legal Counsel ........................................................................................... 112
4.3.9 Office Hours ............................................................................................................ 112
5.0 VI: Academic Resources..................................................................................................... 112
5.1: Office of Records and Advising ........................................................................................ 112
5.1.1: Academic Advising ..................................................................................................... 112
5.1.2: Portal Information ...................................................................................................... 113
5.1.3: Testing Programs ........................................................................................................ 113
5.2: Center for Instructional Design and Academic Technology (CIDAT) ........................ 113
5.3: Learning Center/Writing Studio ...................................................................................... 113
5.4: Center for Accessibility Services ...................................................................................... 114
5.5: Robert and Mary Rita Murphy Stump Library ............................................................. 114
5.5.1: Hours of Operation ..................................................................................................... 114
5.5.2: The Cougar Card ........................................................................................................ 114
5.5.3: Databases ..................................................................................................................... 114
5.5.4: Borrowing Books and Videos .................................................................................... 114
5.5.5: Borrowing from Other Libraries .............................................................................. 114
5.5.6: Classroom Instruction ................................................................................................ 114
5.5.7: Reservations ................................................................................................................ 115
5.5.8: Ordering Materials of the Library’s Collection ...................................................... 115
5.5.9: Overdue and Lost Item Fines .................................................................................... 115
5.5.10: Food and Drink ......................................................................................................... 115
5.6: Student Success Program .................................................................................................. 115
5.6.1: Mission ......................................................................................................................... 115
5.6.2: Background ................................................................................................................. 115
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1.0: Purpose and Organization
1.1: Mission and Heritage
As one of 17 member institutions of higher education sponsored by the Sisters of Mercy through
the Conference for Mercy Higher Education, Saint Xavier University assists students in their
search for truth and meaning by providing a scholarly, supportive community that promotes
excellence in teaching; learning for life as well as for livelihood; and the cultivation of ethical and
moral sensibilities to promote the common good.
1.1.1: A Vision of Our Catholic Identity
Saint Xavier University, founded and sponsored by the Sisters of Mercy, extends the teaching
ministry of Jesus Christ to those seeking higher education. As an officially recognized ministry of
the Catholic Church, the University grounds its core activities of teaching, learning, scholarship
and service in Catholic theological principles that affirm the goodness and value of all creation
and posit a view of human persons as created in the image of God and thus free, rational,
relational and endowed with inherent dignity.
As a Catholic university, Saint Xavier University challenges all the members of its community to
search for truth, especially religious truth, and to engage in a dialogue between faith and reason
that ultimately leads toward the contemplation of God’s creation and social action for the
common good. This search for truth demands careful observation, critical analysis, vigorous
debate, personal and communal theological reflection, and ethical and engaged decision-making
leading toward a life that respects both the inherent dignity of another and the worth of all
creation.
Setting the context for the search for truth, the University encourages its community, especially
its students, to become familiar with the richness of the Catholic intellectual tradition and the
imperatives of Catholic social teaching. Respecting academic freedom, the University strives to
be a place where the vigorous discussion of ideas can occur, especially as they relate to its mission
as a Catholic university. In the spirit of respectful and critical discourse, the University welcomes
the breadth of the Catholic tradition as well as the voices of other religious and non-religious
communities.
As a Mercy University, Saint Xavier University challenges its community members to teach, learn,
research and act, not only just for themselves but also for others. Thus, a seminal characteristic
of the University is its commitment to service. Ideally, such service, whether direct or through
the University’s efforts to understand and remediate unjust systems, reflects the spirituality of
Catherine McAuley, the founder of the Sisters of Mercy. This spirituality is grounded in the
theology of the incarnation, animated by the life, death and resurrection of Jesus, and expressed
through acts of compassion that embody the spiritual and corporal works of mercy. The
University community expresses special concern for those who are economically poor, especially
women and children. In so doing, the University goes beyond simply passive expressions of
heartfelt concern and even the willingness to stand with those who suffer. It seeks to right what
is wrong and restore what is broken, thereby promoting human dignity, justice and the common
good.
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Saint Xavier University signifies and celebrates its Catholic and Mercy heritage in its symbolic,
sacramental and liturgical expressions and in its communal and collegial ethos. The University
offers many opportunities to reflect, pray, worship and access the sacraments. It symbolizes its
rich faith tradition through the appropriate placement of religious symbols and artwork. Further,
it observes liturgical seasons and feasts central to its Catholic and Mercy heritage and provides
orientation and mentoring programs that educate the community about this identity.
Recognizing that the search for God and the celebration of God’s presence is ubiquitous, the
University provides opportunities for those of other faith traditions and those on a personal
journey of faith to study, to express, to worship, to celebrate and to discuss their religious beliefs
in a climate that is respectful, hospitable and open to all.
To summarize, offering the opportunity for higher education within a Catholic and Mercy context,
Saint Xavier University honors Jesus Christ whom it recognizes as “the Way, the Truth, and the
Life,” the motto of the University inscribed on its coat of arms.
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In its governance, Saint Xavier University is a Catholic and Mercy institution because its sponsors,
the Sisters of Mercy, hold certain “reserved powers” consonant with their canonical (church) and
civil responsibilities for the University. These “reserved powers” are outlined in the University’s
articles and bylaws and, with limited exceptions, are exercised on behalf of the Sisters of Mercy
by the Conference for Mercy Higher Education. It is through this governance relationship with
the Sisters of Mercy that Saint Xavier University is recognized by the Roman Catholic Church as a
Catholic institution and ministry.
1.1.2: Core Values
The Saint Xavier University community commits itself to practicing eight core values as it engages
in a search for truth and knowledge, both for personal enhancement and to understand and
improve our world.
Respect moves us to understand the gifts and unique contributions of every person in the
University community and to value diverse perspectives.
Excellence commits us to challenge ourselves to utilize our God-given gifts: intellectual,
social, physical, spiritual and ethical.
Compassion compels us to stand with and embrace others in their suffering that,
together, we may experience God’s liberating and healing presence.
Service calls us to use our gifts, talents and abilities to advance the genuine wellbeing of
our community and those we encounter.
Hospitality draws us to do our daily work with a spirit of graciousness that welcomes new
ideas and people of all backgrounds and beliefs.
Integrity gives us the ability to realize the greater good in our actions and programs, and
challenges us to look at our work and ourselves holistically and as one united with others
across the globe.
Diversity builds a community that fosters a climate that is open and welcoming to diverse
people, ideas and perspectives; that promotes a constructive discourse on the nature of
diversity; and that engages faculty, staff and students in activities that promote the
University’s core values.
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Learning for Life, in the liberal arts tradition, encourages us to pursue knowledge and
truth throughout our lives in ways that improve our communities and ourselves and that
strengthen our understanding of each other.
1.1.3: History
Founded in 1831 by Mother Mary Catherine McAuley and known as “the walking Sisters,” this
congregation of Roman Catholic women moved beyond convent walls to walk amid and serve
the poor, the sick and the uneducated of their day. Such “secular” work outside the walls of the
convent was unusual at the time because most communities of women religious were cloistered
and had little contact with anyone outside the walls of the cloister.
In 1843, seven Sisters of Mercy left Dublin and sailed to the United States to establish the first
Mercy Foundation in Pittsburgh, Pennsylvania. In 1846, the needs of Irish immigrants drew the
Sisters of Mercy from Pittsburgh to the pioneer town that was Chicago.
Under the guidance of Mother Frances Xavier Warde, for whom the Warde Academic Center at
Saint Xavier University is named, five Sisters of Mercy, all under the age of 25, arrived in a diocese
that was barely three years old. The first and only group of women religious in Chicago for the
next ten years, the Sisters quickly established Saint Francis Xavier Female Academy, the
forerunner of Saint Xavier University (SXU) and the Mother McAuley Liberal Arts High School.
Within eight years after their arrival, all but one of the original groups of SXU founders had died,
most as result of the nursing care they gave to victims of the cholera epidemic. But other Sisters
of Mercy came and joined in spreading the good news of the gospel by their good example and
through their prayer, tireless good works, acts of compassion and hospitality, and institutional
ministries.
Historical Highlights
In 1852, the Sisters of Mercy founded Chicago’s first permanent general “Hospital and Orphan
Asylum,” now known as Mercy Hospital and Medical Center.
During the Civil War, some Sisters of Mercy went South to nurse the Union Army, courageous
service that drew a commendation from President Abraham Lincoln. Others stayed in Chicago to
tend Confederate prisoners of war who were interned at Camp Douglas at 39th and Lake Shore
Drive.
Sisters of Mercy spread out across the Midwest to serve parishes and to establish schools in other
parts of Illinois, Wisconsin, and Iowa.
On October 8, 1871, the Sisters of Mercy watched 25 years of service to Chicago go up in smoke,
even as they shepherded student boarders and women residents to safety through the rubble of
the Great Chicago Fire.
In 1921, the Sisters of Mercy began to house and care for unwed mothers, a work that evolved
to the care of physically and mentally limited people at Misericordia Homes.
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In 1956, Saint Xavier Academy, both a high school and a college, moved to 103rd and Central
Park, the current site of both SXU’s Chicago Campus and The Mother McAuley Liberal Arts High
School.
The Sisters of Mercy currently sponsor, co-sponsor or staff a variety of other ministries in health
care and social services.
Since 1846, Saint Xavier University has benefited from the continuous support of the Sisters of
Mercy of the Americas who currently number over 3,000 Sisters and 3,000 lay women and men
Associates. Through their ministries, characterized by respect, compassion, hospitality, service
and excellence, the Sisters of Mercy and their lay Associates promote and celebrate their heritage
at SXU.
1.1.4: University Observances
Two annual events and a monthly community gathering provide all members of the Saint Xavier
University with opportunities to remember, reflect on and renew their engagement with the
mission and heritage of the institution. Sponsored by the Office for Mission and Heritage, these
special observances integrate prayerful, academic and festive aspects of University life into
programs that involve all SXU constituents – students, staff and faculty; trustees, administrators
and alumni; Sisters of Mercy, donors and special guests. The events enrich the University
community by attending to the essentials of SXU’s educational mission, Catholic identity and
Mercy heritage.
Spirit of Mercy Day
Catherine McAuley opened the original House of Mercy in Dublin, Ireland on the September 24
Feast of Our Lady of Mercy. Mercy institutions and ministries throughout the world recognize
this day when Catherine McAuley realized her dream of creating a place where the poor,
especially women and young girls, would find safe lodging and instruction in their faith and in
skills that would lead to honorable employment. This work at the House of Mercy eventually led
Catherine to establish the Sisters of Mercy in 1831.
Each year Saint Xavier University brings together the traditional opening of a new academic year
Liturgy of the Holy Spirit with this foundational feast of the Sisters of Mercy and creates a Spirit
of Mercy Day. Liturgy and programs scheduled for the day highlight the values central to Mercy
heritage. Hospitality extended to and by Sisters associated with the University is a part of each
Spirit of Mercy Day at SXU. Service, especially the service of leadership, is honored and
encouraged with the formal commissioning of representative leaders from all segments of the
University community—sponsors, trustees, administrators, faculty, staff, students and alumni.
The Spirit of Mercy Day leadership commissioning takes place alongside the Academy Bell, a
campus site richly symbolic of the Mercy spirit. Pre-dating the Chicago fire in 1871, the Academy
Bell regularly called the Sisters of Mercy to prayer and to teaching during Saint Xavier’s early
years as an Academy. Left behind but secretly salvaged by a savvy Sister of Mercy when Saint
Xavier moved to 103rd Street, the Academy Bell was returned to Saint Xavier University and
installed near the main entrance of the Warde Academic Center in 2004.
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Mission Heritage Day
The University annually honors Sister of Mercy Mother Frances Xavier Warde, the founder of the
Sisters of Mercy in America in 1843 and the woman who brought the Sisters of Mercy to Chicago
in 1846. Each year’s ceremonies include a Eucharistic liturgy in which “The Heritage Litany” has a
prominent place. Guest speakers often enhance the day’s festivities, which lead to the annual
Mission Awards ceremony. This is a day whereby all members of the University community reflect
on and renew their commitment to an educational mission that has persisted through more than
170 years of changing curricula and diversifying student populations. Mission Heritage Day
weaves the strands of history into the current moment challenging the University community to
celebrate its lush past and honor its legacy into the future. In keeping with that conviction,
Mission Heritage Day puts focus on the culminating phrase of the Saint Xavier Mission Statement:
“to serve wisely and compassionately in support of human dignity and the common good.” A
centerpiece of the day includes the presentation of awards in recognition of outstanding
contributions to the life and mission of the University:
The Mother Paulita Morris, RSM Student Mission Award
The Sister Isadore Perrigo, RSM Staff Mission Award
The Saint Xavier University Faculty Mission Award
First Fridays: October-April
Select First Fridays during each academic year provide opportunities for the University
community to imbibe, embrace and embody the practical spirituality of Catherine McAuley,
Frances Xavier Warde and early Sister of Mercy pioneers in living the corporal and spiritual works
of mercy. Some First Fridays focus on why we tell the story of Mercy through time so that
members of the University community become increasingly familiar with the history and heritage
of the Sisters of Mercy. Other First Fridays are opportunities to engage is some form of social
action that speaks to one of the Sisters of Mercy critical concerns. Every First Friday includes a
time for shared hospitality and the legendary sharing of a cup of tea in comfort.
1.1.5: University Mission Statement
Saint Xavier University, a Catholic institution inspired by the heritage of the Sisters of Mercy,
educates men and women to search for truth, to think critically, to communicate effectively and
to serve wisely and compassionately in support of human dignity and the common good.
[Approved by the Saint Xavier University Board of Trustees, October 12, 2005 and by the
Members of the Corporation, the Sisters of Mercy, on October 20, 2005. Reaffirmed by the Saint
Xavier University Board of Trustees, September 11, 2017.]
1.1.6: Philosophy Statement
Saint Xavier University continues to build upon the ideals of its founders and sponsors, the Sisters
of Mercy, who in 1846, inspired by their Catholic faith and its mandate of union and charity,
established an academy defined by intellectual rigor in the tradition of the liberal arts, the
encouragement of religious faith and action in solidarity with the economically poor of the world,
especially women and children.
Consistent with this tradition, the University offers challenging undergraduate, graduate, and
professional programs, characterized by a collegial alliance of faculty, students, staff,
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administration and community members who are committed to providing course work,
resources, activities and instructional facilities that support excellence in teaching and learning.
While chiefly concerned with students' intellectual development, the University also supports
their moral and spiritual growth, and enhances their capacity for leadership through co-curricular
programs.
At the heart of the academic mission is the University’s commitment to a strong General
Education program that introduces students to college life and learning, broadens their
knowledge in the arts and sciences, helps them integrate learning and community concerns, and
prepares them for success in their major fields of study and life after graduation. In all programs
of study, the University encourages the examination of fundamental questions of human
concern, respectful dialogue in the context of diverse points of view and experience and the
search for truth and justice.
In an atmosphere of intellectual rigor made possible by academic freedom, University faculty
develop and teach courses in their areas of advanced study, extend research in their disciplines,
produce scholarly and creative work and serve the University and community. Faculty are also
responsible for academic policies and the design and content of the University curriculum. In
teaching, scholarship and service, faculty represent one of the most visible examples of the
intellectual life of the University.
Students at Saint Xavier encounter a wide range of course work, co-curricular activities,
community experiences and support services designed to enhance their learning at all levels and
to help them develop more fully as confident, contributing citizen leaders of an ever-increasingly
complex and global community. The University seeks students of diverse talents, experiences,
knowledge, interests and cultures who are willing and prepared to learn and to seek excellence
in themselves and others.
Vital to the success of teaching and learning are the dedicated members of variously skilled
academic support services and the administrative leadership charged with fostering strategic
planning, institutional assessment and effective stewardship and deployment of University
resources.
The enduring fellowship of alumni, emeriti faculty, Sisters of Mercy sponsors, trustees and other
friends and contributors in the community demonstrate their continuing faith in the central
mission of Saint Xavier through various acts of giving, prayer and support.
Infusing this community of shared concern are the distinctive qualities and values of Saint Xavier
University, including the belief that faith and reason can interact in mutually fruitful ways.
Therefore, the University membership encourages a full search for truth, including religious truth,
while respecting freedom of personal expression. It also promotes a vigorous and compassionate
dialogue among the various faith traditions, and between them and the academic disciplines. At
its foundation, teaching and learning at Saint Xavier are premised upon and committed to the
fundamental dignity and unique worth of each human person.
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1.1.7: University Seal
From its earliest design honoring the Blessed Virgin Mary, to the Coat of Arms seal of today, the
seal of Saint Xavier University symbolizes a proud history of Catholic education in Chicago.
This seal, designed by Art Department faculty member Sister Mary Solina Hicks, R.S.M., includes:
a black and white checkerboard and diagonal gold bars from the family coat of arms of Saint
Francis Xavier; red and gold bars and a white Jerusalem cross taken from the shield of the Sisters
of Mercy of the Americas; an open book to represent education; and the Scripture verse, “I am
the way, and the truth and the life,” (John 14:6). SXU continues to use this seal as a symbol of its
heritage and mission.
1.1.8: Strategic Plan
Refer to the Integrated Budget and Planning Committee’s (IPBC) current strategic plans.
1.1.9: Accreditation and Memberships
Accreditation
Saint Xavier University offers undergraduate and graduate academic programs through one
college and two schools: the College of Arts and Sciences (CAS), the Graham School of
Management (GSM) and the School of Nursing (SON). The University is accredited at the
institutional level by the Higher Learning Commission and is approved to train veterans and
eligible persons under Title 38, U.S. Code. The following is a list of programs that receive
specialized accreditation through more distinct national professional associations:
College of Arts and Sciences
o National Association of Schools of Music (NASM)
o Council on Academic Accreditation of the American Speech-Language-Hearing
Association (ASHA)
o National Council for Accreditation of Teacher Education (NCATE)
o Illinois State Board of Education
Graham School of Management
o Association to Advance Collegiate Schools of Business (AACSB)
School of Nursing
o Commission on Collegiate Nursing Education (CCNE)
Memberships
The University holds membership in the Federation of Independent Illinois Colleges and
Universities and the Council of Independent Colleges.
CAS holds membership in the Council of Colleges of Arts and Sciences, American Association of
Colleges for Teacher Education and the Illinois Association of Colleges for Teacher Education.
GSM holds membership in the Association to Advance Collegiate Schools of Business.
SON holds membership in the American Association of Colleges of Nursing, Illinois Association of
Colleges of Nursing, the Illinois Coalition for Nursing Resources, Building a Healthier Chicago and
the National League for Nursing.
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1.1.10: Publications
Information regarding University policies, procedures, offices and programs, as well as for current
activities, can be found by referring to the following publications:
Policy Manuals
Board of Trustees Bylaws (Office of the President)
Faculty Handbook & Bylaws (Academic Affairs)
Resident Life Handbook (Residential Life)
School/College Handbooks (Deans’ Offices)
Staff Handbook (Human Resources)
Student Handbook (Student Affairs)
Undergraduate & Graduate Academic Catalogs (Records and Registration)
Campus Communications
Annual Report (University Relations)
Facebook (University Relations)
Instagram (University Relations)
Saint Xavier University Magazine (University Relations)
SXNews (University Relations)
Twitter (University Relations)
WXAV (Student Affairs)
Xaverite (Student Affairs)
YouTube (University Relations)
1.2: Administrative Organization
1.2.1 Organizational Chart
The organizational chart is located on the portal.
1.2.2 University Charter
An act to incorporate the Saint Francis Xavier Female Academy of Chicago, Illinois. February 27,
1847.
1.2.2.1 Section 1: Be it enacted by the People of the State of Illinois, represented in the
General Assembly, that Margaret O’Brien, Catherine McGuire, Margaret McGirr, Eliza Corbett,
Ellen Reily, Mary Monholland, Eve Smith and their successors, be, and they are hereby created a
body politic and corporate, under the name and style of “The Saint Francis Xavier Female
Academy of Chicago, Illinois,” and henceforth shall be styled and known by that name, and by
that name and style to remain and have perpetual succession, with power to sue and be sued,
plead and be impleaded; to acquire, hold and convey property, real, personal or mixed, in all
lawful ways; to have and use a common seal, and to alter the same at pleasure; to make and
alter, from time to time, such bylaws as they may deem necessary for the government of said
institution, its officers and servants: provided such bylaws are not inconsistent with the
Constitution and laws of this State and of the United State; and to confer on such persons as may
be considered worthy such academic or honorary degrees as are usually conferred by similar
institutions.
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1.2.2.2 Section 2: Said corporation shall have power to fill such vacancies in their own body as
may happen by death, resignation or otherwise, and shall hold the property of said institution
solely for the purposes of education, and not as a stock for the individual benefit of themselves
or of any contributor to the endowment of the same; and no particular religious faith shall be
required of those who become students of the institution.
1.2.2.3 Section 3: Said institution shall remain located in or near the city of Chicago, Cook
County; and the corporators and their successors shall be competent in law and equity to take to
themselves, in their said corporate name, real, personal or mixed estate, by gift, grant, bargain
and sale, conveyance, will, devise or bequest, of any person or persons whomsoever; and the
same estate whether real or personal, to grant, bargain, sell, convey, devise, let, place out at
interest or otherwise dispose of the same, for the use of said institution, in such manner as to
them shall seem most beneficial to said institution. Said corporation shall faithfully apply all the
funds collected, or the proceeds of the property belonging to said institution, provided,
nevertheless, that in case of any donation, devise or bequest shall be made for particular
purposes, accordant with the design of the institution, and the corporation shall accept the same,
every such donation, devise or bequest, shall be applied in conformity with the expressed
conditions of the donor or devisor: provided further, that said corporation shall not be allowed
to hold more than one thousand acres of land at any time, unless the said corporation, shall have
received the same by gift, grant or devise; and in such case, they shall be required to sell or
dispose of the same within ten years from the time they shall acquire such title; and in failure to
do so, said land, over and above the grantor, devisor or their heirs.
1.2.2.4 Section 4: The treasurer of the institution, and all other agents, when required, before
entering upon the duties of their appointment, shall give bonds for the security of the
corporation, in such penal sums, and with such securities as the corporators shall approve; and
all process against the corporation shall be by summons, and the service of the same shall be by
leaving an attested copy thereof with the treasurer, at least 60 days before the return day
thereof.
1.2.2.5 Section 5: The corporation shall have power to employ and appoint a president or
principal for said institution, and all such professors or teachers, and all such servants, as may be
necessary; and shall have power to displace any or each of them, as the interest of the institution
requires; to fill vacancies which may happen by death, resignation or otherwise, among said
officers and servants; and to prescribe and direct the course of studies to be pursued in said
institution.
1.2.2.6 Section 6: Should the corporation at any time act contrary to the provisions of this
charter, or fail to comply with the same, upon complaint being made to the Circuit Court of Cook
County, a scire facias shall issue and the attorney shall prosecute, in behalf of the people of this
state, for a forfeiture of its charter. This act shall be a public act, and shall be construed liberally
in all courts for the purposes herein before the expressed.
Approved, February 27, 1847
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1.2.3 University Bylaws
The most recent edition of the University Bylaws are available online.
1.2.4 Administrative Position Descriptions
1.2.4.1 President
The University president supervises and controls all business affairs of the corporation. The
president is subject only to the Board of Trustees and to express limitations in the Bylaws of the
University.
The president’s authority includes, but is not limited to, the power to appoint such faculty, staff,
agents and other employees of the University as the president shall deem necessary; and to
prescribe all the power, duties, terms and conditions of employment for all such faculty, staff,
agents, and other employees and delegate authority to such individuals. Staff, agents and
employees shall hold office at the discretion of the president. Faculty promotion, suspension, or
dismissal shall be in accordance with applicable provisions of the Faculty Bylaws as approved by
the Board.
Primary responsibilities include:
To supervise and control all the business and affairs of the corporation, including all
matters of academic requirements and proscriptions and governance of faculty matters.
To secure resources necessary for the University’s continued development.
To sign, with the Secretary or any other proper officer of the corporation authorized by
the Board of Trustees, any deeds, mortgages, bonds, contracts, or other instruments
which the Board of Trustees has authorized to be executed, except in cases where the
signing and execution thereof shall be expressly delegated by the Board of Trustees to
some other Officer or agent of the corporation; and in general, perform all duties incident
to the Office of the President and such other duties as may be prescribed by the Board of
Trustees from time to time.
The president of the University is an ex-officio member of all Board committees of the
Board of Trustees and chairs the Senior Leadership Team.
1.2.4.2 Provost
The provost reports directly to the president, is a key member of the Senior Leadership Team and
serves in place of the president in her/his absence, partnering with others to implement Board-
approved strategic priorities.
Primary duties and responsibilities include:
Provide leadership for all academic programs and works with the CAS, GSM and the SON
deans and faculty.
Facilitate appropriate program development.
Ensure systematic review of programs and majors to ensure quality and current course
content.
Formulate, maintain and implement a high-quality curriculum.
Provide leadership in matters of academic policy and administration and regularly advise
the president on these matters.
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Co-lead the Integrated and Planning Budget Committee, ensuring that planning,
budgeting and prioritizing are aligned with institutional mission.
Coordinate with the deans and approve the hiring, support, development and evaluation
of faculty, staff and administrators of instructional programs and services.
Encourage and support research, grant-writing, publishing and other scholarly activities
of the faculty.
Work with direct reports to plan, develop and implement the annual budget for the
academic division of the University.
Coordinate accreditation efforts and the preparation of reports to various accrediting
agencies.
Coordinate with the chief financial officer in the effective and efficient use of and planning
for facilities.
Serve as ex-officio of Faculty Senate and the Senate Executive Committee and promotes
shared governance principles.
Perform other duties as delegated by the president.
[Amendment to section 1.2.4.2 approved by BOT December 09, 2020.]
1.2.4.3: Vice President for Finance & Administration/CFO
The vice president for Finance & Administration/Chief Financial Officer is responsible for the
overall management of University business and financial operations; serves as the treasurer of
the corporation, budget officer and as primary liaison for the Assets and Investments Committees
of the Board of Trustees.
Primary responsibilities include:
To lead the preparation of timely, accurate financial statements.
To provide analysis of financial trends and challenges to the president.
To establish and strengthen internal controls and procedures.
To plan annual strategic operating plan.
To participate actively and assist the president in the successful operation and growth of
the University, including as a member of the Integrated and Planning Budget Committee.
To be familiar with federal and state student financial aid programs including
administration and accounting.
To provide operational reporting and key performance metrics.
To prepare finance-related documentation for board meetings.
To coordinate and manage third party financial statement audits.
To implement upgrades or integrate accounting systems.
To identify and recommend cost savings opportunities and assist in their implementation
where appropriate.
To handle treasury functions, including leading all aspects of the dealings with lender(s).
To be proactive in the management of working capital and cash.
To ensure adequacy of insurance coverage and leading all aspects of the dealings with
insurance broker.
To assist in reporting/compliance with Human Resources and tax legislation.
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To provide for effective management of the University’s resources including ensuring that
appropriate policies and procedures are followed for budgeting, cost control, audit,
borrowing and investments.
To ensure compliance with reporting for federally funded programs.
To develop and update policies and procedures governing financial relations with
students and the operation of auxiliary enterprises, including: residence halls, food
service, and the bookstore.
To provide supervision/direction for accounting and non-accounting areas such as
business operations, finance/accounting, Payroll and Human Resources, Public Safety,
transportation, Information Technology, auxiliary enterprises, Financial Aid, University
support services and the Service Center.
1.2.4.4: Director for Mission and Heritage
The director for Mission and Heritage is responsible for focusing, designing, coordinating,
integrating and assessing activities and programs that support the University’s core values, which
enhance its teaching and learning mission, and that promote and enliven its Catholic identity and
Mercy heritage.
Primary responsibilities include:
To engage the University community in ongoing strategic planning efforts to focus and
integrate the core values, mission, Catholic identity and Mercy tradition across the
programs and departments of the University.
To assist all academic and programmatic areas in unit-based planning in areas related to
the University’s core values, mission, Catholic identity and Mercy heritage.
To work with faculty and staff departments and organizations to develop programs and
activities that engage individuals and units in supporting the ongoing development in and
understanding of the University’s mission, Catholic identity and Mercy heritage.
To engage the faculty, staff, students, administration and Trustees in on-going discussions
about the mission, Catholic identity and Mercy Heritage of the University.
To develop, implement and assess the efficacy of recruitment and orientation programs
for new faculty, staff and trustees in collaboration with Human Resources, Academic
Affairs and Student Affairs.
To support the Office of Human Resources, Student and Academic Affairs in attracting,
recruiting, orienting, developing and retaining a high quality and diverse workforce.
To encourage programs and scholarly activity that support and reflect the Catholic
intellectual tradition and Catholic social teaching.
To serve on other University committees, as directed.
To coordinate and implement a semi-annual Catholic Colloquium lecture.
To serve on the Board of Trustee’s Trusteeship Committee and represent University
concerns relative to its mission, Catholic identity and Mercy heritage.
To work with University Advancement and University Relations, in its marketing, public
relations and development activities to promote an institutional ethos that articulates,
reflects and promotes the mission of the University and its Catholic identity and Mercy
heritage.
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To support the efforts of those engaged in academic programming to discuss and
articulate if and how proposed programs and curricula support the mission, tradition and
heritage of the University.
To coordinate and assist in the planning and implementation of annual University
activities related to its mission, Catholic identity and heritage, including the Spirit of
Mercy Day, Mission Heritage Day and the First Friday Tea series.
To serve as a resource and liaison to University constituents, committees and groups
engaged in activities to enhance the Mission, Catholic identity or Mercy heritage of the
University.
To collaborate with the University community in creating a climate that is open and
welcoming to diverse people, ideas and perspectives.
To represent, as directed, the concerns and positions of the University to the Mission
Officer Committee of the Conference for Mercy Higher Education.
To represent the University as administrative liaison to the Lilly Fellows Program.
To represent, as directed, the University at occasions, programs and activities that
celebrate or support the Catholic identity and Mercy heritage of the University.
To represent, as directed, the University at occasions and programs sponsored by the
Archdiocese or by other Catholic or faith-based universities in events or planning that
relate to the University’s mission, Catholic identity or Mercy heritage.
To represent the University at public functions, as directed.
To develop and manage the annual budgets for the Office of Mission and Heritage.
To produce an annual accountability report of mission activities.
To assist the president in assessing progress toward the goals and actions of the
University’s strategic plan.
1.2.4.5: Vice President for Student Affairs and Dean of Students
The vice president for Student Affairs and Dean of Students sets goals and objectives for the
programs and services that contribute to a vibrant campus life and a supportive learning
environment for all Saint Xavier University students. The vice president for Student Affairs
reports to the president on matters concerning policies, processes and services that contribute
to the social, spiritual, cultural and intellectual development of students. The vice president is a
member of the Senior Leadership Team.
Primary responsibilities include:
To provide leadership and direction to Student Affairs departments.
To supervise the following functions and services: athletics; intramurals and club sports;
Campus Ministry; Counseling Center, Career Services; Dean of Students; Learning Center;
Disability Services; Residence Life; Campus Life; student media; Student Success Program
(Title IV program); student government (SXC), multicultural programs and support, FOCUS
(first-year orientation) and campus safety.
To provide oversight of all Student Affairs budgets.
Serve as the Title IX coordinator for the University and provide oversight for and insure
compliance with all appropriate federal and state guidelines, as well as all athletic
compliance.
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To staff the committee to Insure Educational Quality of the Board of Trustees.
To serve as an advocate for the interests, well-being and satisfaction of Saint Xavier
students.
To collaborate with the provost in University-wide student retention initiatives and the
components of the First-Year Experience.
1.2.4.6: Associate Vice President for University Advancement
The associate vice president for University Advancement serves as the chief development officer
of the University; works with the president, trustees, alumni, friends and benefactors to develop
and implement a comprehensive and mission-based fund raising program.
Primary responsibilities include:
To solicit funds in support of the University’s identified strategic priorities.
To advance and steward relationships with key constituents.
To supervise Organization Development; Alumni Relations; Corporate, Foundation and
Government Relations; University Advancement, and Special Events.
To manage and/or implement policy and protocol on all issues pertaining to University
Advancement.
To communicate with all constituents to cultivate a growing culture of philanthropy at
Saint Xavier University.
1.2.4.7: Associate Vice President for Strategic Marketing and Communications
The associate vice president for Strategic Marketing and Communications is responsible for
leading and managing the strategic marketing planning, public relations, media relations, social
media, digital/web content and publications.
Primary responsibilities include:
Serve as a member of the Senior Leadership Team to coordinate planning, decision-
making, activities and programs with other units of the University, and to assist the
president in the implementation of the University’s strategic directions.
Work with the University’s academic units, Deans’ Council and Office of the Provost to
coordinate strategic marketing communication planning, recruitment planning, message
development and implementation for promoting the University’s academic programs.
Develop and maintain a comprehensive communications, brand, marketing and public
relations plan for the University that positions Saint Xavier as a strong, vibrant University
serving Chicago in the minds of prospective students and their families, alumni, friends,
philanthropic organizations and individuals, civic and business leaders and other external
constituencies.
Manage and develop staff in the areas of marketing, Media Relations, social media,
publications, digital/web content and Production Services.
Prepare, monitor and maintain plans and budgets for publications, advertising, social
media, Media Relations, Production Services, web/technology and other relevant areas,
including year-long departmental action schedules.
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Assure a coordinated graphic image and approve written content for all University
communications, particularly those distributed to public audiences.
Develop and maintain an annual comprehensive strategic communications calendar.
Proactively develop project guidelines and specifications to ensure timely production and
cost-effective deliverables.
Oversee the University’s external websites to create accurate content, appropriate
information info-structure, engaging visual graphics and video, and advanced media use
and current technology.
Assure seamless and appropriate information linkages and up-to-date headlines.
Encourage schools and departments to maintain up-to-date, compelling content on their
sections of the website.
Monitor and engage the University in current social media trends and appropriate outlets
for marketing and communication.
As appropriate, serve the public relations and marketing needs of other departments
within the University.
Initiate regularly scheduled information gatherings with key leaders within the University
community to assure that their groups’ programs are best used to advance and refine an
understanding of Saint Xavier University programs and contributions to its students as
well as the greater community.
1.2.5: Academic Affairs Position Descriptions
1.2.5.1: Dean of a College/School
Primary responsibilities include:
Accountable to the president and the provost, the dean is the chief academic and
administrative officer within the school/college of appointment. As such, the dean
reviews and approves all matters of common concern and interest within the school
before they are considered by other University bodies.
The dean is also largely responsible for creating and cultivating within the school an
environment in which teaching and learning are highly esteemed. These activities are
further enhanced by the dean’s promotion of standards of excellence in scholarship and
service to the University and community. Additionally, the dean works collaboratively
with other deans and administrators to advance the goals of the University.
Within these contexts, the dean has responsibilities for hiring, assessing, and promoting
faculty, for monitoring and developing academic programs, for budgeting and for student
and community welfare activities pertinent to the school’s mission. The provost may also
request the dean to assume other duties and responsibilities appropriate and necessary
to that position.
Deans comprise the Deans’ Council, chaired by the provost with associate provosts invited as
agenda demands.
1.2.5.2: Chair of a Department
The department chair’s role is to lead the department. The chair is an advocate who works to
promote the mission, the needs and the interests of the department. At the same time, the chair
must also function as an informed and responsible citizen of the University and in this role, must
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convey to the department any college or University wide imperatives that transcend the interests
of individual departments or programs. The chair is responsible for managing both the daily
business and the long-range planning of the department. Democratic leadership compels the
chair to consult actively with colleagues in the department; while some routine functions may be
conducted without departmental consultation, matters of significant and long term consequence
for the department should be shared with the department and decisions reached, where feasible,
by means of democratic processes.
Chairs, in pursuing the goals of their departments, should regard the dean of CAS both as an
advisor and as a leader/advocate. The relationship between chairs and the dean of the school
involves mutual responsibilities and should be conducted by means of frequent consultation and
collaboration. Chairs communicate to the dean their departments' needs and objectives, which
the dean should consider, respond to and, when feasible, address or reinforce. At the same time,
under the guidance of the dean, chairs should consider and modify departmental demands,
practices or objectives to accommodate school-wide imperatives, or to reinforce University-wide
initiatives.
As departmental representatives, chairs are expected to attend meetings called by the dean and
convey to the department issues of concern raised at these meetings. Chairs also are obliged to
honor school-wide policies regarding all matters which must be processed, approved or reviewed
by the dean (e.g. hiring of faculty, faculty evaluations, course schedules, student petitions,
catalog changes, etc.)
Selection of Department Chairs
The chair will assume significant responsibilities as well as the requisite authority to manage
effectively. Therefore, department chairs should be selected with considerable care, based on
ability and willingness to serve.
The normal term of office of the chair shall be three years. The chair shall be elected by members
of the department, with the appointment subject to approval by the dean of CAS. The provost
shall be notified of the results of chair elections. Prior to the beginning of each three-year term,
a meeting shall be held between the dean of CAS and the members of the department to
determine plans for the department, insuring that the election of a chair will be made considering
those plans. The same procedure will be followed when there is the need for an interim chair for
a defined period of time, generally one or two semesters, except if the question of future plans
for the department need not be addressed. Some chairs are hired specifically as such, and thus
are not ordinarily governed by a three-year term.
Evaluation of Department Chairs
Department faculty shall evaluate the performance of their chairs during the fall semester of the
second year, for each three-year term they serve. These evaluations will be initiated by the dean
of CAS. Following the evaluation, the written results will be submitted to the dean, who will
discuss all pertinent responses with the individual chair.
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Responsibilities
The chair establishes a good working climate, keeping lines of communication open within the
department, and formulates guidelines for the conduct of its affairs. The chair communicates
regularly with the dean of the school, and, where appropriate, with other chairs or administrative
officers.
By their election, chairs automatically become members of the CAS Committee, are expected to
attend all committee meetings and to assume a participatory role. In addition, membership on
this committee may entail responsibility for specific projects or reports as dictated by the
business of the committee.
The chairperson recruits, in consultation with colleagues in the department and with the dean of
the school, full-time faculty well-qualified to fulfill the instructional needs of the department in
the context of the goals of the University. The chair also recruits adjunct faculty in consultation
with the dean of the school and, where appropriate, with experts in the department.
The chair fosters professional growth in faculty through appropriate activities designed to help
faculty improve their teaching by offering encouragement and, where possible, incentives for
scholarly and creative productivity. The chair fosters growth also by constructive evaluation
communicated to faculty members in a supportive manner.
As dictated by Faculty Bylaws, the chair is responsible for evaluation of untenured faculty
annually and every fifth year for tenured faculty. The chair receives annual reports from all
faculty, which should serve as a basis for conversation regarding individual faculty goals and
plans, as well as any areas that may need more attention. Finally, in consultation with the
department, the chair makes recommendations for tenure and promotion.
The chair initiates and coordinates curriculum development in the department in the context of
the educational objectives of the University, with due attention to an on-going review of
curriculum and to potentially beneficial innovations in pedagogy and modes of instruction.
The chair supervises the planning and study of department offerings on a long-range and term-
by-term basis. Both long- and short-range scheduling must be designed in consultation with the
dean of the school and in consultation with other departments or programs directly impacted by
scheduling decisions.
The chair provides leadership in the recruitment of students and assigns majors to advisors in the
department. The chair insures that appropriate channels of communication are provided for the
students’ opinions and suggestions concerning the offerings and services of the department. The
chair ensures that course/instructor evaluations are supplied to each faculty member for
distribution in each course that they teach each semester, thus guaranteeing that students are
provided with a forum for input regarding the quality of instruction.
The chair prepares the department’s annual budget, in consultation with the department and the
dean of the school. The chair supervises the requisitioning of instructional resources needed for
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the offerings of the department and should encourage faculty to investigate sources of outside
funding.
The chair maintains and preserves a file for every full-time member of the department that
contains all materials pertinent to hiring, conditions of employment, and evaluation of that
faculty member. The chair also maintains and preserves general departmental files relating to
the business of the department.
The chair insures that departmental policies consistent with school and University policies
regarding expectations of faculty are formulated, reviewed and communicated to all members
of the department and to the school dean. Chairs endeavor to ensure that University- and school-
wide policies are adhered to by faculty in their departments.
In addition to the responsibilities listed above, chairs are expected to assume or delegate all other
responsibilities pertaining to the operation of the department, including those that are unique to
the department. Chairs may also be delegated responsibilities by the dean of the school.
Remuneration
To compensate for the increased workload, which serving as chairperson entails, a reduced
teaching load will be provided. Increased remuneration may also be provided for work required
of chairs over the summer.
1.2.5.3: Director of the Library
Accountable to the provost, the library director has primary leadership responsibilities for all
aspects of library operations. The director assumes administrative, budget and academic
stewardship for library facilities, resources and services at the main campus and other locations.
The director reviews and approves all matters of common concern and interest with the library
before they are considered by other University bodies.
Primary responsibilities include:
Facilitates and implements long-range planning for all aspects of library operations in
consultation with library faculty and staff and other members of the University.
Participates in long-range planning at the University when necessary.
Plans, prepares and administers the library budget. Responsible for ensuring expenditures
are within the overall budget, including capital items.
Oversees all aspects of library operations, services, staff and facilities. Supervises library
faculty, staff and student workers and evaluates their performance in accordance with
campus policies. The director is responsible for overall collection development and
delegates specific areas of collection development to the librarians.
Participates in bibliographic instruction and reference service.
The director maintains and preserves a file for every member of the library that contains
all materials pertinent to the hiring, conditions of employment, and evaluation. The
director also maintains and preserves general library files relating to the business of the
library.
Represents the library to the University faculty and administration, as well as representing
the University at local, state and national library functions.
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Library as a Unit within the College of Arts and Sciences
For the purposes of the faculty role and academic standing, such as annual faculty reports,
evaluations, promotion and tenure reviews, and applications for sabbaticals and course releases,
the library functions as a unit within CAS.
1.2.6: Deans Council
The Deans Council functions as the planning and advisory team within Academic Affairs. Chaired
by the provost, the council consists of the deans of one college and two schools. Associate
provosts and additional leadership in Academic Affairs and leadership across the institution are
invited to meetings as agenda items necessitate.
The council meets weekly to discuss, review and act on matters pertaining to faculty, students,
curriculum, programs and other items of importance to Academic Affairs and to the institution
generally. The Deans Council has retreats as deemed necessary.
The Deans Council is the team utilized by the provost for planning and conducting the business
of Academic Affairs at Saint Xavier University. As a staff member of the Board of Trustee
Committee to Ensure Educational Quality, the provost is also the liaison between that committee
and the council. In that way, policy changes or suggestions emanating from the committee or the
board itself are communicated to the Deans Council for its information and action.
1.2.6.1: Evaluation of a Dean
Deans of schools are (re)appointed by the president for a fixed period, usually three years. The
involvement of other persons in (re)appointment decisions is systematically consulted to the
provost, who in turn makes recommendations to the president.
The defining characteristics of the Office of the Dean are enumerated in a document entitled
“Role of a Dean of a School at Saint Xavier University” (1.2.5.1). Adaptations to these expectations
may be made at the time of (re)appointment or at other times.
The University intends that each dean will be evaluated in the final year of each (re)appointment
period. In each evaluation, full-time faculty of the college/school are to be involved actively.
Annually, the dean, in consultation with the provost, will set goals and report on
accomplishments and progress at the close of the academic year.
To ensure that evaluations are conducted in a timely, professional and impartial manner, the
provost, or designee, will initiate and oversee all reviews of school deans, assisted in each
instance by a committee of three senior faculty specially selected. In addition, the evaluation
process for each dean will be governed by a common set of procedures outlined below. These
procedures may be revised from time to time.
Evaluation Process
1. The provost or designee (hereafter provost) will initiate a dean’s review by February 1 for
a spring review and by October 1 for a fall review. The first step in the process is for the
provost to notify the dean and the faculty of their school of an impending evaluation. Soon
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afterward, the provost should convene a Review Committee consisting of three tenured
faculty from the dean’s school. One faculty member shall be appointed by the dean, one
by election of the tenured and tenure-track faculty of the school and one by the provost.
The Review Committee shall elect its own chairperson.
2. Under the general guidance of the provost, the functions of the Review Committee will be:
a. to devise one or more methods for securing broad consultation from all vice
presidents, other deans and the full-time faculty of the school, plus a sample of
staff, students, alumni and any other constituencies deemed important.
b. to develop a timetable for implementation, in consultation with the provost and
dean; each review shall be conducted in a timely manner consistent with the need
to obtain accurate, comprehensive evaluative evidence.
c. to request that the dean prepare a written self-evaluation, focusing on
accomplishments, plans and critical issues.
d. to adapt or adopt evaluation instruments (e.g., questionnaires, interview
protocols) that will fairly assess a dean’s past performance and prospects; the
provost is responsible for providing prototypes that include standard institutional
questions; the dean shall be given an opportunity to comment on such instruments
prior to their use.
e. to administer such instruments, analyze results and issue a summary report of
findings.
f. to offer the dean an opportunity to respond orally or in writing to the report; a
dean may accept or decline this offer without penalty of any kind.
g. to prepare a final, confidential, written report for the provost, dean, and president.
3. The provost may assign a staff person to assist the Review Committee with clerical and/or
analytical functions. The provost will maintain a file of suitable review instruments and
guidelines, and will provide the Review Committee with other essential resources.
4. In preparing its final report, the Review Committee will not make recommendations
regarding renewal, termination or conditions of a dean’s employment. Instead, the Review
Committee will accurately and impartially convey the evaluative views of various
constituencies, noting any consistencies or discrepancies and attempting to resolve any
salient questions of fact.
5. The Review Committee shall deliver its final report by May 15 for a spring review and by
December 15 for a Fall review; earlier is preferable.
6. Evaluative reports will not be disseminated to faculty or others. All deliberations of the
Review Committee, as well as all documents collected by them, will be considered
confidential. Summary documents will be kept by the provost in the dean’s personnel file;
supporting documents will be kept in a separate location by the provost for a period of not
less than three years. After consultation with the dean, and in a timely fashion, the provost
will discuss the findings with the school’s full-time faculty.
7. The provost will present the Review Committee’s final evaluative report to the president
and append detailed recommendations for action, including developmental advice and a
judgment regarding renewal or termination.
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1.2.6.2: Evaluation of a Chair of a Department
The department faculty shall evaluate the performance of the chair during the spring semester
of the first year and during the fall semester of the third year. These evaluations will be initiated
by the dean of CAS. Following the evaluation, the written results will be submitted to the dean,
who will discuss all pertinent responses with the individual chair and the provost.
2.0: Faculty Governance
2.1: Faculty Bylaws
2.1.1 Article I: Grant of Powers
2.1.1.1 Section 1: Statement of Principles
The Board of Trustees of Saint Xavier University, the president, other officers of administration,
and the faculty are jointly committed to the established goals of the University and agree that
only by mutual understanding and collaborative effort can these goals be achieved. The Faculty
Bylaws set forth the responsibilities for these goals specific to the faculty, and provide for the
authority necessary for meeting the responsibilities herein defined.
2.1.1.2 Section 2: Definition of Faculty Powers
The affairs of Saint Xavier University are governed by the Board of Trustees. Subject to the Board
of Trustees and the provisions of the University Articles of Incorporation and University Bylaws,
the faculty shall exercise the express powers set forth in these Faculty Bylaws. The faculty shall
have the power to prescribe requirements for admission, courses of study, conditions for
graduation, nature of degrees to be conferred and regulations for the conduct of educational
work of the University. They shall provide bylaws for the governance of the faculty and shall
insure the necessary organization for the conduct of student life and activities. They shall
establish a system of faculty classifications and ranks, as well as policies for faculty appointment,
tenure and promotion. Finally, they shall recommend to the Board of Trustees candidates for
degrees in course and for honorary degrees.
[Amendment to section 2.1.1.2 approved by the Full Faculty, March 27, 2015.]
2.1.1.3 Section 3: Scope of Faculty Powers
The exercise of the powers herein conferred on the Faculty which in the judgment of the
president of the University involves a major issue in the educational policy or social functioning
of the University shall require the explicit approval of the president of the University and of the
Board of Trustees. In case of disagreement on such a major issue among the faculty, the president
and the Board of Trustees, the Board of Trustees will consult with the Faculty and the president
before making a final decision. Any such decision shall be within the sole discretion of the Board
of Trustees.
2.1.1.4 Section 4: Faculty Policies
2.1.1.4.1: Policies established by the faculty or the Faculty Senate (see section 2.1.6, “Faculty
Senate”) shall be published in the Faculty Handbook in section 2.2, “Policies and Procedures of
27
the Faculty.” Only the faculty, or the Faculty Senate acting for the faculty, can add, alter or
remove documents from this section of the Faculty Handbook.
2.1.1.4.2: Faculty policies and procedures adopted by the faculty shall become effective (or
non-effective) with ratification by a two-thirds vote of a faculty quorum present and voting at a
meeting of the full faculty. Faculty policies and procedures recommended by the Faculty Senate
shall become effective (or non-effective) with ratification by a two-thirds vote of quorum present
and voting at a meeting of the full senate.
2.1.2 Article II: Faculty
2.1.2.1 Section 1: Definition of Faculty as a Whole
2.1.2.1.1: The term “faculty” shall cover only those persons directly holding and exercising a
teaching office at Saint Xavier University. The term “faculty” shall extend to all ranks whether
full-time or portion of full-time, whether college/school faculty or library faculty, and to those
faculty members who take temporary leave of absence.
2.1.2.1.2: Full-time service is usually twenty-four hours per academic year. For faculty members
involved in research, directing programs, administrative duties, laboratory supervision or
graduate teaching, the number of classroom hours shall be reduced on a proportional basis.
Reduction in hours will be made in consultation with chairs of departments, directors of
programs, academic deans and the provost.
2.1.2.1.3: The president of the University and the provost shall be members of the faculty ex
officio. These persons may be granted faculty rank by the terms of their contracts, but such rank
by itself carries no expectation of faculty tenure. They shall receive tenure only if granted it by
the procedures specified in section 2.1.4, “Promotion and Tenure.” Academic deans shall be
considered members of the faculty with assigned administrative duties. They shall be regarded
as faculty members subject to the procedures for rank and tenure outlined in Article IV, but they
shall not be eligible for election to faculty committees or the Faculty Senate.
2.1.2.1.4: In cases other than those mentioned in section 2.1.2.1.3, honorary faculty status may
be granted to recognize an administrator’s academic competence and achievements and to
recognize service that directly contributes to students’ educational experience. This form of
faculty status is granted by the president subsequent to a nomination by the provost and a
recommendation from the faculty in the academic department and/or School which is the
appropriate judge of the person’s academic credentials and experience. Teaching in the
departments of their academic specialties shall be done on a per course basis, and they shall be
members of those departments in the same way as other per course faculty. They may be given
whatever faculty rank is mutually agreeable to the University and the respective department, but
no such rank by itself conveys expectation of tenure.
2.1.2.1.5: The limitation of the term “faculty” in this way does not imply that the University has
no other necessary functions to perform, with appropriate offices to carry them out. It does,
however, call for the clear and distinct classification of those non-teaching offices as non-faculty.
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2.1.2.2 Section 2: Faculty Classification and Ranks
2.1.2.2.1: Tenure-track faculty are faculty with tenure and those whose contracts specify
eligibility for tenure.
2.1.2.2.1.1: College or school faculty are tenure-track faculty having teaching responsibilities in
the CAS, the GSM and/or SONHS, and having the rank of instructor, assistant professor, associate
professor or professor.
[Amendment to section 2.1.2.2.1.1 approved by BOT June 6, 2018.]
2.1.2.2.1.2 : Library faculty are tenure-track faculty having teaching responsibilities across the
curriculum and the disciplines related to the integration of information and library research in
the educational process and having the rank of instructor librarian, assistant librarian, associate
librarian or librarian.
2.1.2.2.1.3: Communication Sciences and Disorders clinical faculty are certified, licensed speech-
language pathologists and tenure-track faculty having clinical and academic teaching
responsibilities, as well as clinical/diagnostic supervision responsibilities, and having the rank of
clinical instructor, clinical assistant professor, clinical associate professor, or clinical professor.
2.1.2.2.1.4: School of Nursing clinical nurse educator faculty are licensed registered nurses and
tenure-track faculty having clinical and academic teaching responsibilities as well as clinical
practice and supervisory responsibilities, and having the rank of clinical nurse educator
instructor, clinical nurse educator assistant professor, clinical nurse educator associate professor
or clinical nurse educator professor.
[Amendment to section 2.1.2.2.1.4 approved by the Full Faculty, March 21, 2006.]
2.1.2.2.2: Non-tenure track faculty are faculty whose contracts do not specify eligibility for
tenure. These faculty are full-time or portion of full-time having the rank of lecturer, assistant
professorial lecturer, associate professorial lecturer, or professorial lecturer.
2.1.2.2.3: Clinical faculty are those appointed to supervise students in practicum settings. These
appointments are substantially less than one-half time and have the rank of clinical assistant
professor, clinical associate professor or clinical professor.
2.1.2.2.4: Adjunct faculty are those hired on a per-course basis having the rank of lecturer.
2.1.2.3 Section 3: Faculty Appointments
2.1.2.3.1: The criteria relevant for initial appointment to the faculty are academic credentials,
effective teaching, and scholarship and/or professional development. A faculty contract which
according to these Bylaws entails a new appointment shall be accompanied by a letter of
appointment indicating the rank and period of the appointment, whether or not it is tenure-track
or non-tenure track, and any special conditions which may govern it. In the absence of such a
letter, the period shall be that specified as normal for the appointment. An appointment for more
29
than one year is a commitment of the University to offer the faculty member a contract annually
until the appointment expires.
2.1.2.3.1.1: A faculty contract offered to a tenure-track faculty member who has tendered a
resignation or to a person previously employed as a lecturer at the University, shall be treated in
the same manner as a new appointment as defined in section 2.1.4.3.1, “School Faculty.”
2.1.2.3.1.2: In determining new appointments of faculty members to positions that normally lead
to tenure, all previous full-time service at the rank of Instructor or higher in any institution of
higher education may be counted by the University toward tenure. The probationary period prior
to granting tenure, however, may be extended to include four years of continuous service at this
University subsequent to the new appointment, even if that four-year extension exceeds the
normal time within which a faculty member would be granted tenure.
2.1.2.3.2: A non-tenured appointment may be terminated by the University before its expiration
only for cause, by reason of extraordinary financial emergency, or in case of major program
change (i.e., termination of a program or department). Causes for early termination of a non-
tenured appointment are those which permit termination of a tenured appointment. In cases of
dispute about an appointment, or when cause is alleged for dismissal of a faculty member with
a non-tenured appointment, he/she shall be entitled to the same protections as a person holding
a tenured appointment.
2.1.2.4 Section 4: Policy on Non-Reappointment
If a non-tenured faculty member is not to be retained at the end of the first year, notification
must be given three months before the end of the contract year; notification must be given six
months before the end of the second or third contract year; twelve months notification must be
given thereafter.
2.1.2.5 Section 5: Voting Rights
All faculty members have the right to vote except adjunct faculty, that is, those paid a fixed sum
for each course taught and having no University responsibilities other than classroom teaching.
2.1.2.6 Section 6: Meetings of the Faculty
2.1.2.6.1: Meetings of the faculty shall be called by the president of the Senate who shall serve
as the presiding officer or shall appoint as presiding officer another faculty member. Meetings
may also be called by ten voting members of the faculty. The presiding officer of such a meeting
will be determined by the president of the Senate after consultation with a representative of the
persons calling the meeting.
2.1.2.6.2: Meetings shall be held at least twice each semester, and minutes shall be kept. All
faculty members shall receive a week in advance: an announcement of the meeting; the agenda
for the meeting with appropriate reading materials or reference to them; and minutes of the last
meeting. The agenda for meetings shall be determined by the provost, the president and
president-elect of the Faculty Senate.
2.1.2.6.3: A quorum shall consist of one-third of the voting members of the faculty.
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2.1.2.6.4: Except as otherwise provided in these Bylaws, meetings of the faculty shall be governed
by the latest edition of Robert’s Rules of Order Newly Revised.
2.1.2.6.5: Decisions are made by a simple majority of the eligible voters present and voting,
except as otherwise provided by these Bylaws or by the latest edition of Robert’s Rules of Order
Newly Revised.
2.1.2.6.6: Action concerning new business (i.e., business of which notice has not been given in
the published agenda of a meeting) may be taken only by a two-thirds vote.
2.1.2.7 Section 7: Leaves of Absence
Subsidized sabbatical leaves of absence or unsubsidized leaves of absence from the teaching
office may be obtained for a one-year period.
[Amendment to section 2.1.2.7 approved by BOT December 09, 2020.]
2.1.2.8 Section 8: Equal Opportunity
Faculty members being considered for initial appointments, renewed appointments, promotions
in rank or granting of tenure will be evaluated solely based on the job functions involved. It is the
policy of Saint Xavier University to ensure equality of opportunity in all aspects of the
employment relationship. This includes recruitment and hiring, compensation, benefits, tenure,
promotion, transfer, demotion, training, layoff and recall, and all personnel policy administration.
All employment decisions will be made without regard to race, color, sex, national or ethnic
origin, religion, age, marital status, sexual orientation, veteran status, disability unrelated to
performance of the job, or other protected characteristics.
2.1.3 Article III: Faculty Committees
Faculty committees are of two types: those created by and responsible to the whole Faculty, and
those created by and responsible to the Faculty Senate. This Article makes provision for the
former type. Committees responsible to the Faculty Senate are provided for in the Senate Charter
of Committees, which may be found in the Faculty Handbook immediately following the Faculty
Bylaws. Committees responsible to the whole faculty (hereafter “Committees of the Faculty”) are
of two kinds: standing and ad hoc.
2.1.3.1 Section 1: General Provisions for Standing Committees
2.1.3.1.1: Membership. There shall be a revolving membership on all standing committees of the
Faculty. Unless otherwise specified, tenure on a committee shall not be more than three years.
All requirements with respect to rank and length of service for committee membership shall be
understood to pertain to the time of the seating of the person on the committee. The chairperson
does not vote unless there is a tie.
2.1.3.1.2: Election to Committees of the Faculty
2.1.3.1.2.1: Election of faculty members to committees of the faculty shall take place in the spring
of each year and will be conducted by the Election Committee. The terms of faculty members
elected to committees shall begin June 1 immediately following their election.
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2.1.3.1.2.2: At least five weeks prior to the faculty meeting at which elections are to be held, the
Election Committee will solicit nominations. This period will last no less than 10 days.
2.1.3.1.2.3: The Election Committee will determine the eligibility of each nominee based on the
eligibility rules for each committee. The committee will then contact the nominees to ascertain
their willingness to run.
2.1.3.1.2.4: The Election Committee will continue the nomination process by sending the faculty,
at least three weeks prior to the election, a draft ballot including all nominees eligible and willing
to run. On the draft ballot, the committee will apprise the faculty of any committees which lack
sufficient nominees as well as those which will require a run-off election. The committee will ask
the faculty to make final additional nominations to, and final withdrawals from, the ballot.
2.1.3.1.2.5: The revised ballot will be distributed at least one week prior to the faculty meeting
at which elections are to occur.
2.1.3.1.2.6: Nominations may also be made from the floor at the faculty meeting at which
elections occur.
2.1.3.1.2.7: Pursuant to section 2.1.3.1.3.3, no faculty member may serve on more than one
standing committee of the faculty or of the Faculty Senate, or for any such committee if already
serving on one.
2.1.3.1.2.8: The Election Committee will conduct run-off elections as necessary.
2.1.3.1.2.9: Absentee voting shall take place on the working day following the General Faculty
Elections in the office of the Provost between the hours of 8:30 a.m. and 4:30 p.m. Only those
faculty members who have formal teaching responsibilities, are traveling to or from off-campus
teaching sites, attend professional meetings or have personal emergencies during the time of
elections will be eligible for absentee balloting. All amended ballots will be counted after 4:30
p.m. on the day following the General Election. Results will be posted the next day.
2.1.3.1.2.10: Special elections to fill vacancies, or for terms equivalent to someone’s leave of
absence (see section 2.1.3.1.3.1), are to be conducted by the Election Committee within 30 days.
Special elections are not subject to the time restrictions provided above (see section 2.1.3.1.2.1–
2.1.3.1.2.9) for the annual General Election.
2.1.3.1.3: Vacancy
2.1.3.1.3.1: When a vacancy occurs in the membership of a standing committee of the Faculty,
the Election Committee shall hold an election within 30 days after the vacancy occurs. The person
elected to fill the vacancy shall serve for the remainder of the unexpired term.
Committee members on leave of absence from the University may decide to remain active
members of committees and acquire length of service thereby, or they may decide to remain
inactive and not acquire length of service thereby.
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If a committee member on leave of absence decides not to be active on the committee during
the leave, the Election Committee shall conduct a special election of a qualified person to serve
on the committee in question for a term equal to the anticipated length of the leave.
2.1.3.1.3.2: Faculty may serve up to two consecutive full or partial terms on a committee. After
that time, a faculty member may not serve again on the same committee until one year has
elapsed since serving on that committee.
[Amendment to 2.1.3.1.3.2 approved by the Full Faculty, September 21, 2012.]
2.1.3.1.3.3: A faculty member may not simultaneously serve, whether through appointment,
election or combination thereof, on more than one standing committee, whether of the Faculty
or of the Faculty Senate, or on more than a total of three committees, whether ad hoc or a
combination of ad hoc and standing committees.
2.1.3.1.4: Chairperson
Unless otherwise specified, each committee shall elect its own chairperson.
2.1.3.2 Section 2: Standing Committees of the Faculty
There are six standing committees of the faculty: the University Rank and Tenure Committee
(URTC), the Faculty Affairs Committee (FAC), the Faculty Grievance Committee, the Election
Committee, the Sabbatical Leave Committee and the General Education Committee.
[Amendment to 2.1.3.2 approved by the Full Faculty, April 24, 2007.]
2.1.3.2.1: University Rank and Tenure Committee (URTC)
2.1.3.2.1.1: Purpose. To make recommendations, based on academic and professional
qualifications, on the suitability of faculty for promotion and tenure. To make such
recommendations, the URTC will request from faculty candidates a dossier of supportive
materials. The URTC will seek a departmental or school recommendation for each faculty
candidate (through department chair or School Rank and Tenure Committee), as well as a
recommendation from the candidate’s school dean. The URTC will request recommendations
from faculty peers selected by the candidate and will receive letters submitted by others on
behalf of the faculty candidate. After review of relevant materials submitted by and on behalf of
the faculty candidate, the URTC will inform the provost in writing of its recommendation
regarding the faculty candidate’s suitability for promotion and/or the grant of tenure.
Each year, the URTC will distribute a timeline of promotion and tenure deadlines to all faculty;
will review the status of faculty members with respect to eligibility for promotion and/or tenure
and send written notification to those eligible; will provide to faculty who indicate an intention
to pursue promotion and/or tenure written guidelines regarding materials to be submitted. A
faculty member may initiate consideration of his or her own promotion by contacting the URTC.
33
2.1.3.2.1.2: Membership. Seven faculty members, elected by the faculty at large for staggered
three-year terms. Those eligible for election to this committee shall be tenured faculty members
with at least three years of service in the University.
2.1.3.2.1.3: It is understood that the URTC is the final judge of academic and professional
qualifications, and that the administration grants promotion and tenure. Decisions by the
administration on rank and tenure contrary to those of the URTC are presumed to be based on
criteria other than those within the URTC’s sole competence (see section 2.1.4.1, “Criteria for
Faculty Promotion and Tenure”). The administration shall consult with the URTC in the event of
such a contrary decision.
2.1.3.2.1.4: In cases of dispute about promotion or tenure, the faculty member has the right to
call into being a grievance committee (see 2.1.3.2.3, “Faculty Grievance Committee”).
2.1.3.2.2: Faculty Affairs Committee (FAC)
2.1.3.2.2.1: Purpose. To monitor the procedures whereby the appointments of departmental
chairpersons and directors of programs are made; to conduct elections and count ballots for such
positions. The committee will consult with the Sabbatical Leave Committee regarding policies
and procedures of sabbatical leaves, and the provost on the granting of unsubsidized leaves of
absence to members of the faculty.
[Amendments to sections 2.1.3.2.2.1 – 2.1.3.2.2.2 approved by BOT December 09, 2020.]
[Enacted November 27, 1979.]
2.1.3.2.2.3: Membership. Six faculty members elected by the faculty at large for staggered three-
year terms shall constitute the Faculty Affairs Committee. Those eligible for election to this
committee shall be tenured faculty members with at least three years of service in the University.
The Faculty Affairs Committee shall have the following representation:
Three (3) faculty members from Arts and Sciences:
o one from social sciences and education
o one from mathematics/computer sciences/science
o one from arts/humanities
One faculty member from the Graham School of Management
One faculty member from the School of Nursing and Health Sciences
One faculty member at large
[Amendment to section 2.1.3.2.2.3 approved by the Full Faculty, October 10, 2014]
[Amendment to section 2.1.3.2.2.3 approved by the Full Faculty, March 31, 2017; Not approved
by Board of Trustees when presented on June 6, 2018; BOT approved division of Social Sciences
and Education on June 6, 2018, to take effect immediately; therefore, School of Education
reference was removed and membership total was changed to six]
2.1.3.2.3: Faculty Grievance Committee
2.1.3.2.3.1: Allegations of violation of the University’s Equal Opportunity or Title IX policies are
investigated using those policies, and those policies provide separate procedures for review of
investigative findings. When such an investigation results in a recommendation of formal
34
employment action such as dismissal or suspension, however, a faculty member may use this
grievance procedure to challenge such action.
Purpose. To provide a process for the effective and timely resolution of disputes relating to the
interpretation and/or application of the Faculty Handbook and Bylaws to the terms and
conditions of faculty employment. To make available a preliminary, followed by a formal, if
necessary, hearing process for the review of faculty grievances. To achieve its purpose, the
Faculty Grievance Committee will respect academic due process, and seek initially to settle the
matter through informal means.
[Amendment to section 2.1.3.2.3.1 approved by BOT December 09, 2020.]
2.1.3.2.3.2: Membership. Five (5) tenured faculty members, elected by the faculty at large for
staggered three-year terms. No member of the Faculty Grievance Committee shall be a party to
circumstances giving rise to the grievance. If such recusal is necessary, the Faculty Grievance
Committee may function if at least three members participate.
2.1.3.2.3.3: Definitions. Grievant: A full-time or portion of full-time member of the faculty, or
any other faculty member, as specified in Section 2.1.2.1 of the Faculty Bylaws.
Grievance: A formal allegation by a faculty member that there has been a violation,
misinterpretation or misapplication of a term, category and/or condition of the Faculty Handbook
and Faculty Bylaws. Areas of grievance may include, but are not limited to decisions regarding
promotion, tenure, suspension or dismissal for alleged cause, violation of academic freedom,
insufficient consideration in a decision not to reappoint a probationary or other non-tenured
faculty member, and findings or dispositions of complaints or concerns regarding, harassment or
retaliation, discrimination with respect to race, color, sex, national or ethnic origin, religion, age,
marital status, sexual orientation, veteran status, disability, or other protected characteristics.
[See 2.1.2.8 Equal Opportunity] Complaints about discrimination harassment or retaliation that
have not been investigated, including issues regarding gender discrimination or harassment, will
first be forwarded to the administration for investigation consistent with the University’s Equal
Opportunity or Title IX policies and applicable law. Faculty employment actions based upon the
results of such investigation may then be the subject of a grievance under this policy.
Where more than one on-campus investigation, grievance or appeal procedure arguably applies
to an issue or complaint involving Equal Opportunity, the provost or designee will review the
matter and advise the parties, as well as the FGC, as to the appropriate grievance sequence of
cases that will be followed to ensure full and fair investigation, resolution, and grievance appeal
of any such issues.
2.1.3.2.3.4: Procedure. The purpose of this subsection is to provide a process for the effective
and timely resolution of disputes relating to the interpretation and/or application of terms,
categories, and conditions in the Faculty Handbook and Faculty Bylaws. The procedures set forth
do not preclude legal remedies external to the University.
35
It is suggested that the grievant attempts to resolve the issue by mutual consent with those
named in the grievance. If a resolution does not occur, the grievant shall submit a written
statement of the grievance to the chair of the Faculty Grievance Committee. The grievant’s
statement must be submitted within the first twenty (20) business days of the regular fall or
spring semester following the semester or term in which the matter leading to a grievance
occurred, or from the time the grievant knew, or should have known of the incident or decision
subject to the grievance. For purposes of this policy, business days are Monday through Friday
excluding University holidays.
The written statement should constitute a detailed description of the grievance containing: a
timeline; facts surrounding the grievance; parties involved; reference, if applicable, to the
particular provision(s) of the Faculty Handbook or Bylaws or other University policies deemed
applicable; and the particular relief that the grievant seeks. Any supporting documentation or
data should also be included with the statement.
The provost may appoint a designee should the provost believe that a conflict-of-interest or other
circumstances warrant such action. The FGC shall provide copies of the grievance to the provost
or designee and all other persons that are a party to the grievance within seven (7) business days
of the Faculty Grievance Committee initial notification of a grievance.
Following the notification of those named in the grievance, the FGC will seek to settle informally
the matter between the parties, and may proceed to conduct further investigation. The FGC may
request the parties furnish additional information, and may seek a meeting with the grievant and
those named to the grievance. At this stage, the Faculty Grievance Committee may suggest a
resolution of the grievance to the parties.
The Faculty Grievance Committee will issue a written report and recommendation on the merits
of the grievance within thirty (30) business days, after initial notification of the parties to the
grievance. The report and recommendation will be provided to the grievant, provost or designee,
and any other parties directly identified in the grievance. The report shall contain a summary of
relevant evidence, a brief narrative of the FGC’s efforts to resolve the grievance informally, and
any recommendations for disposal of the grievance. In addition, the parties, including the
grievant, subject of grievance, and provost or designee, will also be provided access to any other
materials that the FGC reviewed prior to the issuance of its report and recommendation.
Within thirty (30) business days of receipt of the FGC report and recommendation, the provost
or designee shall submit a written response to the grievance to the chair of the Faculty Grievance
Committee, the grievant, and any additional parties to the grievance.
Once it receives the provost’s or designee’s response, the grievant or other faculty party to the
grievance may, for any reason, request that the provost or designee convoke an ad hoc Formal
Hearing Committee, especially in cases of dismissal for alleged cause, other sanctions, and non-
reappointment. If the grievant or other party to the grievance decide to pursue the formal
hearing procedure, a written request to the provost or designee must be made by the grievant
as petitioner or other party to the grievance seeking the Formal Hearing Committee process
within twenty (20) business days following the provost’s or designee’s report to the FGC. If the
36
grievant or other party to the grievance seeks a Formal Hearing Committee, the process of
establishment begins as delineated in sections 2.1.3.3.1. and 2.1.3.3.1.4.
When necessary, all deadlines established in the grievance procedure may be extended with the
consent of the Faculty Grievance Committee, the provost or designee, the grievant, and any other
principal party to the grievance.
[Approved by Faculty Senate March 3, 2018; Approved by Full Faculty April 27, 2018; Approved
by BOT June 6, 2018]
2.1.3.2.4: Election Committee
2.1.3.2.4.1: Purpose. To identify and seek nominations of eligible faculty for election to
committees of the faculty and of the Faculty Senate; to conduct run-off elections, assemble
ballots and conduct spring elections pursuant to section 2.1.3.1.2, “Election to Committees of the
Faculty;” and to conduct special elections as necessary.
2.1.3.2.4.2: Membership. Five members, one elected from each school by and from the members
of that school, and one elected by and from the faculty at large. All members will be elected to
staggered three-year terms.
2.1.3.2.5 Sabbatical Leave Committee
2.1.3.2.5.1: Purpose. The Sabbatical Leave Committee, in consultation with the Provost’s Office
will determine eligibility, years of service, and rank of each applicant. The Sabbatical Leave
Committee will notify the provost of the non-eligibility of an applicant and the provost will notify
the applicant. The Sabbatical Leave Committee will review all subsidized sabbatical leave
applications. The Sabbatical Leave Committee will make recommendations and send the
appropriate applications and recommendations to the faculty applicant, appropriate department
chairpersons, college/school deans, and provost.
[Amendment to section 2.1.3.2.5.1 approved by BOT December 09, 2020.]
2.1.3.2.5.2: Membership. The Sabbatical Leave Committee shall be elected to staggered three-
year terms. The Sabbatical Leave Committee shall have the following representation:
Three faculty members from Arts & Sciences:
o one social sciences and education.
o one mathematics/computer sciences/ science.
o one arts/humanities.
One faculty member from the Graham School of Management.
One faculty member from the School of Nursing & Health Sciences.
Two faculty members at large.
Any faculty member elected to the Sabbatical Leave Committee and applying for a sabbatical
leave shall not serve in any capacity during the year of application. A faculty member
representing the same area as the faculty member who is not serving will fill the vacancy caused
by this recusal, appointed by the provost.
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[Migrated from CBA by approval of the Full Faculty, April 26, 2013; BOT approved division of
Social Sciences and Education, June 6, 2018 and education was added to social sciences]
2.1.3.2.6: General Education Committee (GEC)
The GEC has primary responsibility for ensuring the quality of the General Education Program, its
curriculum, and related activities. These responsibilities include responding to course proposals,
promoting faculty discussion and development, and assessing the curriculum.
The GEC will draw its membership from the tenure-track faculty. The faculties of the Graham
School of Management and the School of Nursing & Health Sciences will each elect one
representative. The College of Arts and Sciences faculty will elect three representatives (one each
in Arts & Humanities, Social Sciences and Education, and Natural Sciences, Mathematics and
Computer Science), and the dean of Arts and Sciences will appoint one additional member, for a
total of seven faculty members. Faculty committee members will serve staggered three-year
terms, except for the appointed member from Arts & Sciences, who will serve a one-year term
(renewable for up to three years). Meetings of the GEC will be called by the Director of the
General Education Program who serves as its chair, sets the agenda in consultation with the
committee, and will vote in case of ties. The dean of the College of Arts and Sciences will serve
as a non-voting, ex-officio member of the faculty committee.
[Section 2.1.3.2.6 approved by the Full Faculty, April 24, 2007. Amended July, 2018 to reflect
organizational changes.]
2.1.3.3 Section 3: Ad Hoc Committees of the Faculty
There is one ad hoc committee of the faculty for which regular provision is made: the Formal
Hearing Committee. The faculty may also establish whatever other ad hoc committees it deems
necessary or appropriate.
2.1.3.3.1: Formal Hearing Committee
2.1.3.3.1.1: Purpose. To provide an opportunity, upon request, for faculty members to have a
formal grievance hearing conducted by an ad hoc committee of faculty members, who shall make
recommendations to the president of the University. The Formal Hearing Committee can be
convoked only after a grievance has been considered by the Faculty Grievance Committee
2.1.3.3.1.2: Membership. Three (3) tenured faculty members, each at least of associate rank,
shall be chosen for each hearing in the following manner. One shall be chosen by the provost or
designee. One shall be chosen by the grievant, and the third, who shall be chairperson, by
agreement between the provost or designee and the grievant. The faculty grievant would submit
to the provost or designee two faculty members willing to serve as the Formal Hearing
Committee Chair. The grievant and the provost or designee would attempt mutually to identify
the ad hoc FHC chair. If unsuccessful, the grievant (petitioner) and the provost or designee will
each select a person from either the administration, excluding the president, or a tenured faculty
member, not previously suggested as chair, who will attempt to reach a mutual agreement on
the ad hoc FHC chair. If the grievance is between two faculty members, each would choose one
member of the FHC. The two faculty members would jointly select the third member who would
38
serve as chair after each would exchange between one and two names of faculty willing to serve
as chair. Failing to reach agreement, each will select a tenured faculty member not previously
suggested for chair, and these two will select an ad hoc FHC chair. None of those chosen to serve
on this committee may have previously considered the case as members of the Faculty Grievance
Committee, University Rank and Tenure Committee, or have been directly involved in the
decision giving rise to the grievance.
The provost or designee shall complete the composition of the ad hoc Formal Hearing Committee
within twenty (20) days of receipt of the grievant’s or other principal faculty party to the
grievance request for a formal hearing. Within five (5) business days after the formation of the
Formal Hearing Committee, the provost or designee shall submit to the chair of the Formal
Hearing Committee, the grievant or other principal faculty party to the grievance, the provost’s
or designee’s response to the FGC, the grievant’s initial grievance statement, the grievant’s or
other principal faculty party to the grievance request for a FHC, and the Faculty Grievance
Committee’s final report or recommendation, and any other materials reviewed by the FGC
during the preliminary and informal grievance phase. These materials will always be made
available to the parties to the grievance and provost or designee, if not already provided.
2.1.3.3.1.3: Definition. The definition of a grievance is set forth in section 2.1.3.2.3.3, “Definition
of Grievance” and must arise from a provision in the Faculty Handbook or Bylaws and an issue or
decision relating to the faculty member in question (2.1.3.3.2.3).
2.1.3.3.1.4: Procedure. Formal hearing procedures may be instituted upon the request of the
grievant or other principal faculty party to the grievance to the provost or designee. The provost
or designee cannot initiate an ad hoc Formal Hearing Committee procedure but only upon
request by the grievant or other principal faculty party to the grievance. A prior preliminary
consideration of the case by the Faculty Grievance Committee shall precede the convocation of
a Formal Hearing Committee. Prior to the hearing, the FHC shall notify the parties, including the
provost or designee, in writing as to the procedures that will be utilized at the hearing so that all
participants will have prior notice of the applicable procedures for conduct of the hearing.
The grievant or other principal faculty party to the grievance, upon requesting the convocation
of a Formal Hearing Committee, shall submit to the provost or designee a written formal hearing
statement explaining any disagreements with the FGC and/or provost or designee report or
response. This statement shall include details of the grievance; the parties involved; references,
where applicable, to relevant provision(s) of the Faculty Handbook or bylaws; and the specific
desired outcome and may include a request that the Formal Hearing Committee convene a
formal hearing.
The Formal Hearing Committee shall have twenty (20) business days to conduct a formal hearing
after the receipt of the documents from the provost or designee. The grievant or other party to
the grievance appeal statement shall be submitted to the provost or designee and copied to the
FGC chair, within twenty (20) business days following the receipt of the provost’s report to the
Faculty Grievance Committee. The FHC may conduct its own investigation provided that, within
a reasonable time, prior to the hearing, it [1] discloses in writing to the provost or designee, the
grievant and any additional parties to the grievance, any independently acquired information not
39
previously disclosed to all the parties, and provost or designee, and [2] permits all such parties
reasonable opportunity to review such information and offer additional pertinent information in
response.
The conduct of all grievance and hearing procedures, to the extent not specifically addressed in
the Grievance Procedure, shall be consistent with those recommended in the current edition of
the American Association of University Professors, Policy Documents and Reports. Several
potentially relevant AAUP documents are: “1940 Statement of Principles on Academic Freedom
and Tenure,” “Recommended Institutional Regulations on Academic Freedom and Tenure,”
“Statement on Procedural Standards in Faculty Dismissal Proceedings,” and “Statement on
Procedural Standards in the Renewal or Nonrenewal of Faculty Appointments.” Policy Documents
and Reports shall be maintained and available to faculty members for their perusal in the Saint
Xavier University library and the office of the provost. Parties to a grievance or hearing process
will be notified, prior to the beginning of a committee or hearing process, about the specific
procedures and process that are applicable and consistent with the provisions of this section and
the relevant AAUP statements, documents and reports.
The Formal Hearing Committee report is to be completed within thirty (30) business days after
1) the completion of the formal hearing, if any; and/or 2) receipt of the provost’s or designee’s
report, the initial grievance and the Faculty Grievance Committee’s report. The FHC shall submit
a written report and recommendation to the president that shall include a finding of relevant
facts and the application of appropriate section(s) of the Faculty Bylaws and Handbook to the
related facts and a recommendation as to the disposition of the grievance.
The Formal Hearing Committee shall forward a copy of its report and recommendation, as well
as, the grievant’s initial statement to the FGC, the grievant’s or other principal faculty party
named in the grievance request for a FHC, the Faculty Grievance Committee report, the provost
or designee report to the Faculty Grievance Committee, and any relevant documentation
deemed significant to the president of the University. A confidential copy of the FHC’s report and
recommendation shall also be provided to the grievant and all additional parties to the grievance
and the provost or designee. Based upon this information, the president shall decide the matter.
The president must consult with the Formal Hearing Committee if the president does not accept
the committee’s report and recommendation. In any event, the president shall provide a written
decision to the parties to the grievance and to the Formal Hearing Committee within thirty (30)
days following the president’s receipt of the recommendation and report of the Formal Hearing
Committee. The president’s decision is final and dispositive.
[2.1.3.3.1.5: Section number currently not in use.]
[Approved by Faculty Senate, March 3, 2018; Approved by Full Faculty, April 27, 2018; Approved
by BOT, June 6, 2018 with removal of 2.1.3.3.1.5 Appeal to the Board of Trustees also approved
and removed]
2.1.3.3.2: Faculty Committee for Pre-Sanction Review (FCPR)
2.1.3.3.2.3: Relation to other University faculty committees: This committee operates separately
from, and prior to, the Faculty Grievance Committee and Formal Hearing Committee. Faculty
40
Grievance Committee work is activated only after action has been taken by the University that
negatively impacts a faculty member. Formal Hearing Committee work is activated only after a
grievance has been considered by the Faculty Grievance Committee.
[Approved by Faculty Senate, March 3, 2018; Approved by Full Faculty, April 27, 2018; Approved
by BOT June 6, 2018]
2.1.3.3.2.1: Membership. Members of the FCPR shall include a faculty senator, a representative
of Faculty Affairs, a representative of the SXU AAUP chapter, a representative selected by the
faculty member who is the subject of a potential sanction, and a faculty representative selected
by the Provost’s Office.
2.1.3.3.2.2: Purpose. To act as a pre-sanction hearing body when the administration proposes to
impose a severe sanction upon a faculty member and to make a recommendation regarding such
proposed sanction, to the president of the University. The FCPR will address issues that concern
academic freedom that are not specified within pre-existing policies and procedures. The work
of the FCPR will be conducted prior to the imposition of any severe sanctions upon a faculty
member. The FCPR shall represent the interests of tenured and non-tenured faculty and shall
seek to ensure that due process is followed throughout deliberations regarding severe
sanction(s), and that any such sanction(s) does not infringe upon academic freedom.
Severe sanction shall include such action as assignment to other duties, dismissal, or suspension
from service for a period. Severe sanctions do not include such things as a reprimand, denial of a
requested course schedule or denial of requested SXU funding or denial of a sabbatical.
2.1.3.3.2.3: Relation to other University faculty committees. This committee operates separately
from, and prior to, the Grievance Committee and Formal Hearing Committee. Grievance
Committee work is activated only after action has been taken that negatively impacts a faculty
member. Formal Hearing Committee work is activated only after a grievance has been considered
by the Grievance Committee.
2.1.3.3.2.4: Cause for severe sanction. The committee will consider that adequate cause for an
administrative-imposed sanction will be related, directly and substantially, to the fitness of
faculty members in their professional capacities as teachers or researchers. Sanctions will not be
used to restrain faculty members in their exercise of academic freedom or other rights of
American citizens. See section 2.1.2.3.2 and section 2.1.4.4.4 under for causes for dismissal.
Severe sanction shall include such action as assignment to other duties, dismissal, or suspension
from service for a period. Severe sanctions do not include such things as a reprimand, denial of a
requested course schedule or denial of requested SXU funding or denial of a sabbatical.
2.1.3.3.2.5: What activates a proceeding involving FCPR:
1. If the administration believes that the conduct of a faculty member, although not
constituting adequate cause for dismissal, is sufficiently grave to justify imposition of a
severe sanction, the administration must institute FCPR proceedings to impose such a
severe sanction. The procedures outlined below will govern such a proceeding.
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2. If the administration believes that the conduct of a faculty member justifies imposition of
a minor sanction, such as a reprimand, it will notify the faculty member of the basis of the
proposed sanction and provide the faculty member with an opportunity to persuade the
administration that the proposed sanction should not be imposed. A faculty member, who
believes that a severe sanction that has been imposed is incorrect, or that a minor sanction
has been unjustly imposed, may petition the faculty Grievance Committee for such action
as may be appropriate but not FCPR because FCPR is only triggered prior to the imposition
of a severe sanction.
2.1.3.3.2.6: Administrative imposition of severe sanctions will be preceded by:
1. Discussions between the faculty member and appropriate administrative officers looking
toward a mutual settlement;
2. Informal inquiry by the FCPR which may, failing to effect an adjustment, determine
whether in its opinion severe sanctions should be undertaken, without its opinion being
binding upon the president;
3. A statement of charges, framed with reasonable particularity by the president or the
president’s delegate;
4. A statement of reasons will precede administrative imposition of severe sanctions, and
the individual concerned will have the right to be heard initially by the FCPR.
2.1.3.3.2.7: Administrative imposition of severe sanctions will be guided by:
1. Transparent communication and consultation between administration and FCPR;
2. Right to counsel;
3. Importance of recorded hearings, with findings based solely on such records; and
4. Minimum media contact during the process.
2.1.3.3.2.8: Process to proceed as follows:
1. Status. Pending a final decision by the FCPR, the faculty member will be suspended, or
assigned to other duties in lieu of suspension, only if immediate harm to the faculty
member or others is threatened by continuing current duties. Before suspending a faculty
member, pending an ultimate determination of the faculty member’s status through the
institution’s hearing procedures, the administration will consult with the FCPR concerning
the propriety, the length, and the other conditions of the suspension. A suspension that
is intended to be final is a dismissal, and will be treated as such. Salary will continue during
the period of the suspension.
2. Pre-hearing information gathering. The FCPR committee may, with the consent of the
parties concerned, hold joint pre-hearing meetings with the parties to:
a. simplify the issues
b. effect stipulations of facts
c. provide for the exchange of documentary or other information
d. achieve such other appropriate pre-hearing objectives as will make the hearing
fair, effective, and expeditious.
3. Notice. Service of written notice of hearing setting forth specific charges will be made at
least ten business days before the hearing date. The faculty member may waive a hearing
or may respond to the charges in writing at any time before the hearing. If the faculty
member waives a hearing, but denies the charges or asserts that the charges do not
42
support a finding of adequate cause, the hearing tribunal will evaluate all available
evidence and rest its recommendation upon the evidence in the record. If the faculty
member agrees with the charges and the proposed sanction, no hearings will be
conducted by FCPR. The FCPR in such a situation will consult with the administration
concerning terms and conditions of the sanction.
4. The hearing should be private.
5. During the proceedings, the faculty member will be permitted to have an academic
advisor and counsel of the faculty member’s choice. The role of the advisor and/or
counsel is to provide support and advice to the faculty member. The advisor and/or
counselor will not speak for or in place of the faculty member. The faculty member
conducts all examinations pursuant to the guidelines below (see items 9 and 10).
6. A verbatim record of the hearing or hearings will be taken and a recorded copy will be
made available to the faculty member without cost, at the faculty member’s request.
7. The burden of proof that adequate cause exists rests with the institution and will be
satisfied only by clear and convincing evidence, in the record considered as a whole.
8. Hearing committee will grant adjournments to enable either party to investigate evidence
as to which a valid claim of surprise is made.
9. The faculty member will be afforded an opportunity to obtain necessary witnesses and
documentary or other evidence. The administration will cooperate with the hearing
committee in securing witnesses and making available documentary and other evidence.
10. The faculty member and the administration will have the right to confront and cross-
examine all witnesses. Where the witnesses cannot or will not appear, but the committee
determines that the interests of justice require admission of their statements, the
committee will identify the witnesses and disclose their statements. Hearsay evidence
shall not be considered by the hearing committee.
11. In the hearing of charges of incompetence, the testimony will include that of qualified
faculty members from this or other institutions of higher education.
12. The hearing committee will not be bound by strict rules of legal evidence, and may admit
any evidence which is of probative value in determining the issues involved. Every
possible effort will be made to obtain the most reliable evidence available.
13. The findings of fact and the decision will be based solely on the hearing record.
14. Except for such simple announcements as may be required, covering the time of the
hearing and similar matters, public statements and publicity about the case by either the
faculty member or administrative officers will be avoided so far as possible until the
proceedings have been completed, including consideration by the governing board of the
institution. The faculty member will be notified of the FCPR decision in writing and will be
given a copy of the recorded hearing upon request. FCPR shall notify the president of their
recommendation regarding the proposed sanction(s) and will be given a copy of the
recorded hearing upon request.
15. If the FCPR, by a majority of its members, concludes that the evidence in the record has
not established adequate cause for serious sanctions, it will recommend to the president
that sanction(s) not be imposed. If the president rejects the report, the president will
state the reasons for doing so, in writing, to the FCPR and to the faculty member, and
provide an opportunity for response.
43
[Section 2.1.3.3.2 approved by the Full Faculty, April 24, 2008; approved by Board of Trustees,
May 2009.]
2.1.3.4 Section 4: Committee’s Right to Confidentiality
2.1.3.4.1: A committee’s right to confidentiality in its deliberations shall be carefully
circumscribed to grant only the secrecy needed to enable the committee to perform its function
and to protect the privacy of the individual.
2.1.3.4.2: A faculty member’s right of access to any document concerning herself/himself in any
file a committee might possess is defined in section 2.1.3.5.3, “Access to Personnel Files,” and
section 2.1.3.5.6.4.
2.1.3.4.3: The procedures used by the University Rank and Tenure Committee to reach its
decisions shall be included in the Faculty Policies section of the Faculty Handbook.
2.1.3.4.4: The committee members have a responsibility not to violate the private
communication of the committee.
2.1.3.5 Section 5: Confidentiality of Personnel Files
2.1.3.5.1: Definitions. Personnel files are defined as including not only generally available
information (name, age, degrees, work experience, publications, etc.), but also evaluations by
those responsible for making recommendations regarding the individual faculty member’s
promotion and tenure. The personnel file of each faculty member shall be classified into three
categories for purposes of confidentiality: A, B and C.
Material contained in Category A shall be limited to name, date of birth, current address and
phone number, degrees (including name of institution and date degree was granted), previous
work experience (including employer and dates of employment), date of appointment to the
University, rank held (including dates of promotion of each rank), date of tenure being granted,
published work, professional organizations to which the individual belongs, and offices held in
each organization (including dates).
Material contained in the personnel file under Category B shall be limited to letters of evaluation
for purposes of continuous or periodic assessment; e.g., yearly departmental evaluations,
transcripts, cumulative data from student evaluations, the faculty member’s responses to any of
these evaluations. Additional evaluative data, such as external evaluations, may be included in
this category providing the evaluator has granted permission for the faculty member to see the
evaluation.
Category C of each personnel file shall be limited to evaluative data that have been requested by
that faculty member under the conditions that the data not be made available to himself/herself.
2.1.3.5.2: Changes. Only material that is directly relevant to the evaluation of the individual
faculty member shall be included in categories B and C of that faculty member’s file. Either the
faculty member involved or the official responsible for the file may request additions to or
deletions from materials in those categories. If both parties agree, the changes shall be made. If
44
agreement cannot be reached, the matter shall be resolved by regular faculty grievance
procedures.
2.1.3.5.3: Access to Personnel Files
2.1.3.5.3.1: Category A files may be made accessible on a need to know basis at the discretion of
the provost without specified permission of each faculty member whose file is involved. Category
B contains data that remain accessible to the faculty member whose file is involved, but data in
this category are restricted to use only by the committee or official of the University to whom
the data are addressed unless the faculty member whose file is involved grants written
permission for access by others. Category C shall contain data restricted to being examined only
by the official or committee to whom it is addressed. The faculty member whose file is involved
is not permitted to view the contents of this category, but no material dated later than
September 1, 1981, may be placed in Category C without consent of the faculty member whose
file is involved.
2.1.3.5.3.2: Granting access to data in Category B to parties other than those responsible for that
file shall be recorded in a log kept within Category B of that faculty member’s file. The record
shall include the statement of written permission from that faculty member, the name of the
party granted access, purpose of access, and date of access. Responsibility for recording access
information in the log is that of the official (dean or chairperson) currently in possession of the
file.
2.1.3.5.3.3: Lists of the contents of Category C shall be kept in Category B of the file. Such lists
shall include the name of the author, date written, date added to the file, and names, dates and
reasons of any parties granted access to Category C.
2.1.3.5.3.4: Copies of data in Category A may be made at the discretion of the provost, or a faculty
member may make copies of his/her own file. Copies of data in Category B shall be allowed only
with the express written permission of the faculty member whose file is being accessed. Cost of
copying shall be the responsibility of that faculty member. Copies of material shall be made
available within 30 working days or 45 calendar days, whichever is less. Data in Category C may
not be copied by anyone.
2.1.3.5.4: Responsibility for Confidentiality of Personnel Files
2.1.3.5.4.1: The retention and confidentiality of personnel files of faculty members shall be the
direct responsibility of those officers designated as needing such files for performing their
functions.
2.1.3.5.4.2: Chairpersons of standing faculty committees that deal with faculty personnel matters
(e.g., the University Rank and Tenure Committee, the Faculty Grievance Committee) shall be
responsible for the retention of the necessary faculty records.
[Amendment to section 2.1.3.5.4.2 approved by BOT December 09, 2020]
45
2.1.3.5.4.3: The chairperson of the Formal Hearing Committee shall be responsible, after a
grievance has concluded, to deposit all related materials and records with chairperson of the
Faculty Grievance Committee.
[Approved by Faculty Senate March 3, 2018; Approved by Full Faculty, April 27, 2018; Approved
by BOT June 6, 2018]
2.1.3.5.4.4: Members of any faculty committee that deals with faculty personnel matters shall
be personally responsible for maintaining the confidentiality of their respective committee’s
deliberations and decisions.
2.1.3.5.5: Custody of Personnel Files
2.1.3.5.5.1: The University shall provide to each person personally responsible for the custody of
personnel records, active or inactive (see section 2.1.3.5.6, “Inactive Personnel Files of Faculty
Committees”), secure filing cabinets for such records and a place to keep them.
2.1.3.5.5.2: Chairpersons of standing committees of the faculty that deal with faculty personnel
matters shall retain their committee’s files.
[Approved by Faculty Senate March 3, 2018; Approved by Full Faculty April 27, 2018; Approved
by BOT June 6, 2018]
2.1.3.5.5.3: Chairpersons of ad hoc faculty committees that deal with confidential personnel
matters shall deposit the records of their proceedings with the current chairperson of the Faculty
Grievance Committee.
2.1.3.5.5.4: Chairpersons of all faculty committees dealing with personnel data are restricted to
sharing such data only with the members of their respective committees.
2.1.3.5.5.5: Transfer of faculty personnel data, except as stipulated in this section, is prohibited.
2.1.3.5.6: Inactive Personnel Files of Faculty Committees
2.1.3.5.6.1: Every committee that maintains personnel files must have a procedure governing the
destruction of personnel files in their custody. Such procedures shall be included as part of that
committee’s annual report to the Senate.
2.1.3.5.6.2: Personnel files of faculty members no longer employed by the University shall be
considered inactive three years after the expirations of their contracts.
2.1.3.5.6.3: Records of faculty committee proceedings dealing with personnel matters shall be
considered inactive immediately after the conclusion of such proceedings, providing that the
concerned faculty committee has not decided to keep these records in its active file for a longer
period. In case of dispute, the period of retention in the active file shall be determined by the
regular faculty grievance procedure.
46
2.1.3.5.6.4: Access to Inactive Personnel Files
Access to inactive personnel files shall always be available to the faculty member (or former
faculty member) involved, unless the materials sought are in Category C (see sections 2.1.3.5.1
and 2.1.3.5.3.4).
A standing faculty committee shall have access to its own inactive personnel files only upon
written request, addressed to the provost, of both the current chairperson of that committee
and the present or former faculty member to whose file access is being sought.
Members of an ad hoc faculty committee shall have access to inactive personnel files only upon
written request, addressed to the provost, of both the (former) chairperson of that ad hoc
committee and the faculty member concerned.
In the absence of the former chairperson (because of death, resignation, leave, or illness), the
current chairperson of the Faculty Grievance Committee may agree, in conjunction with the
concerned faculty member, to the requested access.
2.1.3.5.6.5: Custody of Inactive Personnel Files
Inactive personnel records of faculty committees shall be held in files requiring two keys for
access: one held by the appropriate chairperson, and the other by the provost.
Responsibility for and rights to access to these files by committee chairpersons and members is
as defined in section 2.1.3.5.6.4, “Access to Inactive Personnel Files.”
The responsibility of the provost for allowing access to inactive personnel files of faculty
committees is confined to seeing that the requirements of section 2.1.3.5.6.4 are observed.
2.1.3.5.6.6: Destruction of Inactive Personnel Files
Inactive personnel files except for those of current faculty members shall be destroyed 10 years
after their becoming inactive, unless other provisions are made (see “Inactive Personnel Files of
Faculty Committees,” section 2.1.3.5.6.3). The provost shall be responsible for the destruction of
these files, and shall do so at the end of the academic year following the tenth anniversary of
these files becoming inactive.
2.1.4 Article IV: Promotion and Tenure
2.1.4.1: Section 1: Criteria for Faculty Promotion and Tenure
2.1.4.1.1: At Saint Xavier University, the criteria relevant to decisions concerning promotion and
tenure are: academic credentials; effective teaching; continuing scholarship and/or professional
development in the appropriate academic, artistic, or professional discipline; and service to the
institution beyond the requirements of the classroom.
Of these criteria, the most prized quality in members of the faculty is effective teaching. The
University recognizes that continued effective teaching is closely related to scholarly or creative
activity, and therefore expects its faculty members to continue such work throughout their
careers.
47
These criteria are to be met in differing ways at the different academic ranks, as specified in
section 2.1.4.3, “Qualifications for Promotion.”
2.1.4.1.1.1: Credentials. The expected minimum standard of qualification for a faculty member
at Saint Xavier is an earned master’s degree in the field or discipline in which the faculty member
will teach. The minimum degree qualification must be at least one level above that at which it is
anticipated that the individual will teach, except for terminal degree programs. In terminal
degree programs, faculty may hold a degree at the same level at which teaching will occur.
If the faculty member holds a master’s degree or higher in a discipline other than that in which
the faculty member is teaching, then the faculty member must have successfully completed a
minimum of 18 credit hours of graduate level study in the field or discipline the individual will
teach.
If a faculty candidate does not hold the appropriate earned credential, then equivalent tested
experience may be substituted for an earned credential or portions thereof. Professional
experience used as the basis for establishing faculty qualifications should be “tested experience
in that it includes a breadth and depth of experience outside of the classroom in real-world
situations relevant to the discipline in which the faculty member would be teaching” as defined
by the Higher Learning Commission. The relevance and appropriateness of experience must be
verified in advance through application of the program’s approved, tested experience policy that
outlines a minimum threshold of experience for the specific discipline or program and a system
of evaluation. Tested experience qualifications shall be established for specific disciplines and
programs and may include skill sets, types of certifications or additional credentials, and
experiences. Tested experience qualifications shall be approved by school faculty, school dean
and provost.
[Amendment to 2.1.4.1.1.1 approved by the Full Faculty, January 27, 2017.]
All references in section 2.1.4.3 to the requisite academic credentials of a faculty member at any
rank shall be interpreted as requiring the requisite academic degree or professional experience
in a field or area which is relevant and appropriate to the faculty member’s anticipated teaching
responsibilities.
[Amendment to 2.1.4.1.1.1 approved by the Full Faculty, January 27, 2017.]
The requisite academic credentials contained in section 2.1.4.3 are intended to be the minimum
requirements which generally apply to all faculty. When required by a recognized accrediting
agency or body, a School or Department with the written approval of the administration may
require its faculty to attain academic credentials which are higher than the minimum required in
2.1.4.3 to comply with the requirements of such an agency or accrediting body. Schools or
departments which require academic credentials other than the requirements contained in
2.1.4.3 shall note these standards on the individual faculty member’s letter of appointment.
[Amendment to 2.1.4.1.1.1 approved by the Full Faculty, January 27, 2017.]
48
Classification of programs as Clinical or Professional or those which emphasize artistic creativity
or performance shall result from the written mutual agreement of the administration, School and
department.
2.1.4.1.1.2: Teaching. Teaching is understood as the scholarly establishment of conditions under
which it is likely that students will learn. Such conditions may be established in a variety of ways
depending upon the setting within which the individual teacher is working. The faculty of each
Department in the College of Arts and Sciences and the faculty of each Professional School must
decide upon the parameters within which such varieties of teaching ought to occur in their
department or school. Teaching will be judged with respect to goals, content, currency, and
presentation by colleagues, administrators, and students, as relevant. Evidence of the level of
teaching effectiveness is not limited to the classroom. It may include the quality of academic
advice to graduate students or to undergraduate students.
2.1.4.1.1.3: Scholarship. Continuing scholarship and/or professional development in, and active
contribution to, the appropriate academic, artistic, or professional discipline is understood as the
discovery of knowledge, the integration of knowledge, or the application of knowledge to
teaching or to practice in one’s discipline. Meeting the requirements of this criterion entails
submitting or presenting one’s work to one’s colleagues, institutional or disciplinary, or to other
reviewers or commentators, in each case as appropriate to, and capable of assessing the merits
of, the work. Scholarship or creative activity may include, among other forms: publication,
presentation at academic conferences, artistic production or performance, applied clinical or
consulting projects, relevant grant writing, the direction of student research projects,
participation (beyond mere attendance) in professional meetings or learned societies, the
conduct of workshops, and continuing education (which the candidate can correlate to a change
or enhancement in teaching or practice). Such scholarship should be appropriate to the rank
sought.
In the disciplines of music and the visual arts, the creative production and professional work of
artists, performers, composers, and other applied music and visual arts faculty should be
accepted as equivalent to scholarly publication or research as a criterion for appointment and
advancement.
2.1.4.1.1.4: Service. Service is understood as work done in behalf of one’s department or school,
the University, or the community beyond the University. Service to the department, school, or
University might include: serving as chairperson or program director; curriculum development;
work on faculty, University, or Board of Trustees committees; involvement with the University’s
various publics; organizing conferences; relevant grant writing and lobbying; individual or group
research projects; presentations made to the Board of Trustees, administration, faculty, or staff
of the University; etc. Service performed for the community beyond the University means that
type of service that is directly related to one’s knowledge and expertise as a faculty member of
the University.
49
2.1.4.1.1.5: The intent of these provisions is that a candidate for promotion to each rank must
demonstrate the requisite level of performance in each of the three areas mentioned (teaching,
scholarship and service). However, the candidate may do so in a variety of ways in each area.
Each individual may decide, on the basis of talent and the circumstances, where he/she can most
effectively exercise his or her efforts.
2.1.4.1.1.6: Level of Performance Required of Faculty. Strength in one area can counterbalance
weakness in another, provided the latter is not teaching effectiveness and other Bylaws
provisions are not violated. With these qualifications, limited performance in one area will not
prevent promotion to Assistant Professor. Strong capable performance in each area is required
for promotion to associate professor. In addition to the level of rigor for promotion to associate
professor, a candidate for tenure should have one area of superior performance and meet the
criterion of demonstrating the promise of continued, substantial contribution to the intellectual
life of the University community. Superior performance in at least two areas, with no rating of
“weak” in any area, is required for promotion to full professor.
[Amendment to 2.1.4.1.1.6 approved by the Full Faculty, December 7, 2012.]
2.1.4.2: Section 2: Promotion
2.1.4.2.1: The instructor or instructor librarian will normally be promoted at the end of two years
but must be promoted at the end of three years if the University intends to keep him/her as a
member of the faculty.
2.1.4.2.2: The Assistant Professor or Assistant Librarian will be eligible for promotion at the end
of two two-year appointments or at the end of four years unless other terms of appointment
have been specified.
2.1.4.2.3: Service for portion of full-time contracts is accumulated as follows: each semester of
half-time service shall equate to one-fourth of one year of service and each semester of full time
service shall equate to one-half year of service.
2.1.4.2.4: Faculty members not on the tenure track shall be granted credit toward promotion for
both full-time and portion of full-time service to the University if later moved to a tenure track
position. Normally, no credit toward promotion shall be granted for per-course service to the
University (see section 2.1.4.3.5.2 for exception).
2.1.4.3 Section 3: Qualifications for Promotion
2.1.4.3.1: School Faculty
2.1.4.3.1.1: Instructor or Instructor Librarian
2.1.4.3.1.1.1: An appointment to this rank will demand a Master’s degree or its equivalent in the
field or discipline in which the faculty member will teach. If the faculty member holds a master’s
degree or higher in a discipline other than that in which the faculty member is teaching, then the
faculty member must have successfully completed a minimum of 18 credit hours of graduate
level study in the field or discipline the individual will teach. If a faculty candidate does not hold
the appropriate earned credential, then equivalent tested experience may be substituted for an
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earned credential or portions thereof. Professional experience used as the basis for establishing
faculty qualifications should be “tested experience in that it includes a breadth and depth of
experience outside of the classroom in real-world situations relevant to the discipline in which
the faculty member would be teaching” as defined by the Higher Learning Commission. The
relevance and appropriateness of experience must be verified in advance through application of
the program’s approved, tested experience policy that outlines a minimum threshold of
experience for the specific discipline or program and a system of evaluation. Tested experience
qualifications shall be established for specific disciplines and programs and may include skill sets,
types of certifications or additional credentials, and experiences. Tested experience qualifications
shall be approved by school faculty, school dean and provost.
[Amendment to 2.1.4.3.1.1.1 approved by the Full Faculty, January 27, 2017.]
2.1.4.3.1.1.2: Renewed appointments to this rank will be made based on satisfactory
performance of the teaching function and of the additional faculty responsibilities and
obligations outlined in the contract.
2.1.4.3.1.1.3: The normal period of service at this rank consists of two one-year appointments.
This is not a tenurable rank, although time spent in this rank shall accumulate towards tenure.
Instructors who meet the requirements for the rank of Assistant Professor in advance of the
normal time for promotion may apply to the University Rank and Tenure Committee for early
promotion.
[Amendment to Section 2.1.4.3.1.1 approved by the Full Faculty, December 3, 2010.]
2.1.4.3.1.2: Assistant Professor
2.1.4.3.1.2.1: Except as provided in 2.1.4.3.1.2.2 and 2.1.4.3.1.2.3 (below), initial appointment or
promotion to this rank will require a doctorate degree or its equivalent, or completion of all
requirements for a doctorate save for the dissertation. This is not a tenure-able rank, although
time spent in this rank shall accumulate towards tenure.
2.1.4.3.1.2.2: In disciplines with a clinical or professional emphasis, the minimum requirement
will be one of the following: enrollment in a doctoral program; or completion of a second
master’s degree or a terminal professional certificate (e.g., a CPA or a CMA) in a field or area in
which the individual will teach; or an exceptional degree of tested professional experience. The
relevance and appropriateness of experience must be verified in advance through application of
the program’s approved, tested experience policy that outlines a minimum threshold of
experience for the specific discipline or program and a system of evaluation. Tested experience
qualifications shall be established for specific disciplines and programs and may include skill sets,
types of certifications or additional credentials, and experiences. Tested experience qualifications
shall be approved by school faculty, school dean and provost.
[Amendment to 2.1.4.3.1.2.2 approved by the Full Faculty, January 27, 2017.]
2.1.4.3.1.2.3: In disciplines that emphasize artistic creativity or performance, the minimum
requirement will be the completion of the Master of Fine Arts or an exceptional degree of tested
51
professional experience. The relevance and appropriateness of experience must be verified in
advance through application of the program’s approved, tested experience policy that outlines a
minimum threshold of experience for the specific discipline or program and a system of
evaluation. Tested experience qualifications shall be established for specific disciplines and
programs and may include skill sets, types of certifications or additional credentials, and
experiences. Tested experience qualifications shall be approved by school faculty, school dean
and provost.
[Amendment to 2.1.4.3.1.2.3 approved by the Full Faculty, January 27, 2017.]
2.1.4.3.1.2.4: Those promoted to this rank must also provide evidence of continued effective
teaching and of scholarship and/or professional development through active involvement in
scholarly or creative activity which may include: participation in professional meetings;
involvement in professional organizations; continuing education; conducting workshops;
presentation or publication of research; artistic production; consulting; professional or clinical
practice; or, for those continuing work on a terminal degree or the equivalent, continuing
progress in that program or completion of the program.
2.1.4.3.1.2.5: Renewed appointment at this rank will require evidence of service to the
institution, in addition to continued effective teaching and evidence of scholarship and/or
professional development through active involvement in scholarly or creative activities (see
2.1.4.3.1.2.4, above).
2.1.4.3.1.2.6: The normal period of service at this rank is four years and the maximum is six years.
2.1.4.3.1.3: Associate Professor
2.1.4.3.1.3.1: Except as provided in sections 2.1.4.3.1.3.2 and 2.1.4.3.1.3.3 (below), initial
appointment or promotion to this rank will require a doctorate or completion of some other
major program of graduate studies (i.e. a second master’s degree or a terminal professional
certificate).
2.1.4.3.1.3.2: In disciplines with a clinical or professional emphasis, the faculty member must
have satisfied the general requirements regarding academic credentials for Associate rank (see
2.1.4.3.1.3.1, above) or possess an exceptional degree of professional experience and
recognition, as mutually agreed upon by qualified internal and external evaluators, departmental
faculty and chair, the school dean and the provost. The relevance and appropriateness of
experience must be verified in advance through application of the program’s approved, tested
experience policy that outlines a minimum threshold of experience for the specific discipline or
program and a system of evaluation. Tested experience qualifications shall be established for
specific disciplines and programs and may include skill sets, types of certifications or additional
credentials, and experiences. Tested experience qualifications shall be approved by school
faculty, school dean, and provost.
[Amendment to 2.1.4.3.1.3.2 approved by the Full Faculty, January 27, 2017.]
52
2.1.4.3.1.3.3: In disciplines that emphasize artistic creativity or performance, the completion of
the Master of Fine Arts or an exceptional degree of professional experience and recognition, as
mutually agreed upon by qualified internal and external evaluators, departmental faculty and
chair, the school dean, and the provost will be required. The relevance and appropriateness of
experience must be verified in advance through application of the program’s approved, tested
experience policy that outlines a minimum threshold of experience for the specific discipline or
program and a system of evaluation. Tested experience qualifications shall be established for
specific disciplines and programs and may include skill sets, types of certifications or additional
credentials, and experiences. Tested experience qualifications shall be approved by school
faculty, school dean and provost.
[Amendment to 2.1.4.3.1.3.3 approved by the Full Faculty, January 27, 2017.]
2.1.4.3.1.3.4: In addition, the candidate must show evidence of continued effective teaching, must
have manifested a commitment to the University community through service, and must be able
to produce some public evidence of scholarship and/or professional development in, and active
contribution to, the appropriate academic, artistic or professional discipline. Scholarly or creative
activity may include, among other forms: publication, presentation at academic conferences,
artistic production or performance, applied clinical or consulting projects, relevant grant writing,
the direction of student research projects, participation (beyond mere attendance) in
professional meetings or learned societies, the conduct of workshops, continuing education
(which the candidate can correlate to a change or enhancement in teaching or practice), or recent
completion of a terminal degree or the equivalent.
2.1.4.3.1.3.5: A grant of tenure normally accompanies promotion to Associate rank (see section
2.1.4.4.2 under “Tenure”). However, if a person is promoted to Associate rank without tenure,
the normal period of non-tenured appointment to this rank will be the period extending to the
time when that person, if retained as a member of the faculty, will receive tenure.
2.1.4.3.1.4: Professor
2.1.4.3.1.4.1: The rank of Professor will be granted to those persons whose work is highly
respected within the University and who have demonstrated superior performance, since their
last promotion, in at least two areas, with no rating of “weak” in any area.
2.1.4.3.1.4.2: Faculty members holding this rank will ordinarily have a doctorate, or in the case
of the arts, the faculty member may hold a terminal master’s degree.
2.1.4.3.1.4.3: No one shall be eligible for promotion to this rank before serving at least six years
as associate professor.
[Amendment to 2.1.4.3.1.4 approved by the Full Faculty, December 7, 2012.]
2.1.4.3.2: Library Faculty
2.1.4.3.2.1: Instructor Librarian
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2.1.4.3.2.1.1: An appointment to this rank will require a Master of Library Science degree or other
degree accredited by the American Library Association.
2.1.4.3.2.1.2: Renewed appointments to this rank will be made based on satisfactory
performance as a librarian, and of those additional faculty responsibilities and obligations
outlined in the contract.
2.1.4.3.2.1.3: The normal period of service at this rank consists of two one-year appointments.
This is not a tenure-able rank, although time spent in this rank shall accumulate toward tenure.
Instructor librarians who meet the requirements for the rank of assistant librarian in advance of
the normal time for promotion may apply to the University Rank and Tenure Committee for early
promotion.
[Amendments to Section 2.1.4.3.2.1 approved by the Full Faculty, December 3, 2010.]
2.1.4.3.2.2: Assistant Librarian
2.1.4.3.2.2.1: This is the rank for librarians who have received a Master of Library Science degree
or other degree accredited by the American Library Association.
2.1.4.3.2.2.2: The normal period of service at this rank is four years and the maximum is six years
based on two two-year periods. This is not a tenure-able rank, although time spent in this rank
shall accumulate toward tenure.
[Amendments to 2.1.4.3.2.2 approved by Full Faculty, December 3, 2010.]
2.1.4.3.2.3: Associate Librarian
2.1.4.3.2.3.1: This is the rank appropriate for librarians who have completed a second master’s
degree beyond the master’s degree in library science, whose professional performance has been
consistently above average, who have rendered consistent service to the library, University,
and/or community, and who have indicated scholarly ability of which research, publication, book
reviews, and consulting are examples.
2.1.4.3.2.3.2: The normal period of non-tenured appointment to the rank is the period extending
to the time when the person, if retained as a member of the faculty, will receive tenure.
2.1.4.3.2.4: Librarian
2.1.4.3.2.4.1: This is the rank appropriate for librarians whose professional performance and
service have been consistently outstanding. The holder of this rank will have exhibited superior
performance in at least two areas of University life, with no rating of “weak” in any area.
2.1.4.3.2.4.2: No one shall be eligible for promotion to this rank before serving at least six years
as Associate Librarian.
[Amendment to 2.1.4.3.2.4 approved by Full Faculty, December 7, 2012.]
54
2.1.4.3.3: Communication Sciences and Disorders Clinical Faculty
2.1.4.3.3.1: Clinical Instructor
2.1.4.3.3.1.1: An appointment to this rank will demand a master’s degree in Speech-Language
Pathology, a current Certificate of Clinical Competence (CCC) from the American Speech-
Language-Hearing Association (ASHA), and a current Illinois State license in speech pathology. In
addition, the applicant must have at least three years of experience in the provision of clinical
services and membership in state and national professional organizations. Applicants must
provide evidence of experience/competence in clinical instruction and supervision.
2.1.4.3.3.1.2: Renewed appointment to this rank will be made based on satisfactory performance
of supervisory and instructional tasks and maintenance of license and certification.
2.1.4.3.3.1.3: The normal period of service at this rank is two one-year appointments. This is not
a tenure-able rank, although time spent in this rank shall accumulate towards tenure. Clinical
Instructors who meet the requirements for Assistant Professor in advance of the normal time for
promotion may apply for early promotion.
2.1.4.3.3.2: Clinical Assistant Professor
2.1.4.3.3.2.1: Initial appointment or promotion to this rank will require a master’s degree in
speech-language pathology, a terminal professional certificate (CCC), a current Illinois State
license in speech pathology and a minimum of two years of professional experience as a Clinical
Instructor/Supervisor.
2.1.4.3.3.2.2: Evidence of Effective Clinical Instruction/Supervision. Those hired at or promoted
to this rank must provide evidence of continued effective clinical instruction and supervision. This
evidence will be provided through student evaluations, peer evaluations, self-evaluations and
written evaluation conducted by the clinic director.
2.1.4.3.3.2.3: Scholarship. Those promoted to this rank must participate in scholarly activities
which may include, among other things, publication, presentation of clinical research or
programming innovations at academic conferences, applied clinical or consulting projects,
relevant grant writing, the direction of student clinical research projects, joint supervision of
graduate thesis projects with academic faculty colleagues, or creation/implementation of new
clinical instrumentation, procedures or programs.
2.1.4.3.3.2.4: Professional Development. Professional development includes participation in
professional conferences/workshops/meetings. Professional development, sufficient for or
exceeding requirements for the maintenance of licensure, is required for promotion to, and
renewal of, this rank.
2.1.4.3.3.2.5: Service. Renewed appointment to this rank will require evidence of service to the
institution, department and community. The normal period of service at this rank is four years
and a maximum is six years. Normally, appointment will be made based on two-year periods. A
one-year appointment may be made if the letter of appointment so specifies.
55
2.1.4.3.3.3: Clinical Associate Professor
2.1.4.3.3.3.1: Promotion to this rank will require a master’s degree in speech-language
pathology, a terminal professional certificate (CCC), a current Illinois State license in speech
pathology and a minimum of six years of professional experience.
2.1.4.3.3.3.2: Evidence of Effective Clinical Instruction/Supervision. Those hired at or promoted
to this rank must provide evidence of continued effective clinical instruction and supervision. This
evidence will be provided through student evaluations, peer evaluations, self-evaluations,
written evaluation conducted by the clinic director and the department chairperson, and written
evidence of consumer satisfaction.
2.1.4.3.3.3.3: Scholarship. Those promoted to this rank must produce some public evidence of
scholarship which may include, among other things, publication, presentation of research or
programming innovations at academic conferences, applied clinical or consulting projects,
design/implementation of workshops, attainment of outside funding through grant writing, the
direction of student clinical research projects, joint supervision of graduate thesis projects with
academic faculty colleagues, or scholarly review of professional materials/programs.
2.1.4.3.3.3.4: Professional Development. Those promoted to this rank must provide evidence of
continued professional development. Professional development includes participation in
professional conferences/workshops/seminars, completion of advanced coursework, and
committee work in professional organizations, sufficient to or exceeding requirements for
licensure.
2.1.4.3.3.3.5: Service. Those promoted to this rank must demonstrate a commitment to the
University, Department and the community.
2.1.4.3.3.3.6: Tenure. A grant of tenure normally accompanies promotion to Associate Clinical
Professor. If granted, it is effective at the beginning of the faculty member’s seventh year of full
time teaching, or its equivalent, at the University except as provided in section 2.1.4.4.3
(“Probationary Period”) of this article relating to credit for service at other institutions. If a person
is promoted to the Associate rank without tenure, the normal period of non-tenured
appointment to this rank will be the period extending to the time when that person, if retained
as a member of the faculty, will receive tenure.
[Amendment to 2.1.4.3.3.3.2 approved by the Full Faculty, February 11, 2014]
2.1.4.3.3.4: Clinical Professor
2.1.4.3.3.4.1: The rank of Clinical Professor will be granted to those persons whose professional
performance and service have been consistently outstanding. This rank will be granted to those
persons whose work is highly respected within the University and who have demonstrated
superior performance, since their last promotion, in at least two areas, with no rating of “weak”
in any area. No one shall be eligible for promotion to this rank before serving at least six years as
Associate Clinical Professor.
56
[Approved by Faculty Senate, May 2003; approved by Board of Trustees, October 2003; amended
by the Full Faculty, December 7, 2012.]
2.1.4.3.4: School of Nursing Clinical Nurse Educator Tenure Faculty
2.1.4.3.4.1: Clinical Nurse Educator Instructor
2.1.4.3.4.1.1: An appointment to this rank will require a master’s degree in nursing and a current
Illinois State license in nursing. In addition, the applicant must have at least three years of
experience in the provision of clinical nursing practice and membership in state and national
professional organizations. Applicants must provide evidence of experience and or beginning
competence in clinical instruction and supervision.
2.1.4.3.4.1.2: Renewed appointment to this rank will be made based on satisfactory performance
of supervisory and instructional tasks and maintenance of license.
2.1.4.3.4.1.3: The normal period of service at this rank is two one-year appointments. This is not
a tenure-able rank, although time spent in this rank shall accumulate towards tenure. Clinical
Instructors who meet the requirements for Assistant Professor in advance of the normal time for
promotion may apply for early promotion.
2.1.4.3.4.2: Clinical Nurse Educator Assistant Professor
2.1.4.3.4.2.1: Initial appointment or promotion to this rank will require a master’s degree in
nursing, participation in clinical or scientific scholarship relevant to clinical practice, progress
toward certification in area of clinical practice, a current Illinois State license in nursing, and a
minimum of two years of professional experience as a Clinical Instructor in a baccalaureate
nursing program. This is not a tenure-able rank, although time spent in this rank shall accumulate
towards tenure.
2.1.4.3.4.2.2: Evidence of Effective Clinical Instruction. Those promoted to this rank must
provide evidence of continued effective clinical instruction and supervision. This evidence will be
provided through student evaluations, peer evaluations, self-evaluations and written evaluation
conducted by nursing administration.
2.1.4.3.4.2.3: Scholarship. Those promoted to this rank must participate in scholarly activities
which may include, among other things, consistent progress toward national certification in area
of practice, participation in clinical scholarship in area of practice, presentations at
clinical/academic workshops or conferences, and relevant grant writing.
2.1.4.3.4.2.4: Professional Development. Professional development includes participation in
professional conferences, workshops and meetings. Professional development, sufficient for
requirements for obtaining or maintenance of certification, is required for promotion to, and
renewal of, this rank.
2.1.4.3.4.2.5: Service. Promotion to this rank will require evidence of service to the Department,
the Institution, and the community. Service activities may include, among other things,
participation in appropriate local and or regional professional organizations, and participation in
57
community-based, health-related programs. The normal period of service at this rank is four
years and the maximum is six years. Normally, appointment will be made based on two-year
periods. A one-year appointment may be made if the letter of appointment so specifies.
2.1.4.3.4.3: Clinical Nurse Educator Associate Professor
2.1.4.3.4.3.1: Initial appointment or promotion to this rank will require a master’s degree in
Nursing, certification in an area of clinical practice, a current Illinois State license in Advanced
Practice nursing, and a minimum of six years of professional experience.
2.1.4.3.4.3.2: Evidence of Effective Clinical Instruction. Those hired at or promoted to this rank
must provide evidence of continued effective clinical instruction. This evidence will be provided
through student evaluations, peer evaluations, self-evaluations, written evaluation conducted by
nursing administration, and written evidence of health care agency satisfaction.
2.1.4.3.4.3.3: Scholarship. Those promoted to this rank must produce some public evidence of
scholarship which may include, among other things, national certification in area of practice,
participation in the presentation of educational programs or contribution to educational
programming on regional and national levels, clinical scholarship projects in area of clinical
practice, working papers, publication, presentation of research or programming innovations at
clinical and academic conferences, or attainment of outside funding through grant writing or
scholarly review of professional materials and or programs.
2.1.4.3.4.3.4: Professional Development. Those promoted to this rank must provide evidence of
continued professional development. Professional development includes participation in
professional conferences/workshops/seminars, completion of coursework, and committee work
in professional organizations, continuing professional education units sufficient for maintenance
of certification.
2.1.4.3.4.3.5: Service. Those promoted to this rank must demonstrate a commitment to the
School, the University and the community. Service activities may include, among other things,
active involvement in professional organizations, boards or community organizations in
advanced practice, participation in local community-based health related programs, or the
mentoring of new clinical faculty.
2.1.4.3.4.3.6: Tenure. A grant of tenure normally accompanies promotion to Associate Clinical
Professor. If granted, it is effective at the beginning of the faculty member’s seventh year of full
time teaching at the University, or its equivalent, except as provided in section 2.1.4.4.3
(“Probationary Period”) of this article relating to credit for service at other institutions. If a person
is promoted to the Associate rank without tenure, the normal period of non-tenured
appointment to this rank will be the period extending to the time when that person, if retained
as a member of the faculty, will receive tenure.
[Amendment to 2.1.4.3.4.3.2 approved by the Full Faculty, February 11, 2014]
2.1.4.3.4.4: Clinical Nurse Educator Professor
58
2.1.4.3.4.4.1: The rank of Clinical Nurse Educator Professor will be granted to those persons
whose professional performance and service have been consistently outstanding. This rank will
be granted to those persons whose work is highly respected within the University and who have
demonstrated superior performance, since their last promotion, in at least two areas, with no
rating of “weak” in any area.
No one shall be eligible for promotion to this rank before serving at least six years as Associate
Clinical Professor.
[Amendments to Section 2.1.4.3.4 approved by full Faculty, March 21, 2006; amendments
approved by SXU Trustees, May 10, 2006; amended by the Full Faculty, December 7, 2012.]
2.1.4.3.5: Non-Tenure Track Faculty
2.1.4.3.5.1: The four ranks of non-tenured and non-tenure-able Lecturers are classified as
Lecturer, Assistant Professorial Lecturer, Associate Professorial Lecturer, and Professorial
Lecturer. Lecturers in this track should possess the qualifications of faculty members in the
corresponding tenure-track ranks.
2.1.4.3.5.2: Only persons originally employed with no expectation of long-range service at the
institution may receive Lecturer rank.
2.1.4.3.5.2.1: While serving in this track, they shall have all the privileges and obligations of
tenure track faculty except tenure and eligibility for tenure.
2.1.4.3.5.2.2: Their salary rates shall correspond to those of the equivalent tenure track ranks.
2.1.4.3.5.2.3: They may receive a maximum of six one-year full-time appointments or the
equivalent in percentage of full-time appointments (see section 2.1.4.3.3.4, “Clinical Professor,”
for accumulation of service). The offering to such a person of a full-time or portion of full-time
contract for all or part of a sixth year of service shall result in a national search during that sixth
year for a tenure track position. If the faculty member holding the position is hired, up to three
years already served may, at the individual’s option, count towards the probationary period for
tenure. The tenure-track faculty member has a right to all this credit for previous service, but
may choose to use only some of it, or none. The option to credit up to three years of previous
service towards the probationary period shall be noted on the contract relating to the sixth year
of service.
[Amendments to 2.1.4.3.5.2.3 approved by Full Faculty, January 28, 2011.]
2.1.4.3.5.3: Persons originally employed with expectation of long-term service and eligibility for
tenure may not be transferred from tenure track to Lecturer rank merely because it is foreseen
that their employment might otherwise be terminated at some future time.
2.1.4.3.5.4: Service for portion of full-time contracts is accumulated as follows, each semester of
half-time service shall equate to one fourth of one year of service and each semester of full time
service shall equate to one-half year of service.
59
2.1.4.3.5.5: It is the intention of these provisions that only those hired on a per course basis, or
those employed for a definite, limited period (for example, to substitute for a faculty member on
leave) shall be granted appointments as Lecturers. Uncertainty as to whether someone might
eventually be tenured is not to be considered sufficient grounds for denying that person a tenure
track faculty appointment.
2.1.4.3.6: School of Nursing & Health Sciences Continuing Non-Tenure Track Faculty
2.1.4.3.6.1: Continuing Non-tenure Track faculty (CNT faculty) describes a non-tenure track
employment category. Such positions will be created upon written request submitted to the dean
of the School of Nursing & Health Sciences and the University provost after being approved by a
majority vote of the tenured faculty within the School of Nursing & Health Sciences. The proposed
position(s) must show:
1. Evidence and data supporting the contention that a non-tenure track position is
appropriate;
2. that the position(s) is/are primarily focused on teaching with the service and professional
development expectations consistent with the needs of the school.
2.1.4.3.6.2: CNT faculty positions must be reapproved, consistent with the requirements of
section 2.1.4.3.6.1, and contingent upon School needs, but at least every six years.
2.1.4.3.6.3: CNT faculty contracts shall be one-year contracts for the first three years of each
appointment. After completion of this probationary period and satisfactory evaluations, such
faculty shall be eligible for renewable three-year contracts.
2.1.4.3.6.4: The three ranks of Continuing Non-Tenure Track faculty shall be consistent with those
of tenure-track faculty and are classified as CNT faculty instructor, CNT faculty assistant, and CNT
faculty associate. CNT faculty with a one-year contract will be given the rank of CNT instructor
and paid no less than the entering instructor scale. Those with a three-year contract shall be given
the rank of CNT faculty assistant and paid no less than the entry-level assistant professor scale.
Faculty who have completed a probationary period and at least one three-year contract are
eligible for advancement and may be given the rank of CNT faculty Associate and paid no less
than the entry-level associate professor scale. Advancement on the salary scale shall be
determined based upon these recommendations and shall not result in a decrease in salary with
advancement from one rank to another.
2.1.4.3.6.5: CNT Faculty will be evaluated annually for the first six years. Evaluations shall
measure performance in all areas traditionally considered, including teaching, service and
professional development except for scholarship. During the third year, the faculty will undergo
a third-year review consistent with School of Nursing & Health Sciences guidelines with the
exception noted above. A successful third-year review shall end the probationary period and
result in the award of a three-year contract consistent with section 2.1.4.3.6.4.
2.1.4.3.6.6: Non-renewal of a faculty contract may occur as a result of performance evaluation
or changing needs of the School of Nursing & Health Sciences or the University. Notification of
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non-renewal must be consistent with requirements set forth in section 2.1.2.4, “Policy on Non-
Reappointment.”
2.1.4.3.6.7: All CNT faculty shall have all the privileges and obligations of tenure-track faculty
except tenure and eligibility for tenure.
2.1.4.3.6.8: Persons originally employed with expectation of long-term service and eligibility for
tenure may not be transferred from a tenure track to CNT Faculty, except for a grace period noted
in section 2.1.4.3.6.11 below.
2.1.4.3.6.9: No more than 12 percent of the faculty lines with a minimum of 4.5 FTE within the
School of Nursing & Health Sciences may be CNT faculty relative to tenured and tenure-track
positions.
2.1.4.3.6.10: Since CNT faculty positions potentially are long-term appointments, position
searches must be consistent with diversity goals and values of Saint Xavier University and the
School of Nursing & Health Sciences.
2.1.4.3.6.11: There shall be a nine-month grace period beginning upon passage of this bylaw
section by the faculty, within which faculty currently employed by the University, whether on the
tenure track or not, may be converted to a CNT faculty line subject to section 2.1.4.3.6.1 above.
[Section 2.1.4.3.6 adopted by the Full Faculty on March 18, 2011.]
2.1.4.3.7: Clinical Faculty
Clinical Faculty are appointed to supervise students in practicum settings. These appointments
are substantially less than half time and normally, are not salaried. Neither the privileges nor the
duties of regular members of the faculty apply to persons holding these ranks, except as
otherwise specified at the time of appointment; nor are they eligible for tenure. They may attend
and speak at meetings of the faculty, but do not have a vote. The clinical faculty consist of three
ranks.
2.1.4.3.7.1: Clinical Assistant Professor. Persons appointed to this rank will normally have a
master’s degree in a clinical specialty area and will have professional experience in specialty.
2.1.4.3.7.2: Clinical Associate Professor
In addition to the qualifications for the clinical assistant professor, persons appointed to this rank
will have earned professional recognition through such means as leadership and/or service to
another college or University, substantial formal post-master’s education, or publication or other
scholarly production.
2.1.4.3.7.3: Clinical Professor
The rank of clinical professor will be granted to those persons who have earned exceptional
recognition as clinicians and clinical supervisors, for scholarly production, and continuing
distinguished service to the University. The holder of this rank will ordinarily hold a doctor’s
degree.
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2.1.4.3.8: Faculty Specialist
2.1.4.3.8.1: There are six types of faculty specialist: clinical specialists, non-English language
specialists, developmental instruction specialists, human anatomy specialists, writing and/or
communication specialists, and music ensemble specialists.
[Approved by Faculty, March 21, 2017 for writing and/or communication specialists and March
23, 2018 for music ensemble specialists; Approved by BOT June 6, 2018]
2.1.4.3.8.2: Persons holding this appointment shall be fully participating faculty members in the
academic community; however, departments may limit the participation of faculty specialists in
tenure and promotion reviews of traditionally ranked faculty.
2.1.4.3.8.3: Characteristics. Faculty specialists are a special type of faculty who differ from other
faculty in the following ways:
2.1.4.3.8.3.1: The minimum standard qualification for a faculty specialist is a master’s degree in
the field or discipline in which the individual will teach. If the faculty member holds a master’s
degree or higher in a discipline other than that in which the faculty member is teaching, then the
faculty member must have successfully completed a minimum of 18 credit hours of graduate
level study in the field or discipline the individual will teach. If a faculty candidate does not hold
the appropriate earned credential, then equivalent tested experience may be substituted for an
earned credential or portions thereof. See section 2.1.4.1.1.1 for a description of the tested
experience provision.
[Amendment to 2.1.4.3.1.3.3 approved by the Full Faculty, January 27, 2017.]
2.1.4.3.8.3.2: Faculty specialists are evaluated for promotion based upon teaching, professional
competence and service as described in 2.1.4.3.8.4.7.
2.1.4.3.8.3.3: Faculty specialists may hold and be promoted through the progressive ranks of
instructor faculty specialist, assistant faculty specialist, associate faculty specialist, and
professorial faculty specialist.
[Amendment to section 2.1.4.3.8.3.3 approved by BOT December 09, 2020.]
2.1.4.3.8.3.4: Non-renewal of a faculty specialist’s contract may occur as a result of declining
enrollment, or the failure to reach anticipated growth. Notification of non-renewal must be
consistent with requirements set forth in section 2.1.2.4, “Policy on Non-Reappointment.”
Minimum enrollments and/or trajectories of anticipated growth upon which employment is
based shall be documented and communicated in writing to faculty specialists within the
department/school upon hire, and each subsequent year thereafter.
2.1.4.3.8.4: Creation of Faculty Specialist Position
A faculty specialist position may only be created upon written request from a department chair
or dean of a school. The chair’s request goes to the dean and subsequently to the provost. The
school dean’s request goes to the provost. The request for a faculty specialist requires:
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2.1.4.3.8.4.1: Evidence and data supporting the contention that a traditional tenure-track
position is not appropriate; and
2.1.4.3.8.4.2: Approval by a majority of the tenured faculty within the department or school (the
origin of the request determines whether department or school) within which the position is
sought.
[Amendment to section 2.1.4.3.8.4.5 approved by BOT December 09, 2020.]
2.1.4.3.8.4.6: Description of the Six Types of the Faculty Specialists
2.1.4.3.8.4.6.1: Clinical Specialist. The clinical specialist is a qualified, certified or licensed
specialist who provides undergraduate or graduate level clinically related instruction and/or
supervision to students preparing for professions. A clinical faculty specialist may be appropriate
in nursing, psychology, communication sciences and disorders, education and educational
counseling, among others. The clinical specialist has the appropriate qualifications to educate
students as established by the relevant discipline or professional organization. The clinical
specialist provides instruction to students engaged in practice-related educational activities.
Clinical specialists may also teach classes.
2.1.4.3.8.4.6.2: Non-English Language Specialist. Faculty specialist with an appointment in
Foreign Languages
2.1.4.3.8.4.6.3 : Developmental Instruction Specialist. Faculty specialist who teaches
predominantly developmental courses.
2.1.4.3.8.4.6.4: Human Anatomy Specialist. Faculty specialist who teaches predominantly
human anatomy courses.
2.1.4.3.8.4.6.5: Writing and Communication Specialist. Faculty specialist who teaches
predominantly ENGL 100 and 120 or COMM 101 courses.
[Approved by Faculty, March 21, 2017; Approved by BOT, June 6, 2018]
2.1.4.3.8.4.6.6: Music Ensemble Specialist. Faculty Specialist who teaches predominantly music
ensembles, applied music and associated courses.
[Approved by Faculty, March 23, 2018; Approved by BOT, June 6, 2018]
2.1.4.3.8.4.7: Faculty Specialists
For faculty specialists, teaching, professional competence, and service are the categories
considered for promotion and are to be specified in the letter of appointment placed in the
faculty file.
2.1.4.3.8.4.7.1: Teaching. Skill and success in teaching is a necessity for awarding promotion to
teaching faculty and is evaluated in accordance with 2.1.4.1.1.2 of the Faculty Bylaws.
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2.1.4.3.8.4.7.2 : Professional Competence and Development. Attainment and maintenance of
various levels and forms of licensure and certification may be considered as constituting
professional competence. It may include competence in supervision of master’s theses, clinical
and practicum work. It may also include acquisition of externally funded grants, presentation of
conference papers or the publication of materials.
2.1.4.3.8.4.7.3 : Service. Service is evaluated in accordance with 2.1.4.1.1.4 of the Faculty Bylaws.
2.1.4.3.8.4.8: Terms of Appointment
Terms of appointment and the evaluation process will be consistent with the continuing long
term non-tenure track position in nursing (2.1.4.3.6.5.).
[Approved by the Faculty, December 2011]
2.1.4.3.9: Adjunct Faculty
2.1.4.3.9.1: Adjunct Lecturers are paid by the course and have no University responsibilities apart
from the classroom.
2.1.4.3.9.2: An Adjunct Lecturer’s service is not considered to accumulate in the same manner as
a portion of full-time lecturer, since even the teaching of more than one course during a given
semester on a per course basis does not constitute portion of full-time service (because of the
lesser contractual responsibilities). Some account may however be taken of it, at the discretion
of the departmental chair and the school dean, if the adjunct lecturer is later considered for a
tenure-track faculty appointment.
2.1.4.3.9.3: The expected minimum standard of qualification for an adjunct faculty member at
Saint Xavier is an earned master’s degree in the field or discipline in which the faculty member
will teach. The minimum degree qualification must be at least one level above that at which it is
anticipated that the individual will teach, except for terminal degree programs. In terminal
degree programs, faculty may hold a degree at the same level at which teaching will occur.
If the adjunct faculty member holds a master’s degree or higher in a discipline other than that in
which the faculty member is teaching, then the faculty member must have successfully
completed a minimum of 18 credit hours of graduate level study in the field or discipline the
individual will teach. If the adjunct faculty candidate does not hold the appropriate earned
credential, then equivalent tested experience may be substituted for an earned credential or
portions thereof. Professional experience used as the basis for establishing faculty qualifications
should be “tested experience in that it includes a breadth and depth of experience outside of the
classroom in real-world situations relevant to the discipline in which the faculty member would
be teaching” as defined by the Higher Learning Commission. The relevance and appropriateness
of experience must be verified in advance through application of the program’s approved, tested
experience policy that outlines a minimum threshold of experience for the specific discipline or
program and a system of evaluation. Tested experience qualifications shall be established for
specific disciplines and programs and may include skill sets, types of certifications or additional
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credentials, and experiences. Tested experience qualifications shall be approved by school
faculty, school dean and provost.
[2.1.4.3.9.3 Approved by the Full Faculty, January 27, 2017.]
2.1.4.4 Section 4. Tenure
2.1.4.4.1: “Tenure” refers to a faculty appointment carrying with it the commitment of the
University to offer the individual a contract annually until he or she decides to resign or retire.
Tenure is granted both as a guarantee of academic freedom and as a means of securing an
appropriate, stable and productive climate for the scholarly and pedagogical work of the faculty.
Because of the nature and purpose of the tenure commitment, the specific criterion for granting
it (besides suitability for appointment as Associate Professor) is the significant potential for
continued substantial contribution to the intellectual life of the University community.
2.1.4.4.2: Tenure will be granted only to those holding at least the rank of Associate Professor or
Associate Librarian. Granting of tenure may accompany promotion to Associate rank. If granted,
it is effective at the beginning of the faculty member’s seventh year of full time teaching, or its
equivalent, at the University except as provided in section 2.1.4.4.3 (“Probationary Period”) of
this article relating to credit for service at other institutions.
[Amendment to 2.1.4.4.2 approved by the Full Faculty, February 11, 2014]
2.1.4.4.3: Probationary Period. The probationary period leading to tenure for faculty members
at the University ordinarily is six years, regardless of rank, with the decision to grant or deny
tenure made during the individual’s sixth year of service to the University. Individuals shall be
granted up to three years of credit on a year-for-year basis toward this probationary period, if
they have taught as full-time faculty at other institutions of higher education prior to their faculty
appointment at the University. Each individual has a right to all of this credit, but may choose to
use only some of it, or none. Such credit for prior experience must be stated in writing as an
addendum to the incoming faculty member’s first contract. The total probationary period for a
faculty member ordinarily will not exceed six years, except in the cases specified in sections
2.1.4.4.3.1, 2.1.4.4.3.2, and 2.1.4.4.3.3 (below).
[Amendment to 2.1.4.4.3.1 approved by the Full Faculty, February 11, 2014]
2.1.4.4.3.1: A full-time faculty member who has taught more than three years as a full-time
faculty member of other institutions of higher education may be required to extend the
probationary period but that extension will not exceed four years of teaching at the University.
2.1.4.4.3.2: Portion of full-time service at the University by a faculty member while a Lecturer
may be included in credit for the probationary period required of the faculty member on the
Tenure-Track pursuant to section 2.1.4.3.6 (“Clinical Faculty”) of this article.
2.1.4.4.3.3: Tenure may be granted earlier than the times here specified. The intention of these
provisions is that it must be granted no later than the times specified, provided always that the
University wishes to retain the person as a member of the faculty.
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2.1.4.4.4: The tenure of a faculty member may be terminated by the University only: for cause,
by reason of extraordinary financial emergency, or in case of major program change, i.e.,
termination of a program or department. Causes for termination of a tenured appointment by
the University are:
1. gross incompetence in teaching;
2. consistent and persistent failure to perform the duties entailed by a faculty appointment;
3. prolonged lack of productivity in professional areas;
4. consistent and persistent activity out of harmony with University policy (but this provision
is not to be understood as an abridgment of academic freedom);
5. serious public moral misconduct.
Except in cases of moral misconduct, termination of a tenured appointment, either by the
University or by the faculty member, must be preceded by a year’s notice.
[Amendment to section 2.1.4.4.4 approved by BOT December 09, 2020 per amendment.]
2.1.4.4.5 In cases of dispute about tenure or termination of tenure and layoff of tenured faculty
when associated with program discontinuance, the faculty member shall have the right to the
grievance procedure as outlined in section 2.1.3.2.3.4 (under “Faculty Grievance Committee”)
above. When cause for dismissal is alleged, and in other grievable issues covered by this
Handbook, the faculty member shall be entitled to the procedures and safeguards consistent
with the spirit and specific policies set forth in all relevant AAUP documents, including those cited
in 2.1.3.3.1.4 and as set forth in the current edition of the American Association of University
Professors, Policy Documents and Reports. Parties to a grievance or hearing process will be
notified prior to the beginning of a committee or hearing process about the specific procedures
and process that will be applicable consistent with the provisions of this section and any relevant
AAUP documents.
[Amendment to section 2.1.4.4.5 approved by BOT December 09, 2020.]
[Approved by Faculty Senate March 3, 2018; Approved by Full Faculty, April 27, 2018; Approved
by BOT, June 6, 2018]
2.1.4.5 Section 5: Assessment for Promotion and Tenure
2.1.4.5.1: The candidate’s qualifications for both promotion and tenure shall be primarily
evaluated in terms of academic criteria, especially teaching competence. However, promotion
and granting of tenure may also involve a consideration of the curricular requirements of a
department or school as well as the overall needs of the University.
2.1.4.5.2: In assessing qualifications of faculty members for promotion and tenure, the University
Rank and Tenure Committee (URTC) shall review the response and supporting documentation
from the faculty member to the letter from the committee, which outlines the criteria which
must be addressed and documented. Upon receipt of the letter from the URTC, the candidate for
promotion and/or tenure must submit the requested documentation on or before the deadline
specified in the letter or request from the committee an extension of this deadline. The
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committee shall also review recommendations made by the appropriate department
chairpersons, members of the department/school, directors of programs, the dean of the school,
and student course/faculty evaluations. Additional recommendations may be submitted by other
faculty members, current and former students, and persons outside of this University
community. The URTC may seek any such recommendations on its own initiative.
If the candidate for tenure was granted credit for previous experience and wishes to count this
experience toward the probationary period for tenure, it is the candidate’s responsibility to
supply appropriate documentation from the other institution.
2.1.4.5.2.1: All faculty members shall take reasonable steps to obtain student course/faculty
evaluations from all students in all courses they teach. These evaluations shall be solicited in the
manner prescribed by the Faculty of the University which ensures that students are offering
candid and unbiased evaluations free from any undue influence from the faculty member.
2.1.4.5.2.2: Classroom visitations/observations. The department chairperson and the dean of the
school or his/her designee shall make at least one personal observation of each non-tenured
individual’s classroom teaching so that the annual written evaluation shall contain specific
comments relating to the individual’s teaching effectiveness based upon such personal
observation. Comments relating to the individual’s teaching effectiveness should address recent
performance as well as trends as compared to prior performance.
2.1.4.5.3: Annual Evaluations. Since annual evaluations of faculty members are intimately
related to assessment for promotion and tenure, all department chairs and deans of schools, or
their tenured designees, shall prepare annual evaluations of all non-tenured faculty. All non-
tenured and non-tenure track faculty shall be evaluated according to the timelines found in the
Faculty Policies section of the Faculty Handbook. These evaluations shall address the faculty
member’s progress towards satisfaction of the academic credentials requirement, teaching
effectiveness (in accordance with “Faculty Teaching Effectiveness Evaluation” included in the
Faculty Policies), continuing professional development and active contribution in the appropriate
scholarly, artistic or professional discipline, and service to the University beyond the
requirements of the classroom. The following provisions governing these evaluations are made:
2.1.4.5.3.1: The written evaluation shall be shown to the individual concerned before it is
submitted to the provost, and signed by the individual to indicate knowledge of it (not necessarily
agreement). The individual is to be provided with a copy of the evaluation.
2.1.4.5.3.2: The individual being evaluated has the right to have a written dissent submitted with
the evaluation. The dean of the school will sign the statement of dissent to indicate the
knowledge of it (not necessarily agreement), and the individual will provide the dean of the
school with a copy of the statement.
2.1.4.5.3.3: These evaluations (and dissents, if any) are to be made available to the Rank and
Tenure Committee when, whether upon the dean of the school’s recommendation or at the
individual’s own request, the individual is being considered for promotion or tenure.
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2.1.4.5.3.4: Records of past evaluations may be destroyed at the individual’s request, provided
that the dean of the school and the provost agree.
2.1.4.6 Section 6: Application of Article IV, Promotion and Tenure
Until they become tenured, persons hired within six years prior to the date of approval of these
bylaws by the Board of Trustees may choose to be governed by the promotion and tenure criteria
specified in the bylaws that were in effect when their first tenure track contract was signed by
the administration. All persons so affected must notify the provost and the chairperson of the
University Rank and Tenure Committee of their choice within one year of the bylaws approval
date. Persons hired after the date of approval of these bylaws by the Board of Trustees are
governed by the promotion and tenure criteria contained herein.
2.1.5 Article V: Post-Tenure Review
2.1.5.1 Section 1: General Provisions
2.1.5.1.1: Pursuant to the University’s commitment to provide tenured faculty with resources
appropriate to their responsibilities, and pursuant to each faculty member’s commitment to
fulfill the responsibilities enumerated in section 2.1.4 (“Promotion and Tenure”), tenured faculty
will be reviewed every five years in the areas of teaching, scholarship and/or professional
development, and service. The purpose of the review is to enhance and improve the tenured
faculty member’s overall performance. The review process shall be formative and shall preserve
academic freedom and tenure. The procedures for review and for the use of the resulting
information are included in the “Faculty Policies” section of the Faculty Handbook.
2.1.6 Article VI: Faculty Senate
2.1.6.1 Section 1: Definition
2.1.6.1.1: The faculty of Saint Xavier University, in order to discharge more effectively the
responsibilities assigned to it by the Board of Trustees of the University, of forming an
educational philosophy in harmony with the goals of the institution, of regulating educational
work and of providing for the necessary organization of student life, and in order to facilitate the
exercise of these powers through a structure conducive to proper deliberation and timely
decision, do hereby establish a Faculty Senate and delegate to it the powers hereunder
enumerated.
2.1.6.2 Section 2: Delegated Tasks
The Faculty Senate is charged by the faculty of the University with the following tasks:
to foster the development and expression of an educational philosophy consistent with
the goals of the institution;
to participate in decisions regarding allocation of physical, human, and monetary
resources within the guidelines established by the Board of Trustees;
to develop educational policy and to monitor the implementation of such policy;
to decide on the elimination, retention, and/or addition of instructional programs at the
University, and to establish and publish criteria according to which such decisions are
made;
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to receive information regarding the rationale for addition, elimination, and/or change of
courses in the programs of instruction at the University;
to act as a focal point for suggestions, queries, and/or information regarding the
instructional programs at the University;
to establish policies and procedures for evaluation of the quality of instruction and the
administration of instructional programs and to monitor the implementation of these
policies;
to establish necessary committees;
to supervise the work of committees, and to receive regular reports from them;
to act on all faculty matters which are not assigned to existing faculty committees and/or
which are too urgent or confidential for discussion at a general faculty meeting.
2.1.6.3 Section 3: Membership, Officers and Relations
2.1.6.3.1: Membership
2.1.6.3.1.1: The Faculty Senate shall be comprised of a senate president and senate vice
president team, a senate president-elect and senate vice president-elect team (elected in even-
numbered years beginning Spring 2008), the immediate past president and immediate past vice
president team, 10 senators, the president of the University and the provost of the University.
Of these, the senate president, the senate vice president, the senate president-elect, the senate
vice president-elect, the immediate past president and immediate past vice president, and the
ten senators shall be voting members. In addition, the senate president, the senate vice
president, the senate president-elect, the senate vice president-elect, the immediate past
president, the immediate past vice president and the provost of the University shall form the
Executive Committee of the Senate.
Note: In odd numbered years, there will be no senate president-elect and senate vice president-
elect team on the senate or the executive committee; In even numbered years there will be no
Immediate past president and immediate past vice president team on the Senate or the Executive
Committee.
[Amendment to section 2.1.6.3.1.1 approved by a vote of the Full Faculty, April 23, 2010. BOT
approved division of Social Sciences and Education, June 6, 2018 and education was added to
social sciences above changing the total to 10 senators since there are only two professional
schools, Graham School of Management and School of Nursing & Health Sciences as of July 1,
2018]
2.1.6.3.1.2: There shall be 10 senators. Four senators shall be drawn from and elected by the
Faculty at large, two non-tenured tenure track faculty and two tenured faculty; three senators
shall be drawn from and elected by the faculty of CAS: one faculty representing Natural Sciences,
Mathematics and Computer Science; one faculty representing Arts & Humanities; and one faculty
representing Social Sciences & Education; one senator shall be drawn from and elected by the
faculty of each of the professional schools; and one senator shall be drawn from and elected by
the non-tenure and non-tenure track faculty. In all cases, the Election Committee shall conduct
the elections. Only full-time members of the faculty shall be eligible for election as senators. Their
terms of offices shall begin June 1 immediately following their election.
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[BOT approved division of Social Sciences and Education, June 6, 2018 and education was added
to social sciences above changing the total to 10 senators since there are only two professional
schools, Graham School of Management and School of Nursing & Health Sciences as of July 1,
2018]
2.1.6.3.1.2.1: Senators shall be elected for staggered three-year terms. A senator may serve two
consecutive terms.
[Amendment to 2.1.6.3.1.2.1 approved by the Full Faculty, March 21, 2006.]
2.1.6.3.1.2.2: If the office of a senator becomes vacant prior to the end of that senator’s regular
term, the Election Committee shall hold an election within 30 days after the vacancy occurs. The
Election Committee will ensure that the vacancy is filled by an individual elected by and from the
appropriate constituency. The newly elected individual shall serve the remainder of the previous
senator’s unexpired term of office.
2.1.6.3.1.2.3: If the person representing the non-tenured and non-tenure track faculty is granted
tenure during his/her term of office, that senator must resign the position and the replacement
procedure described in section 2.1.6.3.1.2.2, above, will be followed.
2.1.6.3.1.2.4: If a senator granted a leave of absence decides not to be active on the Senate
during the leave; the replacement procedure described in section 2.1.6.3.1.2.2, above, will be
followed with the term of office equal to the anticipated length of the leave.
2.1.6.3.1.3: The senate president-elect and senate vice president-elect shall be elected as a team
by and from the faculty and must be tenured full-time faculty members from different
departments or professional schools. The first year of the term shall serve as a transition period
before assuming the roles of senate president and senate vice president for two years. The senate
president and vice president must maintain full-time status, and will be succeeded by the next
senate president-elect and senate vice president-elect team. Their terms of office shall begin
June 1 immediately following the annual election meeting of the faculty.
2.1.6.3.1.3.1: If the office of the president of the senate becomes vacant during the first academic
year of the presidency, the vice president will become president for the remainder of that term
of office, and the Election Committee shall hold an election for a new vice president within 30
days. If the office of the president becomes vacant during the second academic year of the
presidency, the vice president will serve as president and the senate president-elect will serve as
senate vice president for the remainder of the term.
2.1.6.3.1.3.2: If the office of the vice president becomes vacant during the first two years of
office, the Election Committee will hold an election for a new vice president within 30 days. If
office of the vice president becomes vacant during the third year of the term, the vice president-
elect will serve in this capacity for the remainder of the year and continue the following year as
expected in their original term. In this case, the Election Committee will not hold an election for
a new vice president.
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2.1.6.3.1.3.3: If both the president and vice president positions become vacant simultaneously
during an even numbered year, the president-elect/vice president-elect team will assume office
and the Election Committee shall hold an election for a new president-elect/vice president-elect
team within 30 days of the vacancy. If the vacancy occurs during an odd numbered year of office,
the Election Committee will hold an election for a new President/Vice President team within 30
days.
2.1.6.3.1.3.4: If either the office of the president-elect or vice president-elect becomes vacant
during the first term of office, the Election Committee will hold an election for a new president-
elect or vice president-elect within 30 days.
[Amendments to 2.1.6.3.1 (“Membership”) approved by the Full Faculty, November 30, 2007.]
2.1.6.3.2: Officers
2.1.6.3.2.1: The senate president, the senate vice president, the senate president-elect, and
senate vice president-elect shall serve as the officers of the Senate. None of the officers may
serve as senators during their terms of office. The senate president may vote only to break a tie.
2.1.6.3.2.2: The senate president shall preside at meetings of the Faculty Senate. The senate
president will be provided with the agenda of the President’s Senior Leadership Team. The senate
president shall be given a one-course reduction in teaching load during each semester of the
term of office.
2.1.6.3.2.3: The senate vice president will preside at Faculty Senate meetings in the absence of
the president. The senate vice president shall be given a one-course reduction in teaching load
during each semester of the term of office. The senate vice president will be responsible for
seeing that the minutes of the Faculty Senate meetings kept by the secretary assigned to the
senate by the provost are accurate and made available at the proper time. The minutes should
include how each senator has voted on all issues on which there is a vote. The senate vice
president shall also be responsible for seeing that all senate policy decisions are indexed in a
policy manual according to the date the policy decision was make, the issue about which the
policy decision was made, the substance of the policy, and the person or group of persons
accountable for the implementation of the policy.
[Amendments to 2.1.6.3.2 (“Officers”) approved by the Full Faculty, November 30, 2007.]
2.1.6.3.3: Meetings of the Faculty Senate
2.1.6.3.3.1: The Faculty Senate shall normally meet at stated times at least once a month from
September through May and at other times as may be required. Meetings are called by the
senate president or by any two members of the Faculty Senate. The agenda and related materials
shall be made available to all voting and non-voting members of the Senate no later than three
working days before the meeting. The agenda shall be made available to all voting members of
the faculty no later than three working days before the meeting. Minutes of the meeting shall be
made available to all voting members of the faculty no later than five working days after the
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meeting at which they were approved. Approved minutes of senate meetings will be displayed
in several public locations of the University for review by other constituencies in the University.
2.1.6.3.3.2: A quorum shall consist of a simple majority of the voting members of the senate.
2.1.6.3.3.3: All meetings of the Faculty Senate are open to all faculty members and others of the
University community; when the Senate deems it necessary for confidentiality it may close its
meeting to all except the faculty. Persons who are not members of the senate may speak to an
agenda item with the permission of the senate president. Any member of the University
community may be brought into meetings of the Senate for advisory opinions, or any of them
may request to be heard on matters on the agenda in which they have an interest.
2.1.6.3.3.4: The senate president, the secretary/president-elect, and the provost shall set the
agenda for Faculty Senate meetings. These persons will ensure that the background and other
information essential to the intelligent discussion of a proposal by the Faculty Senate be provided
by the person or group wishing to have a proposal brought to the Senate, or be prepared by a
standing committee or an ad hoc committee selected by the Faculty Senate.
2.1.6.3.4: Relation of Faculty Senate to Faculty Committees
2.1.6.3.4.1 Members of the University Rank and Tenure Committee, Faculty Grievance
Committee and Faculty Affairs Committee shall be elected by the faculty according to the
procedures established in the Faculty Handbook and Bylaws. Members of the Election Committee
shall be elected according to the procedures described in 2.1.3.2.4.2 (“Election Committee
Membership”). These committees will have the right to report directly to the faculty, though
normal procedure would be to report through the Faculty Senate. These committees will
continue to retain the right to exercise confidentiality in view of obvious need. These will be
called Committees of the Faculty and are standing committees. The purpose, function, and
membership of these committees may be changed only by the faculty, not by the Faculty Senate.
[Amendment to section 2.1.6.3.4.1 approved by BOT December 09, 2020.]
[Approved by Faculty Senate, March 3, 2018; Approved by Full Faculty, April 27, 2018; Approved
by BOT June 6, 2018]
2.1.6.3.4.2: The Formal Hearing Committee is an ad hoc committee of the faculty and reports to
the president of the University.
2.1.6.3.4.3: Other committees that are considered essential to the proper functioning of the
University will be created by the Faculty Senate after consultation with the faculty. These will be
called the “Committees of the Senate” and can be standing or ad hoc committees. Committees
of the Senate may be altered or abolished by the Faculty Senate.
2.1.6.4 Section 4: Veto Power
The faculty may veto any action taken by the Faculty Senate. To exercise this right, 10 faculty
members must issue, no later than 10 days after publication of the approved minutes of the
Faculty Senate meeting containing notice of the action, a call for a special faculty meeting to be
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held no later than 21 days after publication of the relevant minutes. Should such a veto occur,
the faculty is obligated to give the Faculty Senate a positive sense of the direction in which the
matter under consideration is to move forward.
2.1.7 Article VII: Retirement
The title of Emeritus or Emerita is automatically bestowed on a faculty member who retires after
a minimum of 10 years of service. The title carries with it such privileges as use of the library,
admission to University events and to University faculty meetings.
2.1.8 Article VIII: Ratification, Amendment and Application
2.1.8.1 Section 1: Ratification
These bylaws shall become effective with ratification by a two-thirds vote of the faculty present
and voting, and with the approval of the Board of Trustees.
2.1.8.2 Section 2: Provision for Amendment
2.1.8.2.1: These bylaws may be amended by a two-thirds vote of the faculty present and voting,
or voting by written proxy, and with the approval of the Board of Trustees. Amendments
approved by the Faculty and submitted to the Board of Trustees shall be assumed to be approved
by the board, unless the board decides otherwise within eight months of the time of submission
to the appropriate Board committee.
2.1.8.2.2: Notice of Intent to Amend. All faculty shall receive a copy of the present Bylaw section
and the proposed Bylaw section three weeks prior to the faculty meeting at which the proposed
change is presented for a vote of approval.
[Amended by Full Faculty, September 20, 2013]
2.1.8.3 Section 3: Application
These bylaws shall apply equally to religious, clerics and lay faculty.
2.1.9: Article IX: Bylaws Not to Contradict Charter
2.1.9.1: Nothing in these Bylaws shall be construed to contradict the provisions of the University’s
Articles of Incorporation and Corporate Bylaws.
[Ratified by the Faculty, September 19, 2000; approved by the Board of Trustees, October 10,
2000.]
2.2: Policies and Procedures of the Faculty
2.2.1: Senate Charter of Committees
Faculty committees are of two types: those created by and responsible to the whole Faculty, and
those created by and responsible to the Faculty Senate. This document makes provision for the
latter type. Committees responsible to the whole faculty are provided for in section 2.1.3
(“Faculty Committees”) of the Faculty Bylaws.
At its sole discretion, the Faculty Senate may modify or abolish the committees it creates, and
establish such others as it may deem appropriate. This document itself is issued by the Senate on
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its own authority, and may be modified or revoked as the Senate sees fit. Provision is made here
for standing committees, but the Senate may also establish ad hoc committees when it so
chooses.
2.2.1.1: General Provisions for Standing Committees
2.2.1.1.1: Membership. There shall be a revolving membership on all committees established by
the Faculty Senate (hereafter referred to as Senate committees). Unless otherwise specified,
tenure on a committee shall not be more than three years. All requirements with respect to rank
and length of service for committee membership shall be understood to pertain to the time of
the seating of the person on the committee. The chairperson does not vote unless there is a tie.
2.2.1.1.2: Election to Committees of the Faculty Senate. Election of faculty members to Senate
committees shall take place in the spring of each year and will be conducted by the Election
Committee. The terms of faculty members elected to committees shall begin June 1 immediately
following their election.
At least five weeks prior to the faculty meeting at which elections are to be held, the Election
Committee will solicit nominations. This period will last no less than 10 days.
The Election Committee will determine the eligibility of each nominee based on the eligibility
rules for each committee. The committee will then contact the nominees to ascertain their
willingness to run.
The Election Committee will continue the nomination process by sending the faculty, at least
three weeks prior to the election, a draft ballot including all nominees eligible and willing to run.
On the draft ballot, the committee will apprise the faculty of any committees which lack sufficient
nominees as well as those which will require a run-off election. The committee will ask the faculty
to make final additional nominations to, and final withdrawals from, the ballot.
The revised ballot will be distributed at least one week prior to the faculty meeting at which
elections are to occur. Nominations may also be made from the floor at the faculty meeting at
which elections occur.
Pursuant to section 2.1.3.1.3.3 of the Faculty Bylaws, no faculty member may serve on more than
one standing committee of the faculty or of the Faculty Senate, nor be a candidate for any such
committee if already serving on one.
The Election Committee will conduct run-off elections as necessary.
Absentee voting shall take place on the day following the General Faculty Elections in the office
of the provost between the hours of 8:30 a.m. and 4:30 p.m.
Only those faculty members who have formal teaching responsibilities, are traveling to or from
off-campus teaching sites, attend professional meetings or have personal emergencies during
the time of elections will be eligible for absentee balloting. All amended ballots will be counted
after 4:30 p.m. on the day following the General Election. Results will be posted the next day.
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Special elections to fill vacancies, or for terms equivalent to someone’s leave of absence are to
be conducted as soon as possible, consistent with the Faculty being adequately informed about
the candidates. Special elections are not subject to the time restrictions provided above for the
annual General Election.
2.2.1.1.3: Vacancy. When a vacancy occurs in the membership of a Senate committee, the
Faculty Senate shall appoint a qualified person to fill the vacancy until the next regular election,
at which time (if the term has not expired) a qualified person will be elected to complete the
unexpired term. The filling of a vacancy prior to January 15 of the academic year shall be
considered to result in one year of service; replacement on January 15 of the academic year or
thereafter shall result in half year of service; replacement after March 15 of the academic year
shall not be considered to result in any period of service on a committee.
Committee members on leave of absence from the University may decide to remain active
members of committees and acquire length of service thereby, or they may decide to remain
inactive and not acquire length of service thereby.
If a committee member on leave of absence decides not to be active on the committee during
the leave, the Election Committee shall conduct a special election of a qualified person to serve
on the committee in question for a term equal to the anticipated length of the leave.
After three years of consecutive service on a committee, a faculty member may not serve again
on the same committee until one year has elapsed since serving on that committee, except that
someone elected to fill an unexpired term shall be eligible immediately thereafter for a full three-
year term.
A faculty member may not simultaneously serve, whether through appointment, election, or
combination thereof, on more than one standing committee, whether of the Faculty or of the
Faculty Senate, or on more than a total of three committees, whether ad hoc or a combination
of ad hoc and standing committees.
2.2.1.1.4: Chairperson. Unless otherwise specified, each committee shall elect its own
chairperson.
2.2.1.2 [On March 15, 2016, Senate voted to dissolve all Senate committees, but
reserved the power to create new committees in the future.]
2.2.2: Curricular Requirements
The purpose of the following statement is to clarify the meaning of the phrase “curricular
requirements” in “Assessment for Promotion and Tenure” (section 2.1.4.5).
2.2.2.1: Enrollment Patterns. The enrollment pattern in the department or in the
specialty/specialties in which a faculty member teaches is a legitimate consideration for
promotion and/or tenure decisions. In making a recommendation to the University Rank and
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Tenure Committee (URTC) in regard to this aspect of curricular requirements, the chairperson
should supply the data which support his/her assessment.
2.2.2.2: Program Changes. Although the academic and experiential backgrounds of a faculty
member are adequate to departmental and program needs at the time of hiring, changes in
offerings may create a situation in which those backgrounds are no longer so. Consequently, such
changes are also a legitimate consideration for promotion and/or tenure decisions. If such is the
case, the chairperson should fully document those changes and clearly explicate for the URTC
why the faculty member cannot meet the new responsibilities.
2.2.2.3: Departmental Functioning. Meeting responsibilities regarding departmental meetings,
departmental committees, advising, is a third ground for consideration in promotion and/or
tenure decisions coming under curricular requirements. In making a recommendation concerning
them, the chairperson should fully document to the URTC what the faculty member has and has
not contributed to departmental functioning.
[Approved by Faculty Senate, November 17, 1981 (effective September 1, 1982); amended by
Faculty Senate, March 2009.]
2.2.3: Promotion and Tenure Criteria
To further strengthen the University and its Faculty, the URTC proposes to increase the data
gathered in considering faculty for promotion and tenure. It also proposes to increase the rigor
with which the criteria in the Faculty Bylaws are applied.
The Bylaws give specific guidance to the faculty member and the committee only in academic
credentials. They are general in all the other areas. Consequently, in the future, regarding
teaching effectiveness (the area of prime concern according to the Bylaws), the committee would
like for more substantial and objective evidence. In addition to evaluations by current and
graduated students, it would be very helpful to have peer and chairperson’s evaluations based
on personal observation and, where relevant, evaluation from the appropriate administrative
officer. It is important that this evidence of teaching effectiveness speak to recent performance
(within the last three or four semesters or since the last promotion) as well as to earlier efforts
so that a well-rounded view of a person’s teaching effectiveness and his or her continued
improvement in teaching ability is obtained. Such objective evidence could also include any
awards for teaching or grants received to improve teaching in one’s field (e.g., National
Humanities Institute at the University of Chicago) as well as visiting teaching posts at other
institutions and participation in College-wide seminars held on this campus.
Professional commitment to the University community is a second area in which further
specification and rigor of application is possible. Participation in a department, other University
programs, the University and the wider community so that the individual is recognized as a
substantial source for knowledgeable points of view within his own field and for the common
fields of concern of all thoughtful professionals would carry weight for favorable decision. The
ability to facilitate the intellectual and professional life of others through exchange of ideas,
references to the literature, contact with authorities, societies, or agencies that foster the work
of the intellectual life could also be taken into consideration. Accomplishments in this area can
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take many forms, and not all forms would be applicable in all cases. But sustained, substantial
contributions beyond the department or program in which one is contracted to work would be
expected for tenure and promotion to Associate and Full Professor.
In addition to direct contributions to the intellectual work of the University community, the
committee would also consider contributions made by serving as chairpersons of departments
or programs, especially where these have led to marked improvement in the quality of a
department or program. Substantial and productive committee work leading to noteworthy
improvement in the functioning of the University (e.g. Bylaws revision, academic policy
improvements, etc.) for which the individual is largely responsible will also be considered. Finally,
the committee would look at any contributions the individual might make to the University
through eliciting the support of outside agencies which aid the University financially, or through
holding programs of intellectual merit on campus, or through directing able students to our
doors.
Professional growth and development is the third area in which more specification rigor of
application is possible. Quality research and publication and membership and participation in
professional organizations have always been used by the committee in arriving at its decisions,
and this will continue in the future. But it would be helpful to pay closer attention to efforts at
professional upgrading. This would include taking courses, attending workshops and
conferences, and other means of developing new or improving existing areas of competence. The
promise of continued growth is an area of concern in granting tenure. In this area, the
administrative concerns of long range need and flexibility also emerge.
It is not the intention of the committee that these specifications and this increased rigor of
application be interpreted as absolute imperatives. Rather, they would have the effect of
guidelines for the faculty by which a candidate could more effectively make a case for being
granted a favorable recommendation. Also, there would be no intention that a faculty member
would have to prove exceptional ability in all of them before a favorable judgment would be
possible. Each person would be left free to make up his/her own mind, based on talent and
circumstances, as to where he/she can most effectively exercise his/her efforts.
Strength in one area can counterbalance weakness in another, so long as the latter is not teaching
competence and other Bylaws specifications are not violated. With these qualifications, limited
performance in one area will not prevent promotion to Assistant Professor. Strong capable
performance in each area is expected for promotion to Associate Professor. In addition to the
level of rigor for promotion to Associate Professor, a candidate for tenure should have one area
of superior performance. Superior performance in at least two areas, with no rating of “weak” in
any area, is required for promotion to Full Professor.
[Amendment to 2.2.3.7 approved by the Full Faculty, December 7, 2012.]
The results of this proposal would improve the quality of the faculty and the position of the
University. If the more rigorous criteria are adopted, the committee does not anticipate a
situation in which a favorable judgment from the committee would be a relatively rare
occurrence. The Administration concurs in this prognosis.
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[Approved by Faculty Senate, October 9, 1979; amended by Faculty Senate, September 18, 1984;
approved by General Faculty, October 30, 1984; amended by Faculty Senate, April 2009.]
2.2.4: Procedures for Promotion and Tenure Reviews
2.2.4.1: General Practices
The URTC conducts a comprehensive review of faculty credentials and performance to make
recommendations to the provost regarding the suitability of a faculty candidate for promotion
and/or tenure (see Faculty Bylaws section 2.1.3.2.1, “University Rank and Tenure Committee”).
The Bylaws offer specific guidance in academic credentials and more general guidance in the
areas of faculty performance. The three areas of faculty performance reviewed by the URTC are
teaching effectiveness; scholarly/creative activity and/or professional development; and service
to department/school/University/community (see Faculty Bylaws section 2.1.4.1, “Criteria for
Faculty Promotion and Tenure”). To conduct a comprehensive review and make a sound
recommendation, the URTC requests from faculty candidates specific information and materials
in the form of a dossier. In addition, the URTC reviews specific recommendations from the faculty
candidate’s designated peer evaluators, department or school, and dean. For the purposes of
promotion and tenure reviews, the library functions as a unit within the College of Arts and
Sciences. The library will follow all promotion and tenure review procedures established for the
College of Arts and Sciences.
The URTC distributes a review timeline in the fall semester of each academic year. Faculty
candidates for promotion and/or tenure are expected to be familiar with the timeline, as are all
other participants in the review process. A candidate’s dossier will not be accepted after
established deadlines except under exceptional circumstances. In case of such circumstances, the
faculty candidate must request, in writing, an extension from the URTC. The URTC, after
consultation with the provost, will notify the candidate of its decision.
[Amendment to Section 2.2.4.1 adopted by Faculty Senate, October 2010.]
2.2.4.1.1: Promotion and Tenure Dossiers
The URTC requests the submission of a dossier that describes, documents and evaluates a faculty
member’s activities for the period under review. Narrative materials, reporting and documentary
materials, as well as evaluative materials should constitute the dossier. Candidates submit copies
of their promotion and/or tenure dossier to the Office of the Provost according to the format
guidelines established by URTC (while retaining original documentation in their personal files).
This dossier constitutes the official review document and is reviewed by the faculty candidate’s
departmental or school review body, school dean, the URTC, the provost and the president. Once
the dossier is logged into the Office of the Provost, it may be accessed only by the chair of the
faculty candidate’s department in the College of Arts and Sciences or chair of the faculty
candidate’s school rank and tenure committee (Graham School of Management and School of
Nursing and Health Sciences), the school dean, the URTC, the provost and the president.
To assure access to the dossier by those who need it at the various stages of review, access will
be regulated by the due dates of recommendation letters. (See the official timeline). No one is
permitted to add material to the candidate’s dossier after it has been submitted. However, as
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there may be instances in which significant data related to a pending item may arise after
submission of the dossier, the candidate may submit, in writing, such relevant updates to the
URTC. A hard copy of the dossier will be retained in the Office of the Provost for two years
following the final decision on promotion and/or tenure.
A typical promotion and/or tenure dossier includes the following:
1. Table of Contents
2. Evidence of academic credentials and a complete curriculum vitae
3. Narrative overview statement describing work as a faculty member
4. Evidence of teaching effectiveness, including:
a. description of teaching responsibilities and a comprehensive listing of courses
taught, by semester
b. statement of teaching philosophy/practice and self-evaluation
c. samples of course materials
d. quantitative summaries of all student evaluations (for a maximum of six years)
e. copies of peer and administrative evaluations of teaching based on direct
classroom observation (both historical and current)
f. evidence of awards for teaching excellence or grants for teaching development
g. evidence related to classroom teaching effectiveness, supplemented where
appropriate with evidence related to clinical supervision, field work, academic
advising, thesis direction, internship supervision, etc.
5. Evidence of scholarship/creative work and professional development, including:
a. description of completed and on-going scholarly/creative work and professional
development
b. evidence of scholarly/creative contributions to your discipline, field, or profession
including samples of published or publicly presented work
c. evidence of involvement in professional organizations
d. evidence of grant applications (individual or collaborative work)
e. evidence of efforts to deepen existing areas of expertise or to expand into new
areas of expertise
6. Evidence of service, including:
a. description of service to your department and/or school, the University, and if
relevant the community (community service as it relates to your scholarly and
professional expertise)
b. evidence to document substantial efforts on behalf of academic programs and the
functioning of the University: committee work, campus events, grants, special
projects, etc.
c. evidence of contribution to the intellectual life of the University outside the
classroom
7. Evaluations:
a. For each level of promotion and/or tenure, a specific number and type (internal
and external) of confidential professional peer evaluations are required. Internal
recommendations are to be solicited from peers within Saint Xavier University.
External recommendations are to be solicited from peers in the candidate’s
discipline outside Saint Xavier University.
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b. External Evaluations: In the spring semester prior to the submission of the
complete, official dossier, the faculty candidate will submit to his/her school dean
a list of individuals who can serve as external peer evaluators. The number of
names submitted should exceed the number of letters required. This is useful in
the event an external peer is unable to participate in the review process. The
school dean (or appropriate designate, i.e. chair of school rank and tenure
committee, chair of department) is responsible for soliciting on behalf of the
faculty candidate the necessary number of external peer evaluations; the letters
of instruction sent to the external peer evaluators should be copied to the faculty
candidate.
c. Internal Evaluations: Also in the spring semester prior to the submission of the
complete, official dossier, the faculty candidate directly contacts the internal peer
evaluators, using the letters of instruction provided by the URTC.
d. For promotion to assistant professor, two internal peer recommendations are
required.
e. For promotion to associate professor and/or tenure, two internal peer
recommendations and two external peer recommendations are required.
f. For promotion to full professor, two internal and three external peer
recommendations are required.
g. In general, internal evaluators are expected to consider all three areas of faculty
performance while external evaluators are expected to focus on the candidate’s
scholarly/creative/ professional performance and contributions; the latter may
discuss teaching and service to the extent that they are familiar with the
candidate’s performance in those areas.
h. It is imperative that peer evaluation letters and the recommendations made in
them are specific and rooted in evidence. Therefore, evaluators must be provided
with relevant portions of the faculty candidate’s dossier including a complete
curriculum vitae and copies of published work.
i. Peer evaluation letters must be submitted to the URTC in accordance with the due
dates in the annually published timeline.
j. Internal and external peer evaluation letters are confidential yet they must also
be accessible to the relevant review bodies. Therefore, peer evaluation letters will
constitute a supplement to the official dossier submitted by the candidate and will
be made available to the appropriate review bodies. The faculty candidate’s
department or school review committee, the candidate’s dean, members of the
URTC, the provost and the president will have access to the peer evaluation
letters. The Office of the Provost is responsible for maintaining the supplementary
file of letters.
k. Faculty candidates should include in their dossier a list of the peer references from
whom the URTC can expect to receive letters of evaluation.
l. Faculty candidates are responsible for making sure letters of evaluation are
received by the relevant deadline and should follow-up with the URTC if they are
in doubt.
m. Unsolicited letters are not accepted by the URTC.
n. Additionally, faculty candidates may include in this section of their dossier, copies
of annual evaluations as well as evaluation letters from their files.
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The preparation and presentation of the promotion and/or tenure dossier gives the faculty
candidate an opportunity to present a coherent and comprehensive picture of faculty work.
Faculty candidates should include other materials not mentioned above if they contribute to
understanding the kind of work the faculty member has done. It is important that faculty
candidates and relevant review bodies recognize that the dossier communicates to individuals
and groups with varying degrees of knowledge about the candidate’s work. It is best to include
more, not less, and to explain or annotate where helpful, not merely list. Nonetheless, the URTC
cautions faculty candidates to use good judgment in determining the volume of material to
submit for review and encourages faculty candidates to seek advice if uncertain about what to
include.
[Amended by Faculty Senate, October 14, 2014]
2.2.4.1.2: Promotion and Tenure Considerations.
In reviews for tenure as well as promotion to associate professor and full professor, evidence of
sustained, substantial contributions beyond the department or program in which one is
contracted to work are expected. The promise of continued intellectual growth and contribution
is an area of concern in granting tenure. Consideration of curricular requirements and the overall
needs of the University also play a role. The level of performance required for each level of
promotion varies. Specifically, the level of performance becomes more rigorous as one moves up
the ranks. Faculty candidates for promotion and/or tenure are reminded to consult the Faculty
Bylaws for a description of the criteria applied in promotion and tenure reviews (see Faculty
Bylaws section 2.1.4, “Promotion and Tenure”). These criteria should be understood as reflecting
the minimum, standard requirements for promotion or tenure at the University.
The URTC is expected to communicate to faculty candidates and other participants in promotion
and tenure reviews specific instructions for implementing the review process. These instructions,
disseminated in letters to faculty candidates, chairs of departments and school rank and tenure
committees, peer evaluators, and school deans, must be in accord with the Faculty Bylaws as well
as this document, “Procedures for Promotion and Tenure Reviews.” The URTC instruction letters
should identify the language of evaluation used in the Faculty Bylaws and instruct others to refer
to and use the same language.
2.2.4.2: Guidelines for Good Practice at the Departmental/School Level
From the level of the school dean, through the URTC, to the provost, the procedures for
promotion and tenure review are consistent. However, reviews at the departmental and school
level reflect the different structures of the schools themselves. Nonetheless, every effort should
be made to develop and adhere to relatively consistent practices. At the very least, departmental
and school practices should be clearly articulated, printed and disseminated. The following
guidelines should be used in the development of such local practices.
2.2.4.2.1: Evaluation of Tenure Track Faculty during Probationary Years
Prior to promotion and/or tenure reviews, tenure-track faculty should have several years of
documented assessment and evaluation of their performance to guide them in their
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development as faculty suitable for promotion and/or tenure. Tenure-track faculty should be
given guidance and mentoring throughout their probationary period not only by department
chairs and deans but also by their colleagues. Tenure-track faculty who take credit for years of
previous service should keep in mind the need to have adequate time to document peer
evaluation of the work.
During the probationary period, the following types of evaluation should take place:
1. Annual written evaluations (as required in the Faculty Bylaws). In Arts & Sciences these
are done by department chairs; in Nursing and Business, they are the dean’s
responsibility. These evaluations should be candid, specific, and practical.
2. Student evaluations for all courses, each semester (as required in the Faculty Bylaws).
Faculty should follow University procedures in the administration of student evaluations,
and should retain for inclusion in their dossier the official summaries provided by the
University. Originals should be retained in the department or school, or as provided by
the University policy. Annual evaluations should address the findings of student
evaluations each year.
3. Formative evaluations by peers. Tenure-track faculty are advised to initiate formative
evaluations, asking colleagues within and outside their fields for periodic assessment,
especially in the area of teaching effectiveness. The usefulness of formative evaluation is
dependent on honest, constructive critique matched with practical suggestions.
4. Third-Year Review. Departments and Schools should develop an internal process for
evaluating the performance of tenure-track faculty members in the three areas of faculty
responsibility: teaching, scholarly/creative activity and/or professional development, and
service. The third-year review should result in a written formative evaluation, including
specific recommendations for improvements. The third-year review replaces the annual
review in the third year.
2.2.4.2.2: Promotion and Tenure Evaluations
The following principles and guidelines for practice should be considered when departments and
schools conduct promotion and/or tenure reviews:
1. Promotion and/or tenure reviews are summative by nature.
2. Central to this review process is the input of the tenured faculty in the department (for
College of Arts and Sciences) or the school (for nursing and health sciences, and business).
The promotion and/or tenure recommendation results from the professional judgment
of the tenured faculty members in the candidate’s department or school who bring a
unique disciplinary perspective.
3. In College of Arts and Sciences departments, a departmental committee of tenured
faculty conducts the review process. In the School of Nursing and Health Sciences and
Graham School of Management, a school committee of tenured faculty conducts the
review process. This review process results in a letter of evaluation that characterizes the
input of the tenured faculty while formulating a recommendation. The departmental or
school letter must be rooted in evidence and may need to reconcile differences in
judgment. The letter makes a recommendation on the question of promotion and/or
tenure.
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4. In the case of the College of Arts and Sciences departments and the library, the
departmental review committee might consist of all tenured members (especially in small
departments) or some tenured members (especially in large departments). This can be a
departmental decision but should be public and consistent from case to case. In the
College of Arts and Sciences, the departmental promotion and tenure committee is led
by the department chair, except when the chair is under review or not tenured; in these
cases, the College of Arts and Sciences dean in consultation with the department will
appoint a designated departmental evaluator to take on the responsibility of leading the
review committee. In the library, the promotion and tenure committee is led by the
director, except when the director is under review or not tenured; in these cases, the
provost in consultation with the library will appoint a designated evaluator to take on the
responsibility of leading the review committee. In the School of Nursing and Health
Sciences, and Graham School of Management, elected school rank and tenure
committees conduct the reviews.
5. If a department in the College of Arts and Sciences or the library has fewer than three
tenured members, a tenured faculty member from a related discipline should be invited
to participate. The choice of such an outside participant should be made by the College
of Arts and Sciences dean from a list of three nominees made jointly by the faculty
candidate and the department chair. If the library has fewer than three tenured members,
a tenured faculty member from a related discipline should be invited to participate. The
choice of such an outside participant should be made by the provost from a list of three
nominees made jointly by the faculty candidate and the director.
6. Promotion and/or tenure reviews and decisions carry responsibilities. Tenured faculty
participating in a review as part of a departmental or school evaluation are obliged to
carefully read the entire dossier, including samples of scholarship. The review process
should also include recent (within the last 12 months), direct classroom observation
initiated by the candidate’s department (in the College of Arts and Sciences) or school
(School of Nursing and Health Sciences, and Graham School of Management); these
observations should be done by several tenured faculty participants from the candidate’s
department (in the College of Arts and Sciences) or school (the School of Nursing and
Health Sciences, and the Graham School of Management).
7. The departmental or school letter of recommendation should be reviewed with the
faculty candidate before it is submitted to the URTC to correct possible errors of fact. The
final departmental or school letter of recommendation should be copied to the candidate.
8. Faculty serving on the URTC have a dual role in the review of candidates from their own
school or department. For this reason, a faculty member who is currently serving on the
URTC should not participate in a leadership capacity on promotion and/or tenure reviews
in their school or department. Leadership at the departmental or school level is defined
as serving on the school rank and tenure committee or serving on a departmental
committee charged with conducting promotion and/or tenure reviews. Still in keeping
with the principle identified in item 2.), URTC members may participate in the discussions
and contribute to the input (whether in the form of voting, written response sheets, etc.)
that shapes their departmental or school recommendation but should not play a role in
the actual drafting of the departmental/school letter of recommendation. It is also
suggested that while serving on the URTC, faculty members avoid serving as one of the
requested professional peer evaluators noted in Part I, item G; or if compelling reasons
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require that a URTC member fulfill this function, then it is advised that s/he recuse
performance on the URTC for that case.
9. Departments in the College of Arts and Sciences, the School of Nursing and Health
Sciences, the Graham School of Management and the library should document specific
criteria and standards for promotion and tenure that are consistent with the Faculty
Bylaws and that reflect the norms or requirements in their field or discipline.
In addition, matters of procedure should be articulated. Once agreed upon, a dated document
stating the criteria, standards, and procedures should be distributed to all members of the
relevant department or school as well as the school dean, the URTC, and the provost.
The URTC will maintain a complete file of these documents in the Office of the provost.
Department chairs and/or school deans are to review these criteria annually with tenure-track
faculty and conduct annual evaluations with these criteria as a reference point. Third-year
reviews should also reflect the stated standards. The goal is to ensure that when summative
promotion and/or tenure reviews are conducted, there are no unstated criteria or standards
being applied to faculty candidates. To ensure that promotion and tenure criteria and standards
are not arbitrarily changed, reviews of the departmental or school document should be
conducted every five years; such reviews do not necessarily have to result in changes to the
document.
Currently, the documented existence of such standards varies across the schools. Specific
promotion and tenure standards and procedures should be developed in the context of open
discussion within the department (for the College of Arts and Sciences) or school (for the School
of Nursing and Health Sciences, and the Graham School of Management) and in collaboration
with the school dean.
Written department/school criteria must be in place by May 2006 per Senate action (see Senate
minutes dated September 23, 2004).
2.2.4.3: Timeline
URTC timeline will be disseminated by the committee to eligible candidates annually.
2.2.4.4: School and Departmental Documents
Written documents stating the criteria, standards and procedures for promotion and tenure
reviews at the departmental or school level will be published, with the date of adoption, and the
date for the next projected review of standards and procedures. In addition to the complete set
of documents maintained by the URTC in the Provost’s Office, additional copies should be
available in the library.
Candidates for promotion/tenure should contact their departments or schools, the Provost’s
Office or the library for these documents.
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2.2.4.5: Confidentiality of Letters of Recommendation
1. Internal and external peer evaluation letters are confidential and should be submitted
directly to the URTC. They will be reviewed by departmental or school committees, the
school dean, members of the URTC, the provost and the president.
2. The departmental or school letter of recommendation should be copied to the faculty
candidate and submitted directly to the URTC. It will be reviewed by the school dean,
members of the URTC, the provost and the president.
3. The school dean’s letter of recommendation should be copied to the faculty candidate
and submitted directly to the URTC. It will be reviewed by the members of the URTC, the
provost and the president.
4. The URTC letter of recommendation should be copied to the faculty candidate and
submitted to the provost. It will be reviewed by the provost and the president.
[Amended by URTC, April 2009]
2.2.5: Procedure for Periodic Review of Tenured Faculty
Department chairs in the College of Arts and Sciences, School Rank and Tenure Committee, chairs
in the professional schools and the library director shall develop, in consultation with tenured
faculty members, a sequence in which tenured faculty members will be reviewed every five years.
The sequencing should consider when tenure track faculty will be entering the review process.
This information shall be submitted to the dean of the school whose office will notify a tenured
faculty member at least six months prior to the commencement of a review.
The faculty member to be reviewed shall submit a list of at least two possible peer evaluators to
his or her choice of the following: in the College of Arts and Sciences, the department chair or
dean of the school; in the professional schools, the School Rank and Tenure Committee chair or
the dean of the school; in the library, the library director or the provost. The evaluator may be
internal or external but must have expertise in the reviewee’s academic discipline. The
department chair, School Rank and Tenure Committee chair, library director, dean, or provost
will select the peer evaluator from the names provided. If the department chair, School Rank and
Tenure Committee chair or library director is to be reviewed, he or she may select one of the
following to make the choice of peer evaluator:
the dean of the school
the provost
the most senior faculty member (in terms of years of service at SXU) of the department
the school rank and Tenure Committee
the library who is not involved in the process
The faculty member being reviewed shall submit relevant materials including all available student
course evaluations or summaries thereof from courses taught during the previous five-year
period to his or her peer evaluator.
The faculty member being reviewed shall submit a self-evaluation of his or her teaching,
scholarship and/or professional development, and service since the last review to the peer
evaluator. This self-evaluation may include new courses taught, reflections on student
evaluations, significant alterations or revisions of existing courses, reflections on workload and
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enrollment impact, and future planning in the area of teaching. The self-evaluation should
include specific needs relative to teaching, scholarship or professional development, and service.
If meeting any of these needs requires institutional support it should be so noted.
The peer evaluator will review the student evaluations, the self-evaluation, and other relevant
materials. The evaluator should select student evaluations from a variety of courses (lower-level
and upper-level, major and service courses) that have been evaluated by students since the last
review of the tenured faculty member. The peer evaluator is required to visit at least two of the
reviewee’s classes, with prior consultation on which classes shall be visited. The department
chair/program director and the dean of the reviewee’s school may choose to provide input in the
review process to the peer evaluator in the form of a letter, but this does not imply a right of
access to the peer evaluator’s data.
The peer evaluator will discuss directly with the faculty member being reviewed any observations
derived from the classroom visitations, and invite an open-ended discussion of any area of
teaching that is of interest to the reviewee or of concern to the evaluator. The evaluator shall
discuss with the faculty member any area of concern, as well as what resources should be
provided to enhance performance in teaching, scholarship and/or professional development, and
service.
Using all the information gathered, the peer evaluator shall write a report that is formative and
constructive. Areas that need refinement should also be addressed. A draft of the report shall be
shown to the faculty member, at which point the faculty member may respond in writing to the
peer evaluator or may request to engage in additional dialogue with the evaluator for purposes
of clarification or enlightenment. The peer evaluator may wish to incorporate some of the faculty
member’s response into his or her final report. The final report will be given to the faculty
member being reviewed, and it is up to the faculty member to use the report as he or she sees
fit.
The peer evaluator and the faculty member being reviewed shall submit a written joint report to
the appropriate chairperson or administrator and to the dean of the faculty member’s school.
This report shall provide a general description of the evaluative activities that occurred, a
summary of the suggestions and recommendations that were made, and a summary of the areas
that require institutional support. The purpose of this report is to assist the administration in
identifying resources that can be used to improve the performances and the job satisfaction of
the tenured faculty member.
[Approved by Full Faculty, October 2000; amended by Faculty Senate, April 2009.]
2.2.6: Terminal Degrees
2.2.6.1: Master of Fine Arts as a Terminal Degree
The Master of Fine Arts is an appropriate terminal degree for studio faculty in art. For a studio
faculty member in art with the Master of Fine Arts to be placed on the Ph.D. track in the salary
scale, the following criteria must be met:
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For a studio faculty member in art, a minimum of three one-person exhibits in three separate
years is required. Exhibits which have occurred within the three years preceding the appointment
may be included in meeting this criterion. Any such exhibits, however, must be in addition to any
required for that person’s Master of Fine Arts degree.
For a studio faculty member in art, the exhibition of work must occur in a recognized permanent
art gallery other than the SXU Gallery.
[Approved by Faculty Senate, April 20, 1982; amended by Art Department, 1995; amended by
Art Department, April 2, 2009.]
2.2.6.2: Master of Music in Performance as a Terminal Degree
The Master of Music Performance is an appropriate terminal degree for the music faculty. For a
music faculty member with a Master of Music degree in Performance to be placed on the Ph.D.
track in the salary scale, the following criteria must be met:
A minimum of six professional recitals and/or professional performances in three separate years
must be given, not including recitals required by the Master of Music degree. Recitals or
performances must be given outside the auspices of Saint Xavier University.
A minimum of three professional recitals and/or professional performances and participation in
at least two major performance competitions as a finalist over three separate years. Recitals
and/or performances must be given outside the auspices of Saint Xavier University. Competitions
must be major, nationally recognized competitions in the field.
Programs from recitals and/or performances will be requested for the file.
Professional recitals and/or professional performances or competitions participated in which
have occurred within the three years preceding the appointment may be included in meeting this
criterion.
[Approved by Faculty Senate, May 6, 1986; amended by Music Department, 1995; amended by
Music Department, March 16, 2009.]
2.2.6.3: Master of Library Science as a Terminal Degree
The Master of Library Science or other degree accredited by the American Library Association is
an appropriate terminal degree for faculty librarians.
For a faculty librarian with the Master of Library Science to be placed on the Ph.D. track in the
salary scale, the following minimum criteria must be met, with the approval of the dean and the
provost:
Four articles published in scholarly, peer-reviewed national journals or one substantial book
published by a major academic or professional press.
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Publication within the three years preceding the appointment at SXU may be included in meeting
this criterion.
[Amendment to Section 2.2.6.3 approved by Faculty Senate, Oct. 19, 2010.]
2.2.7: [Section number currently not in use. Prior to 2011]
2.2.8: Teaching Effectiveness Evaluation
2.2.8.1: Purposes
The Faculty Bylaws contain the following statement: “The candidate’s qualifications for both
promotion and tenure shall be primarily evaluated in terms of academic criteria, especially
teaching competence.”
The basic purpose of faculty evaluation is to provide a certain systematic, consistent, and ongoing
means whereby individual faculty members’ teaching competencies are evaluated. Each year the
committee on Rank and Tenure requests written statements from the provost and individual
department chairpersons in regard to those people who are eligible for either promotion or
tenure. These letters ask specific questions, which the respondents are to support with evidence,
the most significant of which is: “What is your evaluation of this person as a teacher?” The second
most significant question is equally as pointed: “What is the basis for this evaluation?” In addition
to this, each year each department chairperson or dean of a professional school must evaluate
each faculty member in his or her department who does not have tenure, for deciding if the
faculty member without tenure is to be retained, always assuming that appropriate deadlines as
stated in the AAUP Redbook are observed. The purpose of faculty evaluation is to provide a
mechanism whereby such decisions are appropriately made.
2.2.8.2: Summative and Formative Evaluation
The primary purpose of the evaluation is summative, but there is no reason why it cannot be
used for formative purposes as well. However, it may well be that individual departments or
professional schools would internally wish to separate completely the summative from the
formative, at least to the extent that one person would be responsible for one and another
person for the other.
Departments or professional schools are required to submit plans for formative evaluation of the
faculty in the department to the provost.
The evaluation of teaching effectiveness will be based on four types of evaluations: student
evaluation, peer evaluation, self-evaluation and department chairperson evaluation.
2.2.8.2.1: Student Evaluation
A single questionnaire recommended by the committee on Rank and Tenure and approved by
the faculty will be used.
Individual departments or programs may append supplementary questions.
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The faculty member being evaluated is responsible for initiating awareness of online student
evaluations for each course taught during the fall semester. Online student evaluations should
be completed by the students toward the end of the semester.
2.2.8.2.2: Peer Evaluation
Peer evaluation is required. Each department will devise its own procedure for peer evaluation,
subject to approval by the provost.
The primary focus of peer evaluation of teaching effectiveness is to be on the issue of whether
the evaluated professor’s courses (and other teaching activities) are organized and conducted in
a pedagogically sound, professional manner. The evaluator must use his or her expertise as a
professional teacher-scholar to weigh the evidence and make a judgment with respect to this
issue.
The peer evaluator should be a faculty member from the department, from another department
in the School, or from another institution of higher education. The peer evaluator should not be
the chairperson.
2.2.8.2.3: Self-Evaluation
The faculty member may include any additional material which he or she considers relevant.
The faculty member may include a response to the other evaluations. (Responses by the faculty
member are not limited to the occasions of the self-evaluation but may be added to the
individual’s file at any time.)
2.2.8.2.4: Chairperson or Dean of Professional School Evaluation
The chairperson or dean of professional school will evaluate teaching effectiveness based on a
correlation of student, peer and self-evaluations, and of such other sources of information
available to the chairperson/dean of professional school/academic supervisor.
The chairperson or dean of professional school will write a report following the guidelines for the
peer evaluation as appropriate. It is essential that the evaluation reports, documents and
substantiates the conclusions of the evaluating chairperson/ academic supervisor.
The department chairperson or dean of professional school will personally review results of the
evaluation with the evaluated faculty member. an integral part of this review process must be a
discussion principally on the part of the chairperson concerning ways and means by which the
faculty member can be assisted in further developing and improving his or her teaching
effectiveness. Specifically, they should discuss what resources might be available to assist the
faculty member. These resources might be from within the department or from the University or
from outside the University community. Therefore, in addressing any weaknesses or
shortcomings that may have come to light as a result of the evaluation process, the chairperson
and the faculty member should develop a specific plan for ameliorating those concerns. In the
case of a terminating interview, this procedure need not be the case of a terminating interview,
this procedure need not be followed except at the request of the terminating faculty member.
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2.2.8.2.5: Administration of Evaluation
The provost will arrange for necessary administrative support for the conducting of the student
evaluations.
The department chairperson or dean of professional school will have administrative
responsibility for the peer, self and department chairperson evaluations. The chairperson or dean
of professional school shall assure compliance by department members in the student evaluation
procedures and return these evaluations to the faculty members as soon as the final grades have
been sent to the Registrar.
The provost or the provost’s designee will conduct the evaluation for the department
chairperson.
Normally, the evaluation of a faculty member should cover all the courses he or she is teaching
during the semester of the evaluations.
Normally evaluations will be conducted in the fall semester.
Department chairpersons or deans of professional schools are responsible for the development
and publication of criteria used in all departmental evaluations. Normally the criteria are
developed with full participation of all department members.
2.2.8.2.6: Frequency of Evaluation
Non-tenured faculty members will be evaluated annually during the probationary years at Saint
Xavier University.
Tenured faculty members normally will be reevaluated over a three- year cycle. The cycling of
reevaluations will be coordinated by Rank and Tenure and the department chairperson or dean
of the professional school.
Tenured faculty members receiving negative evaluations will be reevaluated the following year.
Any faculty member may request an evaluation, if he or she so wishes, in a year or semester
when he or she would not ordinarily be evaluated.
2.2.8.2.7: Records
Department chairpersons or deans of the professional schools will maintain a teaching-
effectiveness evaluation file for each full-time and part-time member of the department. In the
case of the department chairperson, the file will be maintained by the dean.
The department chairperson or dean of the professional school is responsible for insuring the
confidentiality of the file.
A faculty member’s file will be open to the faculty member at all times. The faculty member may
add relevant material to the file if he or she wishes. The faculty member may not remove material
from the file.
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The file or the information in the file will be available to the individual faculty member, the
department chairperson, or the dean of the professional school, and to the members of the
committee on Rank and Tenure. The information in the file may be used by those persons in
connection with faculty development, the improvement of teaching effectiveness, promotions,
tenure, contract renewals, or dismissal.
Except as indicated in 4, above, the file or its contents may be made available to other persons
only at the express written request of the individual faculty member.
The faculty member will be notified in advance, in writing, on each occasion that his or her file is
to be made available to persons indicated in 4, above. The notification will indicate to whom the
file is being furnished and the purpose for which it is to be used.
[Approved by Faculty Senate, April 21, 1981 (effective date, September 1, 1981); amended by
Faculty Senate, March 16, 2009.]
2.2.9 Course Outline Format
Faculty:
E-mail:
Phone:
Course Number:
Course Title:
Semester Hours:
Prerequisites:
Course Description:
Course Outcomes:
Required Texts:
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Recommended Texts:
Teaching /Learning Methods (Example information provided:
Audio-visual materials
Discussions in Class and/ or Online
Web-based activities
Written Assignments
Instructional Uses of Technology:
The content, delivery and assessment of this course is augmented by the use of the following
academic technologies:
Tools/Applications Used to Aid in the Delivery of Instructional Content
Calculator
Lap top/ iPad
Power Point
Learning Management System
Educational software
Productivity Tools (e.g. word processing, spread sheet applications, etc.)
Assessment Tools (e.g. Respondus, Exam Soft)
LMS Grade Center (or other Grading Software)
LMS Assignment Tools (e.g. Assignment Drop box)
Use of Originality Software (e.g. Turn It In)
Grade Calculation:
A=
B=
C=
D=
F=
Faculty Office Hours (virtual or campus, a time when students may speak with faculty
Evaluation Methods (Example information provided): (assignments and weighting)
Discussions
20%
Organizational Needs Assessment
15%
Annotated Bibliography for capstone project
15%
Literature Review for capstone project
15%
Capstone Project Presentation
15%
Capstone Project Paper
20%
Late Policy
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Attendance Policy
Topic Outline (by week)
Statement Regarding Students with Disabilities :
If you believe that you need accommodations for a disability, please contact Learning Center
and Disability Services (LCDS) in L-108 or call 773-298-3308 to discuss your needs and the
process for requesting accommodations. LCDS is responsible for coordinating disability-related
accommodations and will issue students with documented disabilities "Confidential
Accommodation Plan" letters, as appropriate. Since accommodations may require early planning
and generally are not provided retroactively, please contact LCDS as soon as possible.
Academic Honesty
Students are expected to adhere to the Saint Xavier University Academic Honesty Policy
ACADEMIC HONESTY
Consistent with the mission of Saint Xavier University and the statement regarding the Catholic
Identity of Saint Xavier University, the University operates within an atmosphere of high ethical
standards. All academic communities must assume a high standard of integrity to govern the
interactions of its members, students and faculty. When such a standard is not met, the entire
community suffers. To ensure just and accurate assessment of each student’s academic
accomplishments, teachers must be certain that the work of the student is his/her own, and that
all records of accomplishment are authentic and reliable. However, cases of academic
dishonesty will inevitable arise, and the Saint Xavier University policy to handle these cases is
one, which emphasized fairness and the integrity of the institution.
Academic dishonesty includes but is not limited to:
-Cheating on an examination, including using cheat sheets, unauthorized materials, or copying
from peers, or obtaining copies of tests through unauthorized means;
Plagiarizing; that is:
A. Copying phrases or sentences word for word from a source without enclosing the copied
words in quotation marks and indicating the actual source; or
B. Changing the wording of a source slightly, but still incorporating all the ideas of the source;
or
C. Altering the wording significantly but still incorporating the main ideas from other sources
without indicating, through standard forms of documentation, which sources have been used,
thereby implying that the ideas were original to the writer of the plagiarized paper;
-Using unauthorized or falsified instruments of identification with the intent of academic fraud;
-Supplying false academic records (transcripts, grade reports, etc.) to any official of the
university;
-Forging, altering, or making unauthorized use of University records or documents;
-Abusing library or other instructional materials.
These forms of academic dishonesty include those perpetrated physically, visually, or
electronically.
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The faculty member or the administrator who discovered the violation may handle instances of
academic dishonesty. They should be handled in consultation with the appropriate Dean and the
Academic Vice President when the offense and proposed penalty entail suspension, dismissal, or
notation on the student’s transcript. The penalty for academic dishonesty may include failure for
the assignment, failure for the course, and semester long to permanent notation of academic
dishonesty on the student’s transcript, suspension from the University, or permanent dismissal
from the University
[Approved by Faculty Senate 12-05-2018.]
2.2.10: Curricular Review Process
2.2.10.1: Process for the Review of Curricular Change Proposals. Proposals will be given one of
the four designations listed below. The designation will be made by the dean.
2.2.10.1.1: Clerical Curricular Changes. Minor changes that do not affect the larger University
community. They are initiated by chairs, program directors, or other designates and approved by
the deans. Where warranted, the deans should notify the School Curriculum Committee.
Examples: Changes involving grammar, spelling, style, or typographical errors.
2.2.10.1.2: Routine Curricular Changes. Changes whose primary impact is within individual
programs or schools. The review and approval of such changes take place within the school. The
dean notifies the Deans Council of such changes, and the Council notifies the Faculty Senate. (The
Council, however, may re-designate changes for additional review.) Examples: The addition or
deletion of courses; changes to course titles or descriptions, credit hours, prerequisites; minor
changes to existing programs (majors, minors, tracks).
2.2.10.1.3: Substantive Curricular Changes. Changes whose impact is upon multiple programs or
schools, or whose impact has broader implications for academic policy. These changes are
reviewed first within the schools and then by the dean, Deans Council, Faculty Senate and the
provost. Examples: The addition or elimination of programs (majors, minors, tracks); major
changes to existing programs (majors, minors, tracks); any change requiring additional faculty or
staff.
2.2.10.1.4: Major Curricular Changes. Changes that entail substantial new commitments of
University resources or that have an impact on the character or mission of the University. Major
changes receive the same review as substantive changes and then receive additional review and
approval by the president and/or the Board of Trustees. Examples: The creation of new academic
departments or units; the creation of new programs or majors that are likely to require a
substantial long-term commitment of institutional resources.
2.2.10.1.5: Timetable for Reviewing Curricular Changes. The dean presents endorsed curricular
changes to the Deans Council by October 1. Deans Council may, in consultation with the Office
of Records and Advising, extend its review beyond this deadline upon written request from the
proposal sponsors.
The Faculty Senate reviews all substantive or major changes. The senate will invite appropriate
school representatives to discuss all substantive and major changes as needed.
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The Senate forwards these changes and its response (approval, non-approval) to the provost. The
curricular actions of the Senate are communicated to all faculty through the Senate minutes. All
curricular proposals must be reviewed and acted on by the last Senate meeting in December. The
Faculty Senate may, in consultation with the Office of Records and Advising, extend its review
into spring term upon written request from the proposal sponsors.
The provost reviews all curricular forms. Copies of the completed form with the provost’s
response (approval, non-approval) are sent to the Senate, the appropriate school dean, the Office
of Admission, Financial Aid, the Office of Records and Advising, the Office of the Bursar, and the
Office of Institutional Research. Items that require approval by the president and/or the Board
of Trustees are forwarded to them.
Copies of all curricular changes are maintained by the Provost’s Office. By May 1, the Provost’s
Office will provide a report listing all completed curriculum proposals along with a list of all bodies
notified of the curriculum change.
[Approved by Faculty Senate, January 25, 2005; amended by Faculty Senate, March 30, 2009 and
October 14, 2014.]
2.2.10.2: Curriculum Change Proposal Form A (Routine or Substantive)
Number:
School:
Department:
Date:
Department number:
Course number:
Course title:
Semester hours:
Cross reference:
Description of The Proposal:
(For major changes, list any course
requirements, degree requirements, and/or
catalog changes. Each degree requirement
change should be submitted as a separate
proposal.)
Justification and Other Relevant Factors:
(A justification should be submitted for each
curriculum change.)
Capital and Operating Costs to Support
Proposed Change:
(Explain and/or provide a cost estimate
where appropriate, such as staffing needs,
equipment and supply costs, space needs,
etc.)
Library Resources:
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(Indicate what additional library resources, if
any, will be required. Attach a letter of
support for new programs.)
Enrollment/Revenue Projection:
(Project the impact that your curricular
proposal will have on enrollments and
revenue.)
Catalog Pages Which Would Change:
(Entered by the Curriculum Committee.)
Exact Wording from The Previous Catalog:
Exact Wording for Catalog:
(exactly as you want it to read)
Note: If the proposal is likely to affect or draw comment from another school, submit Form B to
document the efforts to coordinate the proposal.
[Approved by Faculty Senate, Jan. 18, 2011.]
2.2.10.3: Curriculum Change Proposal Form B
(To be completed by Department Chair)
Proposed Change:
General Attitude of Departmental Faculty:
1.) Support
2.) Opposition
3.) Neutral
4.) Reservations
5.) Other
Comments:
Impact on Department Teaching Load:
1.) Increase in existing load. Increase will be covered by:
a.) Increase in full-time faculty
b.) Increase in part-time faculty
c.) Increase overload of current full-time faculty
d.) Offset by reducing sections of (specify)
e.) Other (explain)
Comments:
2.) Increase in existing load.
3.) No impact on existing load.
Comments:
Capital and Operating Costs to Support Proposed Change:
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(Explain and/or provide a cost estimate where appropriate, such as staffing needs, equipment
and supply costs, space needs, etc.)
Impact on Other Departments:
1.) General Studies course
2.) Required course in a program outside the department
3.) Elective course in a program outside the department
4.) Prerequisite for a course outside the department
5.) No impact
6.) Other (explain)
Note: If the proposal is likely to affect or draw comment from another department, submit
supplementary form B-1 to document efforts to coordinate the proposal.
Proposal is:
1.) Endorsed
2.) Not Endorsed
3.) Not Endorsed by The Department Chair
Comments:
Signature:
Date:
Attachments:
[Approved by Faculty Senate, Jan. 18, 2011.]
2.2.10.4: Curriculum Change Proposal Form B-1
School Coordination
(To be completed by affected school’s dean)
Proposed Change:
Coordination Efforts:
(Describe the efforts made in coordinating changes with initiating school.)
Impact on This Department:
1.) No impact
2.) Required course in a program in this school
3.) Elective course in a program in this school
4.) Prerequisite for a course in this school
Dean Signature:
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School:
Date:
1.) I endorse this proposal
2.) I endorse this proposal with reservations listed below
3.) I oppose this proposal
COMMENTS:
[Approved by Faculty Senate, Jan. 18, 2011.]
2.2.10.5: Approval Form for Substantive Curricular Changes
Curricular Proposal: (Signify the nature of the attached curricular proposal)
2. __________________________________________ ______________
Signature of initiator of proposal Date
I would rather have this proposal returned for modification than forwarded not endorsed:
Yes
No
3. __________________________________________ ______________
Signature of the Dean Date
Action Taken:
Endorsed
Rejected
4. ___________________________________________________ _________________
Signature: Deans Council Date
Action Taken:
Endorsed
Rejected
5. ___________________________________________________ __________________
Signature: President, Faculty Senate Date
Action taken regarding quality / integrity of proposal:
Approved
Not Approved
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6. ____________________________________________________ ___________________
Signature: Provost Date
Action taken regarding implementation of proposal:
Approved
Not Approved
Effective date of implementation: __________________
2.2.10.6: Approval Form for Routine Curricular Changes
Curricular Proposal: (Signify the nature of the attached curricular proposal)
2. __________________________________________ ______________
Signature of initiator of proposal Date
I would rather have this proposal returned for modification than forwarded not endorsed:
Yes
No
3. __________________________________________ ______________
Signature of the Dean Date
Action Taken:
Endorsed (Notifies Deans Council)
Rejected
4. __________________________________________ ______________
Signature: Provost Date
Action taken regarding implementation of proposal:
Approved
Not Approved
Effective date of implementation: __________________
2.2.10.7: Approval Form for Major Curricular Changes
Curricular Proposal: (Signify the nature of the attached curricular proposal.)
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1. _____________________________________________ ______________
Signature of initiator of proposal Date
I would rather have this proposal returned for modification than forwarded not endorsed:
Yes
No
2. ________________________________________________ ______________
Signature of the Dean Date
Action Taken:
Endorsed
Rejected
3. _________________________________________________ ________________
Signature: Deans Council Date
Action Taken:
Endorsed
Rejected
4. __________________________________________________ ________________
Signature: President, Faculty Senate Date
Action taken regarding quality / integrity of proposal:
Approved
Not Approved
5. ________________________________________________ _______________
Signature: Provost Date
Action taken regarding implementation of proposal:
Approved
Not Approved
6. ________________________________________________ ______________
Signature: President and/or Board of Trustees Date
Action taken regarding implementation of proposal:
Approved
Not Approved
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Effective date of implementation: __________________
[Amended by Faculty Senate, March 2009.]
2.2.11: Research Grants
2.2.11.1: External Grants
Saint Xavier encourages the efforts of faculty and staff members and academic and
administrative departments to secure funding for special projects through grants and contracts.
By obtaining grants to fund teaching, research, equipment, and other projects, University
employees enhance their professional development as well as their service to students and the
University.
2.2.11.2: Office of Corporate, Government and Foundation Relations
The Office of Corporate, Government and Foundation Relations serves as the University’s
central office for all grant and contract applications to public and private agencies. All new,
renewal, and continuation applications where the University is the official applicant must be
submitted through this office.
Programs funded by grants involve the efforts of University faculty, administration, staff and
occasionally students, as well as the use of University facilities and resources. In most cases,
grants are awarded directly to Saint Xavier University, not to individual faculty or staff.
Accordingly, the Office of Corporate, Government and Foundation Relations has the
responsibility of monitoring the grant submission process to ensure that no proposals are
submitted that would impose obligations on the University that it is not prepared to fulfill, or
that it would find to be inconsistent with its mission.
Additionally, the Office of Corporate, Government and Foundation Relations supports and
facilitates the submission of funding requests to corporations and individual donors. To prevent
multiple requests imposed on a single donor, any faculty or staff member seeking external
support of any kind must coordinate with the Office of Corporate, Government and Foundation
Relations for clearance. The final decision on the submission of all external requests for funding
will be made based on University priorities, as determined by the president and the Board of
Trustees.
2.2.11.2.2: Support. The Office of Corporate, Government and Foundation Relations is a
resource and an advocate for faculty and staff in their grant activities. The Office offers the
following services to faculty and staff involved in the grant process:
Assist faculty and staff in the identification and research of governmental and private
funding sources for research and programmatic grants.
Assist faculty and staff in identifying colleagues who possess related interests or
expertise.
Provide writing, editorial and budgetary expertise to faculty and staff who may need
such assistance to obtain or manage a grant award.
Provide institutional statistics, financial reports, and other background information
needed for grant proposals.
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Assist in drafting and/or obtaining letters of support from University and external
resources.
Ensure that the University can adhere to all compliance assurances required by funding
agencies.
Review grant proposals prior to submission for adherence to donor/grant application
guidelines and to SXU policies and procedures.
Obtain appropriate internal approvals for all grant submissions.
Assist in the preparation and submission of grant applications and related paperwork.
Assist in follow-up contacts and the arrangement of site visits with funding agencies.
Assist faculty and staff in setting up accounts when grant monies are awarded.
Review and process any contracts and/or sub-contracts involved in grant awards.
Ensure that final reports on grants are submitted and maintain a record of all grant
reports.
[Amended by Office Corporate, Government and Foundation Relations, 2018.]
2.2.11.3 [Section number, relating to Faculty Grants currently not in use.]
2.2.12: Institutional Review Board
2.2.12.1: IRB Jurisdiction
The Institutional Review Board at Saint Xavier University (IRB) reports to the Office of the
Provost. The Institutional Review Board (IRB) at Saint Xavier University is established in
compliance with Title 45, Part 46 of the Code of Federal Regulations (Rev. June 18, 1991). The
role of the IRB is to review all proposals for research involving human subjects prior to the
commencement of such research and to monitor the progress of projects which have received
IRB approval. The purpose of IRB review is not to place obstacles in the path of legitimate
research, but rather to ensure that the rights of human research subjects are fully protected.
2.2.13: Institutional Animal Care and Use Committee (IACUC)
This section is adapted from “Assurance of Compliance with Public Health Service Policy on
Humane Care and Use of Laboratory Animals,” U.S. Dept. of Health & Human Services, Office of
Laboratory Animal Welfare (2002).
Saint Xavier University assures that it will comply with the policies established within this
document concerning the humane care and use of laboratory animals.
2.2.13.1: Applicability
This Assurance is applicable to all research, research training and experimentation, biological
testing and related activities involving live, vertebrate animals supported by the Public Health
Service (PHS) and conducted at SXU or at another institution as a consequence of the sub-
granting or subcontracting of an SXU supported activity. As of this writing, SXU includes the
Biological Sciences Department.
2.2.13.2: Institutional Policy
SXU will comply with all applicable provisions of the Animal Welfare Act and other Federal
statutes and regulations relating to animals.
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SXU is guided by the U.S. Government Principles for the Utilization and Care of Vertebrate
Animals Used in Testing, Research, and Training.
SXU acknowledges and accepts responsibility for the care and use of animals involved in
activities covered by this document. As partial fulfillment of this responsibility, this institution
will make a reasonable effort to ensure that all individuals involved in the care and use of
laboratory animals understand their individual and collective responsibilities for compliance
with this document as well as all other applicable laws and regulations pertaining to animal care
and use.
SXU has established and will maintain a program for activities involving animals in accordance
with the Guidelines for the Use of Amphibians and Reptiles in Research
(www.asih.org/pubs/pubs.html); Care and Use of Laboratory Animals Office of Laboratory
Animal Welfare, National Institutes of Health and The IACUC Handbook. 2nd Ed. 2007. CRC
Press.
2.2.13.3: Program for Animal Care and Use at SXU
The veterinarian who participates in the program is Dr. Matthew Bauer, DVM.
The lines of authority and responsibility for administering the program and ensuring compliance
with this policy are:
Provost
Chair - IACUC Committee
Veterinarian(s) __________ IACUC Committee
Study Director
Lab Coordinator* _________ Research Students*
Animal Facility Technician*
*When applicable
As Saint Xavier University is a small primarily undergraduate institution, the prospect of placing
a veterinarian on staff is not realistic. Therefore, the veterinarian will be utilized in a consultant
role and will be a member of the established IACUC committee. The study director is
responsible for establishing and maintaining a direct line of communication with the
veterinarian concerning all animal studies. The veterinarian is to be updated and kept informed
on a regular basis concerning the status of all research animals housed at SXU. When
applicable, health inspections will be scheduled and as a member of the IACUC they will review
all protocols and evaluate the facilities a minimum of two times per year. As the animal health
care advocate, the veterinarian will have the authority to contact the chair of the IACUC and/or
the provost to express recommendations and/or concerns.
1. SXU has established an Institutional Animal Care and Use Committee (IACUC), which is
qualified through the experience and expertise of its members to oversee the
institution’s animal program, facilities, and procedures. The IACUC will consist of at least
five members, and its membership meets the compositional requirements set forth in
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the PHS Policy, section IV.A.3.b. Section V. lists the names, position titles, earned
degrees and other credentials of the SXU IACUC members.
2. The IACUC will:
a. Review at least once every six months the institution’s program for humane care
and use of animals.
b. Inspect at least once every six months the institution’s animal facility and
laboratories.
c. Prepare reports of the committee’s evaluations and submit these reports to the
Office of the Provost.
d. Review concerns involving the care and use of animals at SXU.
e. Make written recommendations to the provost regarding any aspect of the
institution’s animal program, facilities or personnel training.
f. Review submitted protocols and 1) approve, 2) require modifications in (to
secure approval) or 3) approve or withhold approval of proposed changes in a
protocol that specifically relate to the use of animals in an ongoing activity as set
forth in the PHS Policy, section IV.C.
g. Notify investigators and the institution in writing of its decision to approve or
withhold approval of those activities related to the care and use of animals or of
modifications required to secure IACUC approval.
h. Be authorized to suspend an activity involving animals if established procedures
are not satisfied.
3. The procedures that the IACUC will follow to fulfill their charter are:
a. Meet at least every six months to review the institution’s program for humane
care and use of animals.
b. At these meetings, the committee will evaluate studies in progress, review all
new protocols and inspect all animal facilities. It will be the responsibility of this
committee to express and review concerns involving the care and use of animals
at the institution.
c. The committee will be responsible for the approval or rejection of all proposals
and suspend an activity if it does not conform to the established regulations set
forth in this document.
d. Following each meeting, a report will be prepared on the IACUC evaluations and
will be submitted to the Office of the Provost and maintained by the committee.
4. The individual(s) authorized by SXU to verify IACUC approval of those sections of
applications and proposals related to the care and use of animals will be the provost.
5. Health verification of personnel working in the animal facility and having frequent
contact with the animals is required. Students are required to have a valid physical and
an updated inoculation verification upon entering SXU. No one, including study
directors, administration or students should enter the animal facility or participate in
any non-terminal study if they are not feeling well or exhibit symptoms of such things as
the common cold, etc.
6. Keep a record of:
a. species housed in the animal facility
b. a weekly inventory of animals in the facility
c. a weekly assessment of animal health.
*Any animal health concerns will be immediately communicated to the veterinarian.
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7. Training or instruction must be made available to scientists, animal technicians and
other personnel involved in animal care, treatment or use. All individuals involved in
animal research at SXU will be instructed by the Study Director in collaboration with the
consulting veterinarian on all aspects of the humane care and use of the animals utilized
in research. This includes the proper feeding, cage maintenance, handling, anesthetic
use and surgical technique. The training regimen employed will vary between labs and
depend on the species utilized.
2.2.13.4: Record Keeping Requirements
1. The IACUC at SXU will maintain for at least three years:
a. A copy of this document and any modifications that have been instituted.
b. Minutes of IACUC meetings, including records of attendance, activities of the
committee, and committee deliberations.
c. Records of applications, proposals, and proposed significant changes in care and
use of animals and the decision(s) of the IACUC.
d. Records of all IACUC reports and recommendations submitted to the Office of
the Provost.
e. If applicable, records of accrediting body determinations.
2. SXU will maintain records that relate directly to applications, proposals, and proposed
changes in ongoing activities reviewed and approved by the IACUC for the duration of
the activity and for an additional three years after completion of the activity.
3. All records shall be accessible for inspection and copying by authorized representatives
of accrediting bodies or granting agencies.
[Amended by SXU IACUC, March 31, 2009.]
[Amendment of Section 3.0 approved by BOT December 09, 2020.]
3.0: Academic Policies
Please refer to the “Admissions Policies and Procedures” and “Academic Policies and
Procedures” sections of the undergraduate and graduate catalogs for current academic policies.
4.0: Administrative Policies
4.1 Employment Policies
4.1.1 Equal Employment Opportunity
Saint Xavier University will make all decisions regarding recruitment, hiring, promotions, and all
other terms and conditions of employment without discrimination on grounds of race, color,
creed, sex, religion, national origin, age, physical or mental disability, veteran status or other
factors which cannot be lawfully the basis for an employment decision. Hiring decisions will be
based on the bona fide occupational qualifications of each applicant. The University is
committed to diversity and encourages applications from individuals with a wide variety of
backgrounds and experiences.
4.1.2 Procedure for Faculty Hires
Once approval has been obtained to hire for a vacant or new faculty position, the following
procedures are utilized in the hiring process:
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The dean obtains a position request form from the Human Resources Office.
In consultation with the provost, the dean determines the appropriate status and rank for
hiring.
The dean obtains the signature of the provost on the position request form.
The position request form and an updated job description are sent to the director of Human
Resources and the vice president for Finance and Administration/CFO for review and signature,
along with an electronic version for Human Resources database.
The position request form and job description are forwarded to the president for final approval.
The signed position request form is returned to the dean as authorization to begin the hiring
process.
The dean develops a sample job advertisement and a list of publications, memberships
including addresses and phone numbers, passwords and ID’s for review by the Human
Resources Office.
The Human Resources Office is responsible for placing all job advertisements. Generally,
minority publications are utilized as part of an overall recruitment strategy. All advertised
positions allow applicants a minimum of 10 calendar days to respond to advertised positions.
The Human Resources Office receives and records all resumes prior to forwarding to the dean.
A general acknowledgment letter is sent to all applicants by the Human Resources Office.
The dean, in consultation with the provost, appoints a chair and other members of the advisory
search committee. To the extent possible, the advisor search committee should be culturally
diverse. The committee should be comprised of at least the following members:
Department chair (where applicable)
Two faculty members from the School
One faculty member from another School or department
Program director of a graduate program (where applicable)
Others as deemed appropriate
The dean reviews the interview process and utilizes the SXU Behavioral Focus Interview (BFI)
guide with all members of the committee and reminds everyone about the University’s
commitment to diversity and accompanying internal goals.
The dean presents all resumes to the advisory search committee. The committee reviews all
candidates’ credentials considering the criteria established in the job description, position
advertisement and BFI structured interview.
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The dean and advisory search committee develop a rationale for the ranking of all candidates
selected for interviews.
The chair of the search committee conducts telephone screening interviews of all selected
candidates to determine their interest and suitability for the position. A minimum of two
candidates are identified for interviews. Searches that identify less than two suitable candidates
must be approved by the provost in consultation with the president.
The search committee establishes an agenda to have all selected candidates spend an adequate
amount of time on campus. Included in the schedule is a meeting with the provost and the
director of Human Resources. The immediate supervisor forwards a copy of the candidates’
resumes to the provost and director of Human Resources prior to their scheduled meetings.
Each applicant makes a formal presentation to the committee on the subject matter relevant to
the academic major for which the applicant is applying. Students should also be invited to
attend the lecture and be given the opportunity to evaluate the presentation.
The chair of the search committee is responsible for seeing that faculty candidates’ travel
expenses are reimbursed within the guidelines of the University’s employee recruitment and
search policy.
The chair of the search committee is responsible for checking applicant’s references and
credentials prior to forwarding the committee’s recommendation to the provost.
The provost, with consideration from the dean and advisory search committee’s
recommendation, makes the final hiring recommendation to the president. If none of the
candidates is acceptable to the committee, the provost and the dean will determine the next
step in the search process. This could include a review of other applicants or reopening the
search.
The Provost sends a letter of appointment along with the faculty contract to the selected
candidate; included is a request for the candidate to submit official transcripts.
Upon receipt of the signed faculty contract, the Academic Affairs Office sends a copy to the
Human Resources Office for payroll processing.
The Academic Affairs Office notifies the dean that a signed contract has been received at which
point the dean notifies all interviewed candidates that the position has been filled.
The contract becomes valid upon the receipt and verification of transcripts by the Office of the
Provost.
4.1.3: Employment of Part-Time Faculty
The principal reason for appointing part-time faculty at Saint Xavier University is to strengthen
academic programs by involving faculty members with special competencies complimenting
those of the full-time faculty. Additional reasons are these:
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to staff courses in departments in which full-time faculty are insufficient to handle all
other work related to instruction, such as advising and curriculum development;
to handle growth of enrollment in some areas in which the need for additional staff
appears likely to be of short duration.
Most part-time faculty members appointed will have had teaching experience at the college
level. Occasionally a current or recent graduate student without teaching experience may be
appointed. In such cases the salary will be lower than a similarly prepared teacher with college-
level experience would receive.
4.1.3.2 Categories of Part-time Appointments
Appointment on assignment basis. Most part-time faculty are appointed based on courses and
other specified assignments, such as consultation, advising or program development. Salaries
are stated in terms of these assignments. Such appointments require that the faculty member
provide reasonable opportunity for consultation with students pertinent to the assigned
courses; communicate with the department chairmen or other designated academic personnel
with respect to specified responsibilities; and report to appropriate administrative offices on
such matters as class lists and grade reports. Persons holding this type of appointment are
welcome to attend department, cluster and general faculty meetings, but are not obliged to do
so. They do not have voting privileges at general faculty meetings.
Appointment based on percentage of full-time. A limited number of part-time faculty are
appointed on this basis, usually half-time. Such appointments carry the obligation to fulfill on a
proportionate basis the responsibilities of full-time faculty members, including advising,
attendance at regular departmental meetings, and maintaining regular office hours. Normally,
such appointments are incompatible with full-time employment elsewhere. Faculty appointed
on this basis have voting privileges at general faculty meetings.
The distinction between the two categories is based on the extent of the assignment and not
on qualifications.
4.1.4: Outside Employment
Full-time faculty members who accept substantial employment outside the University are
required to inform the provost, in writing, and to secure prior approval.
Approval is not necessary for an occasional speaking or consultation engagement. Such
activities are normally reported on the annual update of the resume.
4.2: Absence Policies
4.2.1: Class Cancellations
Faculty members who need to cancel a class due to a personal emergency may do so online on
mySXU portal by clicking on the Class Cancellations tab located on the center column of the
portal.
Once you submit the form, the cancellation notice will appear in the center column on the
mySXU portal Class Cancellation tab.
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Notices may also be viewed on one’s mySXU portal page. One form is needed for each class
that is cancelled. Notices are no longer posted on classroom doors.
If you do not have computer access available, you may call the Office of Academic Affairs at
773-298-3191 or the Office of Records and Advising at 773-298-3501 with the class cancellation
and the information will be posted for you.
Please note that it is still necessary for faculty to inform the dean, department chair or program
director of any absence as soon as the need for the absence is known or planned. Completion
of the automated notification to students does not fulfill this obligation.
4.2.2 Family Medical Leave Act (FMLA) Leave of Absence
Full-time faculty have both rights and responsibilities under the University’s leave of absence
policy and the Family Medical Leave Act (FMLA) provisions. FMLA leave is unpaid leave, granted
for the following reasons:
the birth of a child, or the placement of a child with you for adoption or foster care;
a serious health condition that makes the University employee unable to perform the
essential functions of the employee’s job;
a serious health condition affecting a University employee’s spouse, child, or parent (for
which the employee is needed to provide care).
University employees have a right under the FMLA for up to 12 weeks of unpaid leave in a
rolling 12-month period for the reasons listed above. Employee health benefits will be
maintained during any period of unpaid leave under the same conditions as if the employee
continued to work, and the employee must be reinstated to the same or an equivalent job with
the same pay, benefits, and terms and conditions of employment upon the employee’s return
from leave. If the University employee does not return to work following FMLA leave for a
reason other than:
the continuation, recurrence, or onset of a serious health condition which would entitle
you to FMLA leave;
other circumstances beyond the employee’s control;
the employee may be required to reimburse Saint Xavier University for the University’s
share of health insurance premiums paid on the behalf of the employee during the
FMLA leave.
Note that if the FMLA leave is due to one’s own illness, medical proof of ability to resume
previous duties will be required prior to returning to work. For complete information regarding
policies, provisions and procedures pertinent to the FMLA, consult the Office of Employee
Services.
4.2.3 FMLA Procedures for Application
Please read before requesting a family medical leave act leave of absence. You are eligible for
up to 12 weeks in a rolling 12-month period of Family Medical Leave Act (FMLA) leave if you
have been employed at least one year and have worked at least 1,500 hours in the past 12
months.
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You must request FMLA leave in writing at least 30 days in advance, unless it is impracticable to
do so.
FMLA leave will be granted for the following reasons: The birth and care of a child; placement
of a child for adoption or foster care; the care of a seriously ill spouse, child or parent; or a
serious health condition that prevents you from performing the functions of your job.
You will be required to provide a statement from your physician relative to the duration of
leave.
FMLA leave, for the reasons identified in #3 (above), will be counted against your annual leave
entitlement under the Family and Medical Leave Act.
If FMLA leave is granted, you will be restored to the position held prior to the leave, or to an
equivalent position with equivalent employment benefits, pay and other terms and conditions
of employment. If you have taken FMLA leave in the past continuous 12 months, you are only
entitled to an additional amount of leave so that the total amount of leave equals 12 weeks.
If the leave is for your own serious health condition, you will be required to substitute accrued
sick, vacation and floating holiday time for FMLA leave. If the leave is for the care of a family
member, you will be required to substitute vacation, floating holiday and sick time as allowed
under the University’s regular sick leave policy.
You are not entitled to seniority accrual during the FMLA leave, but may not lose any seniority
accrued prior to the leave.
If the FMLA leave is due to your own illness, you will be required to provide medical evidence of
your ability to resume your previous duties prior to your return to work.
You may continue to receive medical and dental benefits while on leave on the same basis as
when you were actively working. You may continue to receive medical and dental insurance
provided your employee contributions are paid on time. Arrangements for payment of your
employee contributions while on leave must be made before you begin your leave. Remember
to make the request for appropriate deductions in writing. (See "Payroll Deductions for Medical
Benefits" below.)
The granting of FMLA leave is determined by the University’s Leave of Absence policy and the
federal Family Medical Leave Act (cf. Interim Final Regulations on file in the Office of Employee
Services.)
Accrued benefits (sick and vacation time) will continue to accrue while you are on FMLA leave
and using earned sick and vacation time. However, once you have exhausted all earned sick and
vacation time, the accrued benefits will cease until you return to regular employment.
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I have read and understand my rights and responsibilities under the University’s Leave of
Absence policy and the Family Medical Leave Act policy. I also understand that my failure
to provide complete, accurate and truthful information on this application may result in
denial of leave and/or disciplinary action.
I am requesting FMLA to begin on _____________________, and I expect to return on
___________________.
I have made the following arrangements for medical / dental payroll deductions:
_________________________________________________________________________
Signed: __________________________________________________________
(Employee requesting leave)
Date: __________________
4.3: Workplace Policies
4.3.1: Faculty Office Space
Assignment of faculty offices is made by the dean of the school. Clear documentation showing
benefit to both students and faculty should accompany any special request for an office location.
Assignments are ordinarily made based upon maximum use of available space.
4.3.2: Drug-free Workplace
In full cooperation with the federal government, it is Saint Xavier University’s policy to maintain
a drug free workplace. The unlawful manufacture, distribution, dispensation, possession, or use
of a controlled substance, mind altering chemical, depressant, stimulant, or alcohol is strictly
prohibited “on premises.” “On premises” includes any work site, vehicle, or office which is
owned, serviced, or used by the University, or a client of the University, and includes employee
owned vehicles on the property of the University or of any client of the University. Violation of
this policy will ordinarily result in immediate discharge.
As part of our policy, we are maintaining a drug free awareness program to inform employees
about:
our policy of maintaining a drug free workplace;
the dangers of drug abuse in the workplace;
drug counseling, rehabilitation and similar programs which are available in the
community;
the fact an employee may not only lose his/her job, but may be sent to prison, for drug
abuse violations.
In compliance with federal law and as a condition of continued employment with the University,
each employee must: a) comply with this policy of a drug free workplace; and b) notify the
University in writing of any criminal drug statute conviction for a violation occurring in a
workplace no later than five calendar days after such conviction. Within 10 days after receiving
notice that an employee has been convicted of violating a criminal drug statute, the University is
required to report that fact to any government agency with which we have a contract.
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4.3.3: Tobacco-Free Campus Policy
The Tobacco-Free Campus Policy is available on the institutional website.
4.3.4: Sexual Harassment Policy
Review the Sexual Harassment Policy as a PDF.
4.3.5: Political Activities
Saint Xavier University, an institution of higher education with a strong liberal arts tradition,
supports open dialogue on political issues. The University reserves the right to support or oppose
issues that affect its values, welfare, the University itself and/or values and welfare of higher
education. The University encourages its faculty, staff, trustees, students and recognized campus
organizations, to engage in political activities on an individual basis. The policies of Saint Xavier
University do not restrict the rights and privileges of faculty, staff, students and recognized
campus organizations to express their opinions freely, and the University is committed to
preserving and encouraging a diversity of point of view and political opinion.
To preserve the integrity of Saint Xavier University and to protect its neutrality in political
contests, the following guidelines shall apply. The provost will be responsible for monitoring
these guidelines.
4.3.5.1: Guidelines
To preserve our not for profit (50lC-3) status, the law requires the University not to participate
in or intervene in any political campaign on behalf of any candidate for public office.
The University shall not endorse any candidate for political office.
Faculty, staff and recognized campus organizations are encouraged to conduct Candidate Forums
prior to elections. Plans for Candidate Forums must be approved by the provost prior to the
event. The provost's decision to approve a Forum shall be guided by the principles of equal
opportunity for participation and equal opportunity for presentation of opposing points of view.
All address lists used by the University are considered confidential and shall not be shared with
candidates or parties. Individuals may personally deliver campaign literature, but mailroom
facilities may not be used for addressing or distributing political materials.
No campaign posters shall be posted in or on any of the Saint Xavier University buildings or on
campus grounds prior to or during election times, except for those used for historical displays or
educational purposes. Tables at the cafeteria west entrance and in the faculty mailroom shall be
available for campaign literature for all candidates.
The University buildings and grounds shall not be rented or used for political fundraising.
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4.3.6: Solicitation Policy
From time to time, organizations and groups within the University solicit advertisements for
programs and “advertisement books.” The policy of the University is that these solicitations
should not be made of other groups, organizations, offices, departments or schools within the
University.
Before solicitations are made outside the University, it is necessary to consult the University
Advancement Office to ensure that there are no conflicts in soliciting donors with whom
University Advancement may currently be soliciting for gifts.
Other kinds of fundraising events sponsored by students or student organizations must obtain
prior approval from the vice president for Student Affairs and Dean of Students.
4.3.7: Parking on Campus and Vehicle Regulations
Review Parking on Campus, as well as other forms of University transportation.
4.3.8: University Legal Counsel
Issues that may be considered to require legal counsel should be brought to the dean who will
bring it to the provost. Formal requests for legal counsel are made by the provost to the
president.
4.3.9 Office Hours
All faculty are required to maintain regular office hours for each semester in which they have
scheduled classes. Full-time faculty will be in their office and available to students a reasonable
number of hours each week. Portion of full-time and per course faculty also should be available
to students and schedule office hours on a regular basis. The office hours schedule for each
semester is to be listed on the course syllabus and posted on the office door. Faculty class and
office schedules are filed with the department chair/school dean and the provost each semester.
The Office of Academic Affairs also will compile and distribute office-hour schedules to other
offices on campus that require such information.
5.0 VI: Academic Resources
A complete listing of academic resources can be found on the institutional website.
5.1: Office of Records and Advising
Office Location:
Warde Academic Center, Room A-206
Telephone/Email/Website:
773-298-3500
5.1.1: Academic Advising
All on-campus undergraduate SXU students are assigned a faculty or staff advisor who assists
them in planning their course of study, selecting appropriate classes and reaching their academic
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goals. It is the responsibility of each student to know his/her advisor's name and to contact the
advisor for academic counseling.
Advisors are available to answer questions, give information and provide guidance in areas of
course selection, program evaluation and educational planning. Advisors can also answer
questions about scheduling, core requirements, placement test scores, transfer credit,
articulation agreements, academic progress, and determination of major for undecided students,
academic policies, CLEP tests and degree completion status.
Advising staff is also available to explain policies and procedures and to refer students to other
University student services. Additionally, the office processes changes of majors and advisors,
maintains administrative responsibility for two testing programs and coordinates yearly student
recognition awards.
5.1.2: Portal Information
See the University’s website for information about the mySXU portal.
5.1.3: Testing Programs
The Office of Records and Advising has full or partial administrative responsibility of several
academic examination programs, including: the University’s Placement Program and the College-
Level Examination Program (CLEP). See the University’s website for more information about
exam registration.
The career/personality-related testing (Meyers-Briggs, Strong Inventory) is handled by the Career
Services team. Questions regarding the Excelsior Exam can be answered online at Excelsior’s
website.
5.2: Center for Instructional Design and Academic Technology (CIDAT)
The Center for Instructional Design and Academic Technology at Saint Xavier University supports
the University’s commitment to excellence in teaching and learning by leading the development
of collaborative partnerships through interactive faculty development, practical teaching
assistance, encouraging innovations in teaching, and by supporting instructional technologies
that enhance the teaching and learning process.
CIDAT is here to assist individual faculty and departments. In the past two years, CIDAT has
provided one-on-one consultation to faculty from different teaching disciplines and has
developed workshops specifically tailored to different SXU departments’ needs.
5.3: Learning Center/Writing Studio
In conjunction with faculty and staff, SXU’s Learning Center/Writing Studio aims to equip
students with the tools necessary for academic success. To do this, we offer a variety of services
free of charge to currently enrolled students, including a writing studio, supplemental instruction,
peer academic tutoring and academic skills development sessions.
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5.4: Center for Accessibility Services
Saint Xavier University is committed to providing equal access and reasonable accommodations
to students with disabilities. The Center for Accessibility Resources is the heart of academic
support for the students of Saint Xavier University. The Center for Accessibility Resources works
closely with students and faculty, providing services and academic assistance to students with
documented disabilities.
5.5: Robert and Mary Rita Murphy Stump Library
The Stump Library strives to provide faculty all the resources and services they will need for
teaching or to conduct research and to offer the best possible atmosphere that is conducive for
studying, research, and relaxation.
5.5.1: Hours of Operation
The library closes only when the University is officially closed for holidays. See the online calendar
for details about the library hours of operation.
5.5.2: The Cougar Card
For your security and privacy, students and faculty must have their SXU Cougar Card to check out
books and other materials. You should never let someone else use your Cougar Card because the
owner of the card, not the borrower, is responsible for any overdue or lost book fines.
5.5.3: Databases
The library has an outstanding array of over 100 electronic databases in many subject areas
containing more than 35,000 unique full-text journals. Access to databases is available 24 hours
a day, seven days a week from any location. When accessing the databases from off campus you
will be prompted for your NetID and password.
5.5.4: Borrowing Books and Videos
The library has a collection of over 100,000 books, and you can borrow an unlimited number of
them for 16 weeks. Faculty may borrow 25 audiovisual materials for 30 days. Faculty can renew
books three times and videos once by using the “My Account” button on the library’s online
catalog or by calling 773-298-3352.
5.5.5: Borrowing from Other Libraries
Faculty can access the catalogs of over 70 Illinois academic libraries on the library’s website and
directly order most items by using the “Request” button on the catalog. The items are delivered
free of charge to the library. The library can also order materials, usually at no cost, from libraries
nationwide through its interlibrary loan service.
5.5.6: Classroom Instruction
The library staff can provide in-class instruction for SXU faculty, tailored to the needs of the
course and its students. You must request instruction through an online form on the library’s
website. The most effective instruction happens when the session is tied to a specific assignment.
Please give the librarians two weeks’ notice to allow adequate time for scheduling the
appropriate classroom and for preparing the session.
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5.5.7: Reservations
The staff can put library materials on reserve for your class. Please contact the library two weeks
before the course begins so materials will be ready when your students request them.
5.5.8: Ordering Materials of the Library’s Collection
The library allocates funds to each full-time faculty member to request new books and
audiovisual materials. Faculty requests must be submitted to the library by December 1st. Faculty
must use the library’s online order form and follow these guidelines:
Items purchased must be related to courses taught at the University.
Highly specialized monographs that will not assist students will not be purchased.
Items that cost more than $100 for a single volume or video will be reviewed by the library
director.
Only one copy of an item will be purchased.
Items in languages other than English will not be purchased unless they support language
courses taught at the University.
Textbooks are not usually purchased for the collection.
Paperbacks are preferred over hardbacks.
Requests from faculty that exceed their allotment and all requests from part-time faculty
will be coordinated by the department/school liaison.
5.5.9: Overdue and Lost Item Fines
The library strives to provide all patrons equal access to all its resources, but it is a disservice to
other patrons when items are overdue or lost. Faculty can always check the status of their
account at the library by using the “My Account” link on the library’s homepage or in the catalog.
Faculty are billed for lost materials.
5.5.10: Food and Drink
Food and drinks are allowed in the library.
5.6: Student Success Program
The Student Success Program at Saint Xavier University is one of 900 Student Support Services
programs on college campuses across the nation. The program provides support services for
students who are first generation, low-income and/or students with disabilities.
5.6.1: Mission
5.6.2: Background
Rev 12-09-2020
Rev 02-21-2018
Rev 03-08-2018; pagination added, mem1
Rev 09-25-2017; updated with approved sections, Table of Contents
