WSU FACULTY MANUAL

S E C T I O N - I

HISTORY AND OBJECTIVES

Washington, an organized territory since 1853, became a state on November 11, 1889. The Legislature believed that education was vital to the development of a great new state with all the advantages of the older ones. A major goal was the establishment of an institution that should excel in science and mechanic arts but should offer general higher education on equal terms to all the people of Washington. Federal legislation, in three main enactments, offered substantial assistance.

Extensive land grants were given the younger states through the provisions of the Morrill Act of July 2, 1862. Senator Justin S. Morrill of Vermont, observing what the existing colleges had done for men in the "Learned Professions of Law, the Ministry, and Medicine," had firm faith in the possibilities of "education for leadership" of the "industrial classes." The basic educational philosophy of the Morrill Act extended far beyond the scope of agriculture. The law specifically appropriated certain granted lands "to the endowment, support, and maintenance of at least one college in each state where the leading object shall be, without excluding other classical and scientific studies, and including military science and tactics, to teach such branches of learning as are related to agriculture and the mechanic arts, in such manner as the legislatures of the states may respectively prescribe, in order to promote the liberal and practical education of the industrial classes in the several pursuits and professions of life." Under this policy, 90,000 acres were granted the state of Washington. The income from these properties still contributes to the support of Washington State University.

Supplementing this, provision was made (Hatch Act, March 2, 1887) in connection with the so-called "land-grant" colleges for establishing agricultural experiment stations designed "to promote scientific investigation and experiment respecting the principles and applications of agricultural science."

Further land grants were provided to endow, in each of the younger states, a "school of applied science" or "school of mines." The land grant to the state of Washington for this purpose was 100,000 acres, from which Washington State University receives current income.

These three institutions (agriculture and mechanic arts, agricultural experiment stations, and school of applied science) were united, and on March 28, 1890, the Legislature authorized establishment of the institution now officially designated Washington State University. After a period of turbulent political competition among different sections of the state, the town of Pullman in Whitman County was selected as the site for the new school.

The income from the lands set aside by the federal government was to be used to construct classrooms and laboratories, to provide scientific equipment, and to employ qualified instructors. The attainment of these objectives was slow. Washington State University had its start in the humblest of settings. On January 13, 1892, the first classes on the campus were held in a one-story brick building; a faculty of five members served the original student body of sixty.

The changes in the presidency of Washington State University through the years have been few. The first President was George Lilley, 1891-1892; his successor, John W. Heston, served from December, 1892, until September, 1893. Dr. Enoch A. Bryan next took over the position, which he held until his retirement in 1916. Thereafter, for twenty-nine years, until 1945, Washington State University continued its growth under the administration of Dr. E. 0. Holland. Dr. Wilson Compton served in a period of great expansion and development, from 1945 until his resignation in September, 1951. Dr. W. A. Pearl served as Acting President from this time until April, 1952, when Dr. C. Clement French assumed office. Dr. French served until November, 1966. Dr. Wallis Beasley served as Acting President from November, 1966, until the assumption of the presidency by Dr. Glenn Terrell in July of 1967. The current President, Dr. Samuel H. Smith, was appointed in July, 1985.

The character and functions of the University are determined by the broad terms of the original chartering laws and by later state enactments in harmony with the basic federal statutes and the later Smith-Lever Act (1914). (See Revised Code of Washington for specific statutes relating to Washington State University.) This heritage of state and federal law directs the activities of this land-grant institution into three paths:

Instruction in both liberal and practical arts to develop responsible citizens and to provide them with the professional and technical skills needed by society. This purpose obligates Washington State University to furnish such programs and facilities that students may develop:

Research in both fundamental and applied knowledge, a program repeatedly expanded by statute until the University is now specifically responsible under law for investigation and experimentation in virtually every area of thought and activity, including pure and applied science, agriculture, industrial technology, the social sciences, and the arts. Broadly stated, the aims of research are to add to knowledge and to apply new facts to the betterment and the enrichment of life.

Extension, to make readily available to all citizens the results of research and the rich cultural heritage embodied in the arts and sciences.

This three-fold pattern of responsibility, set for all land-grant institutions by their basic charter in the Morrill Act, broadened nationally through more than twelve decades and in our own state through more than a century, and ripened through experience and vision into a kind of higher education unique in the history of the world, expresses the purpose of Washington State University to strive to be a worthy member of the nationwide land-grant system and a vital part of the economy and culture of Washington. Teaching people, seeking better understanding of life's problems, and carrying guidance and help to citizens in all parts of the state make up the triple enterprise to which the staff of Washington State University is dedicated.

S E C T I O N I I

FREEDOM AND RESPONSIBILITY
FACULTY CODE OF PROFESSIONAL ETHICS

The Board of Regents has adopted the following policies:

FREEDOM OF EXPRESSION

Certain responsibilities must be observed to create an atmosphere where free inquiry is allowed and legitimate grievances are addressed. Each faculty member has an obligation to respect the rights and opinions of other faculty members. Accordingly, the faculty members of Washington State University insist that the free expression of views and opinions, whether by individuals or by groups, be such that the rights of others are not violated. In 1968, on the recommendation of the President, the Board of Regents of Washington State University approved a policy statement on "Freedom of Expression and Accompanying Responsibilities" applicable to all members of the faculty. The University will protect the rights of its members to dissent, or protest, provided these expressions do not interfere materially and substantially with the rights of others nor disrupt the processes of the University. To protect these rights and privileges, policies have been established in the hope they will provide the faculty member with a useful gauge to the boundary between expression of one's opinion and abridgement of the rights of other persons.

It is the policy of Washington State University to support each individual's right to express views and opinions, to associate freely with others, and to assemble peacefully.

These rights exist in equal measure for each member of the faculty regardless of professional stature or degree of acceptability of views or opinions advocated.

CONDUCT

Conduct for which faculty members are subject to University discipline falls into the following categories:

Procedures

The Dean of a college or the Vice Provost for Research and Dean of the Graduate School (hereafter referred to as the Vice Provost for Research) may receive allegations of misconduct in research and scholarship (typically in writing). However, the President of the University, through the Provost and Academic Vice President (hereafter referred to as Provost) and Vice Provost for Research, is ultimately responsible for all research programs and activities conducted at the University. Therefore, the Provost through the Vice Provost for Research shall be informed by the Deans of all allegations of misconduct in research and scholarship. Furthermore, the Vice Provost for Research shall consult with the University's Office of the Attorney General on all inquiries and investigations, and this Vice Provost is responsible for directing inquiries into and investigations of misconduct in research and scholarship, and in meeting all reporting requirements established by federal and non-federal agencies.

The procedures of this policy are not exclusive of other mechanisms for the review of misconduct. In the case of review of allegations of misuse of funds, the University's Internal Auditor, and in some cases outside auditors, shall investigate and report to the proper administrators. In the case of illegal activities, the President retains the power to direct investigations, take interim measures, and request reports on alleged violations. Where an investigation of misconduct under this Policy may be duplicative, and where issues of the proper conduct of scientific research are lacking, the Vice Provost for Research may decide not to conduct an investigation under this policy.

Administrative Procedures

An inquiry will be made immediately into allegations or evidence of possible misconduct. "Inquiry" means information gathering and initial fact-finding to determine whether an allegation or apparent instance of misconduct warrants investigation.

The rules and regulations of the University will be observed by guests and visitors while on the campus or other University property. Those who willfully refuse to obey an order of a uniformed campus security officer or other law enforcement officer to desist from conduct prohibited by the University rules and regulations may be ejected from the premises. Refusal to obey such an order will subject the person to arrest under the provisions of the criminal trespass statutes, in addition to such other sanctions as may be applicable.

DISCIPLINARY ACTION

Faculty who violate the Faculty Code of Professional Ethics will be subject to University discipline. In applying disciplinary procedures, it is essential that the principles of due process be observed. Sanctions that may be imposed include warning, censure, suspension, dismissal, and in emergency situations, summary suspension (page 58).

Faculty Responsibility Related to Academic Integrity

All members of the university community share responsibility for maintaining and promoting the principles of academic integrity. To guide execution of this reponsibility, the univeristy has set a policy defining academic dishonesty and the process to be followed when it is alleged, for undergraduate and graduate students alike. The cognizant instructor, chair or dean may seek the advice of the University Ombudsman or the Office of Student Affairs at any stage of the process described below.

Academic integrity violations include cheating, falsification, fabrication, multiple submission, plagiarism, abuse of academic materials and complicity or misconduct in research. Definitions are found in the Student Handbook and in WAC 504-25-310. When there is an allegation or evidence of an academic integrity violation, the cognizant faculty member must conduct a prompt and careful investigation. Physical evidence should be retained and interviews with persons who may have knowledge of the events conducted. Students are required by the Code of Student Conduct to cooperate with such investigations and are prohibited from assisting in academic dishonesty (WAC 540-25-015, 504-25-120, 504-25-135). The accused must be afforded the opportunity to present evidence, preferably in writing, and the responsible faculty member may require other students to answer questions material to the investigation. The responsible instructor then determines, by the preponderance of the evidence, whether or not a violation has occurred. The instructor then assigns an appropriate academic consequence and notifies the student. The instructor must notify the Office of Student Affairs by memo of any finding that a violation has occurred, including the nature of the violation, student's name and ID number and the action taken. If there is an appeal to the department chair, the dean or Provost, the burden shifts to the student to prove by a preponderence of the evidence that the offense did not occur or that the academic sanctions were too severe. If the appeal is successful, a report must be filed with the Office of Student Affairs.

If the violation is a first offense, the Office of Student Affairs will take no further action unless requested to do so by the instructor, chair or dean. In that case, the student judicial process described in the Student Handbook is followed. Knowingly false statements by the accused or by any witness constitutes additional violations of the Conduct Code.

S E C T I O N I I I

ADMINISTRATION AND ORGANIZATION

The type of organization that will facilitate instructional, research, and service programs of Washington State University is one providing for wide participation by members of the faculty in determining administrative and educational policies. Organization and administration are recognized as means to an end, not as ends in themselves. Their primary purpose is to enable each individual to work productively, under congenial conditions, with as good facilities as the University is able to provide, toward the educational objectives of the institution.

Consultation among administrative officers is a regular practice. The various units of the University provide the means of coordinating related teaching, research, and service. The principal administrative officers, such as the academic deans and directors; the Provost's Council; the Faculty Senate; the Faculty Status Committee; and appropriate other committees advise and recommend on various matters. The organization of the principal administrative units is shown in the chart published in this Manual. This chart represents the normal channels for consideration of University business, including problems of individual departments or of persons. However, any employee has the ultimate right to submit any matter to the President and through the President to the Board of Regents.

Policies, procedures, and regulations relating solely to individual units may be adopted if not inconsistent with institutional policies established by the Board of Regents or by state law. They will not become effective if disapproved by the principal administrative officer. The decision of such officer may be appealed to the appropriate Vice President or to the President and, thereafter, to the Board of Regents.

BOARD OF REGENTS AND EXECUTIVE OFFICERS

BOARD OF REGENTS

The laws establishing Washington State University created an autonomous Board of Regents. As defined by the Session Laws of 1891, the Board of Regents was to consist of five members appointed by the Governor, with approval of the Senate, each for a six-year term. The Session Laws of 1949, amending the original act, provided for seven instead of five members. The Session Laws of 1985 increased the number of Regents to nine. The Governor serves as an advisory member ex officio without vote or the right to hold office on the Board. An appointment to fill a vacancy on the Board of Regents caused by death, resignation, or other causes is made for the unexpired term.

The schedule of meetings of the Board of Regents is set from July through the following June. This schedule is published in the Washington State Register. Special meetings may be called from time to time during the year as determined by the Board.

The duties and powers of the Board include general management of the University with all its constituent parts, the care and preservation of all property, the construction of needed buildings, and the custody and expenditure of all moneys. The Board may contract both for services and for materials. The Board has the power to delegate authority. In large measure, this delegation is to the President of Washington State University.

The approach to the Board of Regents is through the President of the University, who is secretary ex officio of the Board. Any University committee or individual shall be accorded the opportunity to present a direct appeal to the Board of Regents through this channel.

PRESIDENT

In addition to being designated by law as secretary ex officio of the Board of Regents, the President as general agent of the Board is the chief executive officer of Washington State University. The President administers the policies approved by the Board of Regents, serves as adviser to the Board on policies and operations, and is the agent through whom representations to the Board are regularly made. Other functions of the chief executive officer include:

PROVOST AND ACADEMIC VICE PRESIDENT

The Provost and Academic Vice President is directly responsible to the President and serves in the chief executive officer's stead as requested. Specific responsibilities include general administration of teaching departments, research units and extension services, general administration of the faculty personnel program, and general administration of the operating budget. There are five Vice Provosts who report directly to the Provost and Academic Vice President. The Vice Provosts have administrative responsibility in research, instruction, extended University services, student affairs, and administration. In addition to the academic colleges, administrative and academic offices reporting to the Office of the Provost and Academic Vice President include Admissions, Aerospace Studies, Affirmative Action, Associated Students of Washington State University Activities, Career Services, Conferences and Institutes, Counseling Services, Extended Academic Programs, Faculty/Administra- tive/Professional Personnel, Food Service, Grant and Research Development, Honors, Institutional Research, Interinstitutional Research Centers, International Education, International Program Development, Military Science, Minority Affairs, Ombudsman, Registrar, Residence Life and Housing, Student Advising and Learning Center, Scholarships and Financial Aid, Student Health Service, Student Publications, Summer Session, Systems and Computing, University-wide Research Centers, Washington Higher Education Telecommunication System, Washington State University at Spokane, Washington State University at Tri-Cities, Washington State University at Vancouver, and the Wilson Compton Union.

VICE PRESIDENT--BUSINESS AND FINANCE

The Vice President---Business and Finance is responsible for all business and finance functions and services, including development and administration of the capital budget. The specific units and functions included are Controller's Office, Facilities Planning, Business Services Department, Human Resource Services, Internal Auditor, Physical Plant, Retirement and Insurance Office, Safety Office and the general financial administration of all student and auxiliary enterprises.

VICE PRESIDENT FOR UNIVERSITY AFFAIRS

The Vice President for University Affairs is responsible for developing and administering institutional advancement programs involving constituencies important to the University, both within the University community and off-campus, and for encouragement of programs for private financial support of the University. Offices reporting directly to the Vice President for University Affairs include: Alumni Relations, Development and WSU Foundation, Intercollegiate Athletics, News and Information Services, Performing Arts Coliseum, Radio-Television and Instructional Television Services, Records and Gift Processing, Publications and Printing and WSU Press, and Campus and Community Relations.

LEGAL COUNSEL

The State Attorney General, through appointed Assistant Attorneys General, serves as legal counsel to Washington State University to provide legal advice and representation in legal matters.

PRINCIPAL ADMINISTRATIVE OFFICERS

Principal administrative officers are the Deans of academic units, campus Deans, the Dean of the Graduate School, the Director of Libraries, the Registrar, the Director of Admissions, the Director of Information Technology, and others who may be appointed from time to time by the President.

Appointments to principal administrative positions are approved by the President on recommendation of the cognizant Vice President. When a vacancy in this group occurs, the President will ordinarily appoint a special committee, which shall include appropriate faculty, to seek out and recommend the best available candidates. Specific instructions may be given to such committee regarding special areas or special types of candidates to consider. The committee should also consider professional and academic qualifications recommended by the faculty in the administrative unit. The committee's recommendations are advisory to the Vice President and the President and are not binding.

Administrative officers, as such, have no tenure in their positions. The service of members of this group is subject to review by the President at any time and to periodic formal review as outlined below. However, Washington State University desires continuity of competent service on the part of its principal administrative officers.

Members of the faculty in administrative positions are expected to follow policies, procedures, and regulations pertinent to their administrative duties. They are expected to exercise sound judgment, to be willing to accept responsibility, to cooperate with other administrative units, to follow a broad concept of institutional interests and needs, and to provide leadership. They have general authority and responsibility for the administration of their respective areas. It is expected that goals and missions for programs will be developed in cooperation with units in the area and with appropriate University officers.

REVIEW OF ACADEMIC DEANS AND DIRECTOR OF LIBRARIES

It is the policy of the University that a periodic review of the performance of each Academic Dean and of the Director of Libraries be carried out at five-year intervals of service. This performance review follows procedures which use, as a principal point of reference, the position description and the mission statements of the University and the major unit.

This review is conducted by an ad hoc committee, including faculty, department chairs, students, experienced administrators of other units or from other institutions, and, where appropriate in terms of the duties of the dean, persons from outside the University representing constituencies to whom the officer has important responsibilities.

Specific guidelines for the review procedure are available from the Office of the President. The recommendations of the committee are transmitted as a confidential report to the President.

DEAN OF THE GRADUATE SCHOOL

The Dean of the Graduate School is responsible for the administration of the graduate programs in all areas of the University. Specific responsibilities include general administration of the Graduate Faculty, research units other than those organized within a college, and intramural grants-in-aid funds and federal and other extramural research grants and contracts.

DIRECTOR OF LIBRARIES

The Director of Libraries is responsible for the general supervision of all libraries within the Washington State University system.

REGISTRAR

The Registrar is responsible for student registration and records, is Coordinator of Veterans Affairs, and serves as secretary to the University Faculty, the Catalog Subcommittee and the Academic Affairs Committee of the Faculty Senate. The Registrar serves as editor of the Washington State University Bulletin and cooperates with the Director of Summer Session in the publication of the Summer Session Bulletin. Additional responsibilities include the Annual Time Schedule, the assignment of open classrooms, and the final exam schedule.

DIRECTOR OF ADMISSIONS

The Director of Admissions is responsible for undergraduate student admission and evaluation, including new freshmen, advanced standing students, international students, and former students returning. This officer also has responsibility for public relations with high schools, colleges, and prospective students.

DIRECTOR OF UNIVERSITY DEVELOPMENT

The Director of University Development is responsible for all private fund raising activities or programs of the University. The Director provides liaison between the University and the Washington State University Foundation and all other foundations and groups created to support Washington State University.

DIRECTOR OF INFORMATION TECHNOLOGY

The Director of Information Technology is responsible for the planning and coordination of all computing services on campus.

CHAIRS OF ACADEMIC DEPARTMENTS

DUTIES

Subject to the approval of the dean of the college, a department chair is responsible for organizing and supervising the courses of instruction offered by the department, for distribution of the teaching and research load, for care of equipment assigned to or in the custody of the department, and for supervision of department funds.

The department chair makes recommendations to the dean for appointments, promotions, and salaries of members of the department, and transacts official department business with deans, other administrators, and students.

A department chair is expected to provide leadership in the formation of departmental policies and to hold meetings with all available members of the faculty on matters of policy. Except as limited by applicable general regulations and policies or as otherwise directed by the dean or by the Provost and Academic Vice President, it is the department chair's responsibility to execute the policies determined by this procedure. When this is not done, he or she should notify the administrative superior and the members of the faculty of the action being taken and the reasons therefor. However, department chairs must have sufficient latitude to permit the making and the execution of day-to-day operating decisions and the exercise of leadership responsibilities.

ELIGIBILITY

Service as a department chair is limited to professors and associate professors in departments in which three or more persons have such rank. If there are fewer than three, assistant professors are also eligible. Eligibility is not dependent upon nor restricted by academic seniority nor is it limited to members of the present staff. Persons eligible to express their preferences for department chair are department faculty members of all ranks on permanent appointment with the University, including those on leave who have been members of the department faculty for more than one semester. Faculty on courtesy appointments, faculty who have resigned, been terminated, or been notified that they will not be reappointed, and faculty who are retiring at the close of the academic or fiscal year shall not be eligible to express their preferences for department chairs.

NOMINATION

Department chairs or program directors are appointed by the Provost and Academic Vice President in consultation with the President and reported to the Board of Regents after consideration of preferences expressed as follows:

Each eligible member of a department faculty, including those on leave, shall first be provided a form on which to express a preference for selecting a chair from inside the unit or outside the University.

If on the first form a majority expresses a desire to select a chair from inside the department, and the Dean and Provost and Academic Vice President concur, then a second form shall be provided to each eligible faculty member on which to express a preference from among eligible faculty members of the unit. If no candidate is clearly the department's choice on the second form, then, with the concurrence of the Dean and Provost and Academic Vice President, faculty members shall be asked to express their preference again using the same procedure.

If on the first form a majority expresses a desire to select a chair from outside the department, but the Dean and Provost and Academic Vice President do not concur, then a second preference form will be distributed as in the preceding paragraph.

If on the first form a majority expresses a desire to select a chair from outside the department and the Dean and Provost and Academic Vice President concur, or if a majority expresses a desire to select a chair from inside the department but the Dean and Provost and Academic Vice President do not concur, then a committee of department faculty members will be appointed by the Dean of the unit concerned to prepare a list of candidates for department consideration. The Provost and Academic Vice President in consultation with the President may, after consulting with the Dean and the department, appoint an acting chair while the search for one from off campus goes on in order that the search need not be conducted in haste. Members of the department will then be given the opportunity to express their preferences from among the names submitted by the committee. If no off-campus candidates acceptable to the department can be identified or if no acceptable candidates indicate an interest in the position, faculty members will be asked again to express their preference from among eligible members of the department.

All preference forms shall ordinarily be provided by the Dean of the unit concerned. Each person filling out a preference form shall be allowed at least one week to consider a decision. Forms will be returned directly to the Dean. Within one month after the department has indicated each preference, a summary of the results shall be reported by the Dean to the department faculty, the Provost and Academic Vice President, and the President. Each summary reported to the Provost and Academic Vice President shall be accompanied by the preference forms, which must be retained in the University files for only one year.

APPOINTMENT

In all cases, the President, after consideration of these preferences and consultation with the appropriate administrative officers, will take any one of the following actions: (l) appoint as chair one of the two persons having the highest preference as indicated by the preference forms; (2) appoint an acting chair pending additions to the departmental faculty and further consideration; or (3) appoint as chair a person not recommended, but only after consultation with the department faculty members and with the dean concerned.

TERM OF OFFICE

Except under special circumstances, department chairs are appointed for terms of four years. Terms commence August 16 for those on academic-year appointments and for those on annual appointments in programs with preponderantly academic-year faculty. Terms commence July 1 for those on annual appointments in programs with preponderantly annual faculty. When a department chair is appointed effective on some other date, the four-year period shall be computed, for subsequent review purposes, from the preceding August 16 or July 1 if the appointment begins prior to January 1 and from the following August 16 or July 1 if it begins on or after January 1.

A department may initiate consideration for a change in its leadership, upon written request direct to the President, of one-fourth of its members (but not fewer than two persons). Upon receipt of such request, the President will arrange for an expression of opinion on such question by all eligible members of the departmental faculty.

Upon request of the President, the Faculty Status Committee will appoint an adviser to the President who is not a member of the Faculty Status Committee. The adviser will participate in the exchange of opinion, oral or written, among all parties involved. Immediately after the collection of information and consultation with appropriate administrative officers, the President will render a decision.

Appointments may be terminated at any time for disability, incompetence, negligence, or equivalent cause if, in the judgment of the President, the best interests of the department or the University require such change.

Unless otherwise prescribed in individual cases, the term of office expires on August 15, or June 30 four years from the beginning of the appointment. The cognizant dean, in consultation with the department, shall request preference recommendations from faculty six to nine months preceding the expiration of the term of office.

The above policies and procedures apply equally to the chair of an academic program, although the chair of a program may be appointed for a two-year term when the program chair is responsible to more than one dean.

PAYMENT FOR SERVICES AS DEPARTMENT CHAIR

A department chair may be paid an additional sum (determined by a formula which considers such variables as student load, faculty numbers, and budget size, including extramural funding) under the assumption that such persons render additional services.

FACULTY AND STAFF ORGANIZATION

The faculty and staff include all employees, except student employees, of Washington State University who have received official appointments. Affiliated personnel who hold courtesy appointments are considered non-voting members of the faculty.

For the purpose of administration, the following staffs have been established: (l) Administrative, (2) Resident Instructional, (3) Research, (4) Library, (5) Extension, (6) Student Affairs, (7) Administrative and Professional Personnel, and (8) Classified. Staffs 1-6 are faculty. Administrative and Professional personnel are non-academic individuals who are not members of the classified staff. A member of the faculty who has varied duties may be classified on two or more staffs. Whenever questions arise about the classification of an individual, the final decision will be made by the President in consultation with the administrative officers concerned.

THE FACULTY

Composition

The faculty includes all members of the following functional staffs: Administrative, Resident Instructional, Research, Library, Extension, and Student Affairs. Its statutory duty, which may not be delegated, is to recommend to the Board of Regents the candidates for suitable degrees and certificates.

Duties

The following Faculty Code of Professional Ethics states the expected standard of performance: Faculty members have obligations that derive from membership in the University community. They respect and defend the free inquiry of associates. In the exchange of criticism and ideas, they show due respect for the opinions of others. They acknowledge the contributions of others and strive to be objective in professional judgment of colleagues. They accept their share of faculty responsibilities for the governance of the University and for its institutional integrity, including observance of the University's published policies and regulations applicable to faculty.

As officers of the University, the faculty members seek above all to increase its effectiveness. Although they observe the stated regulations of the University, they maintain their right to criticize and seek revision within appropriate means. In consultation with department chairs, they determine the amount and character of the work to be done outside the University with due regard to their paramount responsibilities within it. When considering interrupting or terminating their services, they recognize the effects of their decisions upon the programs of the University and give due notice of such intentions.

As members of the community, faculty members have the rights and obligations of all citizens. They measure the urgency of these obligations in the light of responsibilities to students, to the profession, and to the University. When they speak or act as private persons, they make clear that they are not speaking or acting for the University. As citizens who are part of an institution that depends upon freedom for its health and integrity, the faculty members have particular obligations to promote conditions of free inquiry and to further public understanding of academic freedom.

Discipline

Examples of conduct that may be cause for disciplinary action after academic due process include all conduct seriously prejudicial to the University by reason of deliberate or repeated infraction of law or of commonly accepted standards of morality. Conduct seriously prejudicial to the University also includes incompetence, deliberate and repeated neglect of duty, dishonesty, violation of University policies and regulations concerning freedom and responsibility, and deliberate and repeated acts of discrimination because of race, sex, national origin, religion, language, age, handicap, or physical appearance (see pages 4-10).

Meetings

The President of the University is the chief executive officer of the faculty. The President, or designated representative, presides at all meetings of the faculty except those called by the Faculty Status Committee, at which the chair of the committee presides. The Registrar is secretary ex officio of the faculty.

Specific Duties of the Resident Instructional Staff

The Resident Instructional Staff will engage in the activities of instruction and research in agreement with the following Faculty Code of Professional Ethics: Professors, guided by deep conviction of the worth and dignity of the advancement of knowledge, recognize the special responsibilities placed upon them. Their primary responsibility to their subject is to seek and to state the truth as they see it. To this end, they devote their energies to developing and improving their scholarly competence. They accept the obligation to exercise critical self-discipline and judgment in using, extending, and transmitting knowledge. They practice intellectual honesty. Although they may follow subsidiary interests, these interests must never seriously hamper or compromise their freedom of inquiry. They have a basic responsibility to the University, their departments, and their students to teach their courses and to perform in a conscientious manner all instructional tasks related to their courses including submission of final grades to the Registrar according to authorized and published deadlines.

As teachers, professors encourage the free pursuit of learning in their students. They hold before them the best scholarly standards of their disciplines. They demonstrate respect for the student as an individual and adhere to their proper role as intellectual guides and counselors. They make every reasonable effort to foster honest academic conduct and to assure that their evaluations of students reflect their true merit. They respect the confidential nature of the relationship between professor and student. They avoid exploitation of students for their private advantage and acknowledge significant assistance from them. They protect the students' academic freedom.

By action of the Board of Regents, the Resident Instructional Staff is empowered to hold meetings each year for such purposes as it deems necessary, including the adoption of resolutions concerning academic and related matters; the structure, organization, and operation of the Faculty Senate; and other matters relating to the educational program of Washington State University.

The Faculty Senate Steering Committee will have the power to call a meeting of the Resident Instructional Staff. Any member of the Resident Instructional Staff may petition the Steering Committee of the Faculty Senate to call a meeting and the meeting will be called if a majority of the Senate Steering Committee vote in favor of holding the meeting. Also, a petition signed by a minimum of ten percent of the Resident Instructional Staff members will require that a meeting be called, regardless of the vote of the Senate Steering Committee. The Steering Committee shall designate a member of the Resident Instructional Staff to chair the meeting(s).

Specific Duties of the Graduate Faculty

The Graduate Faculty has the responsibility of teaching graduate level courses and chairing thesis committees in accordance with the regulations of the Graduate School.

Specific Duties of the Several Units Within the Faculty

Each department, special program, and college is considered a unit. To facilitate uniformity of operation, the duties of the faculty of each unit are defined as follows:

Ordinarily, these duties are undertaken by the departments or special programs. If the entire college is concerned, these matters are considered by the members of the college.

Specific Duties of the Faculty Senate

The purpose of the Faculty Senate is to provide a representative body of the faculty community to consider and to make recommendations to the President, to appropriate administrative officials of the University, and through the President, to the Board of Regents on matters affecting the general welfare of Washington State University and its educational, research, and service activities.

The Faculty Senate shall serve as the legislative body of the faculty to make recommendations in all matters requiring faculty action or approval of curricular and educational policies of Washington State University, including:

The specific duties of the Senate shall also include, but not be limited to, the formulation of recommendations to the President and appropriate administrative officials of the University with regard to the following:

The Faculty Senate will include a Steering Committee, the duties of which shall include matters relating to agenda, referral, voting, and elections. The Steering Committee shall also act as an emergency advisory council to the President, and it may serve as a Summer Executive Committee to carry out functions delegated to it by the Senate.

RULES AND PROCEDURES

The quorum for meetings of the faculty, the Resident Instructional Staff, and the Graduate Faculty shall be all qualified persons in attendance at regularly scheduled and announced meetings. Each of these bodies shall be free to make its own rules of procedure, but, unless rules to the contrary are adopted, motions shall pass by majority vote.

EDUCATIONAL POLICIES AND PROCEDURES

The educational policies of the University should reflect not only the charter functions and duties of the institution and the purposes and objectives of the Morrill Act of 1862 and acts of the State Legislature, but also the constructive aims and ends of higher education in a democratic society. These policies are recommended to the President by the Faculty Senate.

When approved by the President for the Board of Regents, these educational policies and procedures are binding on all units of Washington State University until they are officially revised or terminated. Any unit may at any time, by written request to the President, ask for revision or termination of any policy or regulation, but the original remains in effect until officially changed, unless the President suspends it pending reconsideration. Until such action is taken, it is the obligation of the principal administrative officer concerned to administer the policy or regulation in effect.

COMMITTEES

The committee system provides one of the useful ways in which the faculty may participate in matters of organization, administration, and coordination of institutional policies and programs. Committees are important to democratic administration, and they contribute to the efficient operation of the University.

Faculty Status Committee

The Faculty Status Committee is responsible to the faculty. It has nine members, each serving for three years. Three members retire annually at the beginning of the last week of instruction prior to final examinations in the spring semester and are not eligible to succeed themselves immediately.

Any member of the faculty may bring a problem to the attention of the committee.

Nominations. At a meeting of the faculty, to be held within the last two weeks of February, a nominating committee composed of two members of the Faculty Status Committee and three other members of the faculty designated by the Faculty Status Committee submits to the faculty a list of six nominees for the three vacancies to be filled at the beginning of the last week of instruction prior to final examinations in the spring semester. This committee of five shall request nominations from the faculty through the WSU WEEK and/or other appropriate means at least two weeks prior to the selection of candidates by the nominating committee. If there are vacancies caused by death or resignation during the previous year, the nominating committee will also submit two nominations for each vacancy. Nominations from the floor at a regular faculty meeting may also be made.

If membership on the committee falls below seven during any one year, a special election is held to fill vacancies. Nominations at special elections are made in the same way as above. If vacancies occur during the summer, the Faculty Status Committee may appoint members to serve until October 1 of that year.

Election. The election of Faculty Status Committee members is by mail ballot. This ballot is to be mailed to the faculty prior to March 15. The ballot carries the six names presented by the nominating committee, any additional names nominated in the faculty meeting, and space to write in the names of any other candidates. This ballot is to be marked to indicate the three choices for the three vacancies and returned within three weeks of the mailing date from Pullman. The three nominees receiving the greatest number of votes are elected to the three-year positions. The nominee for each additional vacancy caused by death or resignation during the previous year (see Nominations section above) who receives the greatest number of votes is elected for the remainder of the term of that vacancy and begins serving at the same time as incoming three-year members.

Leave of Absence. If a member of the Faculty Status Committee goes on leave for a period of four months to a year or for any reason is unable to participate in the work of the committee for a similar period of time, the committee is empowered to appoint a replacement for the period of absence. A member who anticipates a longer absence should resign so that the vacancy may be filled at the annual election.

Powers of the Committee. The Faculty Status Committee has power to elect its own officers, fix dates of its meetings, make its own rules of procedure, designate other members of the faculty to assist in its work, and make reports and recommendations to the faculty and to the President. The functions of the Faculty Status Committee shall include the conciliation and adjudication of disputes within the faculty and between members of the faculty and the administration. The committee shall make periodic reports (at least annually) to the Senate and to the faculty concerning its operations.

After giving reasonable notice, it may call special meetings of the faculty or any component thereof. The chair of the committee presides at such meetings.

Assessments. For defraying necessary expenses of the Faculty Status Committee, the faculty may vote such assessments as may be necessary. These are payable to the treasurer of the committee.

Other University Committees

In addition to the Faculty Status Committee, there are numerous other committees on which faculty serve. See the current Washington State University Committee Manual for names, structure, and functions.

SECTION IV

FACULTY PERSONNEL POLICIES

Personnel policies and procedures of Washington State University represent the cooperative efforts of the faculty, the administrative officers, and the Board of Regents to develop and maintain a superior faculty.

ANTIDISCRIMINATION POLICY

Washington State University subscribes to the principles and laws of the state of Washington and the federal government pertaining to civil rights and equal opportunity, including applicable Executive Orders. Washington State University policy prohibits discrimination on the basis of race, creed, color, national or ethnic origin, sex, age, sexual orientation, religion, marital status, the presence of any physical, sensory or mental disability, and status as a disabled or Vietnam-era veteran in the recruitment, admission and retention of students; the recruitment, employment, and retention of faculty, administrative professionals, staff, and students; and the operation of all University programs, activities, and services. Evidence of practices which are inconsistent with this policy should be reported to the Director of the Center for Human Rights (1022), French Administration Building, Room 225, 509/335-8288.

AFFIRMATIVE ACTION

Washington State University has endorsed an affirmative action policy for faculty employment.

ACADEMIC FREEDOM AND TENURE

Washington State University subscribes to the 1940 Statement of Principles on Academic Freedom and Tenure of the American Association of University Professors.

EMPLOYMENT

All new faculty positions allocated from appropriated funds are assigned to administrative units by the President or, through delegation, by the Provost and Academic Vice President. Modified positions or positions transferred from one unit to another require special approval.

When a position becomes vacant, it is subject to reconsideration, and the department chair is expected (1) to report the fact promptly to the principal administrative officer concerned, who will ascertain from the Provost and Academic Vice President whether the expected vacancy may be filled, and (2) to initiate a search for the most highly qualified available candidate for the approved position. No commitment is to be made until the proposed appointment has been approved by the Provost and Academic Vice President or the appropriate administrative officer authorized by the Provost and Academic Vice President to act on such recommendations.

The initial responsibility for seeking and recommending candidates for authorized faculty positions lies with department (or other unit) chairs, who should recommend an appointment only after consideration by all available department members and after consultation with the principal administrative officer concerned. Where appropriate, consultation is to be encouraged with representatives of other departments, colleges, or teaching programs to which the work proposed in the particular appointment is substantially related. Procedures are conducted in conformity with affirmative action policies.

No faculty member, department chair, dean, or other administrative officer shall vote, make recommendations, or in any other way participate in the decision of any matter which may directly affect the appointment, tenure, promotion, salary, or other status or interest of such person's parent, child, spouse, sibling, in-law, or close relative. However, it is the policy of the University that there shall be no prejudice against a faculty member or candidate for a faculty position whose spouse or other relative is employed by, or is a candidate for employment with, the University. This policy applies within as well as between departments and colleges of the University.

When an agreement has been reached regarding the applicant best suited for the position, the recommendation for appointment is submitted on the prescribed form and with the required supporting information by the principal administrative officer concerned. All understandings, limitations, promises, and the like pertaining to the proposed employment are to be recorded in writing on the standard form or attached to it. Recommendations for appointment to all positions are made to the President as follows: (1) faculty personnel and graduate assistants by the Provost and Academic Vice President; (2) classified staff by the Vice President--Business and Finance.

If approved by the appropriate officers and the Provost and Academic Vice President, the position is offered in writing to the prospective appointee.

SELECTION

The department (or other unit), with the approval of the principal administrative officer, initiates a recommendation for appointment to its faculty. The Provost and Academic Vice President, by delegation of authority from the President, makes all appointments and submits an annual report to the Board of Regents. The President usually discusses with the Board of Regents the appointment of principal administrative officers prior to the appointment. Every recommendation made through appropriate channels to the President should include, from individuals professionally competent to judge, three recent letters with respect to the professional education, training, experience, and other qualifications of the person recommended.

Adherence to, or membership in, an organization, group, or movement known to be illegal or known to advocate the overthrow of the government by force or violence disqualifies a person from employment, as does a record of advocating violence or encouraging unlawful disruption at other institutions.

Each faculty position has, and should have, unique distinguishing features. In addition to the professional qualifications necessary for specific positions, certain attributes are desirable, in varying degree, in all academic ranks and positions and are always to be considered in making recommendations for appointment to the Resident Instructional Staff. These include:

1. Teaching and research ability.

2. High standards of scholarship.

3. Ability to speak and write clearly.

4. Breadth of intellectual interest.

5. Interest and aptitude in dealing with the problems of individual students.

6. Personal attributes such as integrity, initiative, diligence, openmindedness, objectivity, cooperativeness, and commitment to the affirmative action policy of the University.

(Business Policies and Procedures Manual 60.11)

TERMS OF EMPLOYMENT

All appointments are made in writing. The letter of appointment specifies the conditions and terms of employment as listed below. The original goes to the appointee, and a copy is retained for the personnel file in the Human Resource Services Office. This letter of appointment (a copy of the prescribed employing form-- Personnel Action Form) and the acceptance of the position by the proposed appointee constitute the contract between the employee and the Board of Regents. Records are confidential unless disclosure is required by law.

The letter of appointment includes, by specific statement, the first four of the following items and, by statement or reference, the remainder:

1. Title. (Business Policies and Procedures Manual, 60.25)

2. Salary. (Business Policies and Procedures Manual, 60.25)

3. Basis of service. Academic-year basis, annual basis, or for a stated period. (The academic year is defined as August 16 through May 15. Annual is defined as July 1 through June 30.) (Business Policies and Procedures Manual, 60.25)

4. Any special understandings, promises, or conditions. These must be included in the letter of appointment and on the Personnel Action Form to be a part of the contract of employment. (Business Policies and Procedures Manual, 60.25)

5. Relocation expenses (household and personal effects). Payment of relocation expenses for permanent new faculty employees must be approved in advance by the principal administrative officer and must follow requirements set forth by state regulations. Payment of relocation expenses for temporary faculty may be approved if a sponsored project specifically provides funds for these expenses. Per diem and personal transportation expenses for relocation are not covered. In all cases, the prospective employee must agree to reimburse the University for any funds paid for relocation expenses if he or she resigns, or causes his or her termination within one year of the date of employment. The employee is responsible for all costs for relocation which have not been authorized or which exceed the total relocation allowance authorized by the University.

6. Periods of appointment. (Business Policies and Procedures Manual 60.25)

7. A Faculty Administrative and Professional Personnel Biographical Data Sheet is required from each faculty member. (Business Policies and Procedures Manual, 60.13)

8. Manual. The Faculty Manual is the official guide to policy and procedure and its provisions should be considered a part of the conditions of employment. It cannot and does not foresee every possible contingency, but it should be consulted and followed where applicable as a means of resolving questions regarding the service of an employee. Future editions of the Manual, however, must apply when current, regardless of provisions in force at the time of original employment. (See Section VI, Revision of Preceding Sections, page 98.)

ANNUAL REVIEW

It is the policy of Washington State University to encourage the professional advancement of members of its faculty commensurate with their abilities and the effectiveness of their services. Among the encouragements to superior service, no factors are more important than the policies concerning advancement in salary and rank.

Annually, the status, qualifications, and performances of each faculty member are reviewed by the appropriate administrative officers. The criteria used in this annual review shall be those utilized for possible advancement in rank.

Each faculty member is expected to provide his or her department chair a curriculum vitae which will include information concerning education, instructional performance, research activities and publications, awards, and professional experience, activities, and affiliations, together with the names of professional colleagues who might serve as references. This file is to be up-dated annually to keep the information current. A non-tenured faculty member should add biographical or other information to assist tenured faculty in reaching a recommendation at the time of tenure consideration.

After the department chair, or equivalent, has completed written evaluations of faculty for annual review, each faculty member reviewed shall sign a statement indicating that he or she has had the opportunity to read the evaluation report and to discuss it with the chair. A faculty member's dissent regarding contents of the report shall be appended to the report. If in any year no funds are allocated for salary increases of a faculty member, or if only a cost-of-living increase is available to the faculty member, the annual review reports will remain and be preserved at the department, or equivalent, administrative level.

Recommendations for merit-based salary increases or promotion follow the same administrative channels used for employment. If a merit-based increase is available to a faculty member, then the report will be forwarded through the appropriate administrative channels. If no merit-based increase had been available to the faculty member in the immediate previous annual review period, then reports for both the current and previous annual review periods will be forwarded. If no merit-based increase had been available to the faculty member for the most recent two annual review periods, then reports for the current and two previous periods will be forwarded. In any case, reviews will be forwarded for a faculty member at least every three years. Reviews forwarded for more than one year will be considered together.

Faculty shall be provided with comparative information to help them assess their performance evaluations and numerical ratings. Whenever a periodic evaluation and numerical rating for an individual faculty member is completed by a chair or dean, or their equivalents, then the rating shall be reported back to the individual faculty member, together with the mean and standard deviation of ratings for all faculty in the department or equivalent at the same time. However, no comparative information shall be reported back in departments having fewer than four faculty members on permanent appoitment in order to preserve the confidentiality of ratings of individual faculty members.

To assure that salary increases and promotions will be made objectively, equitably, impartially, and as a recognition of merit, the policies and procedures given below are to be observed. In addition, to qualify for salary increases and promotion, a faculty member is expected to observe all policies applying to faculty covered in the "Freedom and Responsibility" section of the Faculty Manual (see pages 4-10).

It is the policy of the University to encourage and facilitate original creative activity on the part of all faculty. Faculty members will be recognized for activities which fulfill the University's responsibilities in instruction, research, and service. Therefore, all faculty are expected to demonstrate original scholarly or creative productivity. Evidence of scholarly or creative productivity may include publications, performances, exhibits, awards, meritorious instructional or service activity, patenting/licensing of inventions, or other similar accomplishments. Where appropriate and available to particular disciplines, faculty may be recognized for efforts in obtaining extramural funds.

Ordinarily recommendations for promotion or increase in salary will be acted upon at the time of annual review. Promotions for annual appointees will take effect July 1 and for academic-year appointees August 16. Salary increases for both annual and academic-year appointees will take effect January 1 unless established othewise by the legislature.

Time in Rank

Increases in salary and advancement in rank are not automatic. Promotion is not to be regarded as guaranteed upon completion of a given term of service. It is rare for a faculty member to attain the level of distinction expected for promotion to professor, or equivalent, before the sixth year in rank as associate professor, or equivalent rank. In both cases, demonstrated merit, and not years of service, is the guiding factor.

Criteria

Primary criteria to be used to evaluate a faculty member in any of five faculty staffs for salary increases and for possible advancement in rank are described in the following subsections. These criteria and secondary criteria approved at the area or unit level must be directly and substantially relevant to the professional responsibilities associated with the position. In addition, each faculty member is subject to evaluation for his or her contributions to the effective functioning of the department, or equivalent unit, and for adherence to high ethical and professional standards.

Criteria for Resident Instructional Staff

The following primary criteria, in addition to acceptable professional training and personality and character traits, are used in evaluating the qualification of a member of the teaching faculty for possible advancement in rank:

1. Teaching effectiveness in lower-division courses, including advising.

2. Teaching effectiveness in upper-division and graduate courses, including advising.

3. Research, creative scholarship, or professional achievement, including the ability to obtain external funding for teaching, research, and extension projects.

4. Services to the institution and to the public.

The differentiation among these criteria may not be precisely defined. However, it may be assumed that there is a relationship among them and that effective teaching, research, and creative activity go together. Superior teaching and scholarly productivity are considered the most important professional qualifications for promotion in academic rank.

Promotion to professorship, in rare instances, may be made in recognition solely of outstanding teaching or in recognition solely of superior research. The professor especially is expected to be one who may represent the University with distinction.

Criteria for Research Staff

The University seeks to employ for research positions persons who have suitable aptitude, training, and experience in research. Both fundamental and applied research are important in the overall research program. The following primary criteria are used in evaluating eligibility for possible advancement in rank:

1. Research productivity in fundamental or applied research, determined by quality and number of publications, progress reports, patents, and professional recognition.

2. Application of basic research findings.

3. Ability to communicate effectively research findings, new applications, and problems.

4. Ability to direct research projects and to stimulate colleagues and graduate students in productive and significant research, including the ability to obtain external funding for teaching, research, and extension projects.

5. Services to the institution and the public.

A faculty member at the rank of professor, or equivalent, especially, is expected to represent the University with distinction.

Criteria for Extension Staff

Extension workers, as a part of the faculty, represent the University within the state. Eligibility for possible advancement in rank is judged by these criteria:

1. Effectiveness in analyzing problems of individuals, groups, and communities, and in planning necessary work.

2. Ability to organize and utilize the resources of the people, the University, and government agencies in carrying out programs.

3. Ability to speak and write effectively and to communicate ideas to others.

4. Personal leadership and ability to develop leadership in others.

5. Professional development, including work toward an advanced degree or courses in appropriate fields.

A faculty member at the rank of professor, or equivalent, especially, is expected to be able to represent the University with distinction.

Criteria for Library Staff

The following criteria are used in evaluating the qualifications of a member of the library staff for possible advancement in rank:

1. Effectiveness in handling library services for the undergraduate programs, the graduate programs, the research programs, and extension.

2. Efficiency in performance of library technical operations.

3. Administrative ability and capacity for administrative responsibility.

4. Achievement in research and scholarship.

5. Services to the institution and the public.

6. Professional development, including work toward an advanced degree or courses in appropriate fields.

A faculty member at the rank of professor, or equivalent, especially, is expected to be able to represent the University with distinction.

Criteria for Student Affairs Staff

The following primary criteria, in addition to acceptable professional training and are used in evaluating the qualifications of a member of the Student Affairs staff for possible advancement in rank:

1. Effectiveness in work and communication with students.

2. Achievement in service, research, and scholarship.

3. Professional achievement and recognition in the University community.

4. Professional development, including additional academic preparation in fields that are appropriate.

5. Services to the institution and the public.

A faculty member at the rank of professor, or equivalent, especially, is expected to be able to represent the University with distinction.

TENURE

Tenure provisions are designed to assure the widest possible range of freedom for scholarly inquiries in teaching, research, and extension for faculty members on permanent, full-time appointment and for those faculty members on permanent appointment for three-fourths time or greater but less than full time where the basic expectations for job performance are the same as for full-time faculty positions associated with tenure. Under exceptional circumstances, a tenure-track position may be offered for at least a half time but less than a three-fourths time Full-Time Equivalent (FTE). For such appointments the time for tenure consideration may be extended. The decision to associate tenure with a position rests with the program, department, or division offering the position. This decision must be made at the time the job description is developed.

Tenure is granted only for academic rank or professional status within programs, departments, or service units. Department chairs, deans, directors, and other administrative officers do not acquire tenure in administrative positions. To qualify for tenure, the faculty member is expected to observe all policies applying to faculty in the "Freedom and Responsibility" section of the Faculty Manual (see pages 4-10). Except in extraordinary circumstances, such as financial exigencies or elimination of function, these tenure provisions apply.

The acquisition of tenure requires affirmative action by the President of the University by delegation of authority from the Board of Regents. Tenure, once granted, is retained by the faculty member until he or she ceases to be an employee of the University or retires.

When a former faculty member who had tenure is reemployed in a comparable position within two years, tenure may be given immediately, though the usual procedures must be followed. In other cases, the time of prior service to be counted toward tenure must be negotiated at the time of reemployment.

If a tenured person takes a different faculty position within the institution on a permanent basis, the receiving department must assume the tenure obligations accompanying the transfer. In the special case of the formation of a new unit, the prior tenure of each faculty member will be transferred to the new unit.

A faculty member whose appointment is budgeted on a continuing basis in more than one unit may be granted tenure, provided that the positions are permanent and provided that tenure is granted in all units simultaneously. Such tenure implies no obligation for one unit to increase the employment of the person beyond the budgeted portion in the event that duties should cease to exist in another unit. This policy applies to a person holding a joint appointment in instructional units as well as to a person with duties divided between teaching and non-teaching responsibilities in a staff having faculty status.

In special circumstances involving a joint appointee, one unit may request permission to assume an additional portion or all of the tenure responsibility for the faculty member, and in this case the other unit or units accept no responsibility for continuation of the position.

If the duties of a nontenured faculty member change so as to result in a shift between units in the budgeted appointment on a continuing basis, the date of eligibility for tenure consideration remains based on the original appointment to the faculty.

A person who is appointed to a temporary position, whether part-time or full-time, is not eligible for tenure. If a person in a temporary position is subsequently given an appointment without terminal date, the principal administrative officer, at the time of the permanent appointment, shall recommend to the Provost and Academic Vice President for consideration the extent to which past service shall count toward eligibility for tenure. This decision shall be included in the person's employment record.

Criteria

The criteria and procedures pertaining to tenure are of basic importance in the development of excellence within the faculty of the University. General criteria for faculty review are outlined in this Faculty Manual. These are to be articulated and supplemented by tenure criteria developed at the department and/or college level to emphasize goals and objectives. Input from faculty members of the unit and students, if appropriate, shall be utilized in the development of the statement of criteria.

In general, departmental criteria appropriate to the unit's particular needs shall be directed toward excellence in most or all of the following areas: teaching effectiveness including advising, research or creative scholarship, extension education, extension service and other public service, professional service and advancement, academic and professional leadership, services to the University, and ability to interact with colleagues and students. Long-term support of faculty members requires commitment in terms of salary and other resources; therefore, criteria for tenure must include consideration of contributions toward program objectives.

The proposed departmental criteria shall be provided the cognizant administrators (such as dean of the college, director, Vice President). After administrative approval, a copy of the approved departmental criteria shall be provided to every faculty member of the department or unit and filed with the Executive Secretary of the Faculty Senate.

Tenure should be recommended for a faculty member only after a thorough assessment and evaluation of the quality and extent of the individual's performance in terms of the department and/or college criteria. Input into tenure consideration should come from several levels, including students (when the person has instructional duties), other faculty, and administrative officers.

Eligibility and Procedures

A person employed full time at the rank of Assistant Professor, or comparable rank, becomes eligible and must be considered for tenure during the sixth year of service at Washington State University, with tenure, if granted to be effective at the beginning of the seventh year. Generally, recommendations for tenure will be made for Associate Professors or Professors, or comparable ranks, or concurrently with a recommendation for promotion to Associate Professor or comparable rank. A person employed full time at the rank of Associate Professor, or comparable rank, ordinarily will be considered for tenure during the third year of service at Washington State University with tenure, if granted, to be effective at the beginning of the fourth year. This is a negotiable condition of employment. A person employed full time at the rank of Professor, or comparable rank, may be granted tenure through usual procedures, effective the date of initial appointment. This is a negotiable condition of employment. If not employed with immediate tenure, such a person must be considered for tenure during the first year of service, with tenure, if granted, to be effective at the beginning of the second year.

Regular annual reviews, as set forth below, shall be conducted to advise and direct progress toward tenure or, if for adequate cause, to terminate employment. Evaluations of non-tenured faculty members are to be conducted at the departmental level at least once a year. These are to involve all tenured faculty members, and student evaluations are to be included where applicable. The tenured members of the unit are expected to establish how the evaluation is to be accomplished (for example, in an open meeting, in written evaluations submitted directly to the department chair, or by other appropriate means). Following completion of the evaluations, the department chair, or equivalent, is to meet individually with each non-tenured faculty member to discuss results and implications of the evaluation. The purpose of the conference is to aid the faculty member in understanding how tenured members view his or her performance in light of the departmental criteria. A dated written summary of the discussion of these results and of the implications shall be signed by each non-tenured faculty member and the department chair, or equivalent. The faculty member shall have the right to have a statement concerning this summary permanently attached to the summary. A copy of the signed summary is to be provided to the faculty member. This summary also shall be available, upon request, to each tenured member of the department.

Satisfactory progress toward meeting tenure requirements must be demonstrated for continued appointment prior to tenure. In addition to the annual reviews, a formal tenure progress review shall be conducted for all faculty members who were initially appointed full time at the level of Assistant Professor, or the equivalent. This review normally will occur three years prior to tenure consideration. The tenure progress review shall be conducted by those eligible to perform final tenure evaluations, and follow similar procedures as apply to final tenure consideration, except for external professional evaluations. The purpose of this review is to identify relevant deficiencies with regard to progress toward tenure. The results of the tenure progress review shall be made available to the faculty member. Where the results are judged unsatisfactory, the third-year tenure progress review can lead to nonreappointment (see p. 61). In this event, the faculty member may, within thirty days after notification of nonreappointment, petition the Faculty Status Committee to review the decision either upon an allegation of inadequate consideration or upon an allegation of violation of academic freedom.

The final tenure review for faculty members initially appointed full time at the level of Assistant Professor, or the equivalent, shall normally occur in the sixth year of appointment. This final review may occur earlier in especially meritorious cases at the request of the appropriate dean, and with the consent of the Provost, department chair and faculty member. As set forth above, tenure consideration for faculty members initially appointed full time at the level of Associate Professor or full Professor, or other comparable ranks, shall be in the third year and first year of service respectively. Tenure review shall result in either the granting of tenure, to become effective at the beginning of the next academic year following the year in which the tenure review is conducted, or the denial of tenure and the offering of a one-year terminal appointment.

At the time of tenure consideration, all faculty members with tenure in the candidate's department, including those who will retire prior to the effective date of such grant of tenure, are given the opportunity to fill out a form on which the following alternative recommendations are considered: 1. to grant tenure; 2. to deny the granting of tenure. At least five persons who are thoroughly familiar with the attainments of the eligible faculty member must complete this tenure form. When there are not five tenured faculty members in the unit, the tenured members shall recommend additional such persons to the Provost and Academic Vice President, who shall determine which of these persons will complete the tenure form. The recommendations are forwarded by principal administrative officers to the and Provost and Academic Vice President.

The complete curriculum vitae file referred to on page 31 for a faculty member under tenure review will be available to each tenured member within the department or unit. It is expected that professional evaluations for a candidate shall be obtained from persons in other units of the University and from outside the University.

Any untenured faculty member who holds a tenure track position at the time she gives birth may request, through her administrative unit head, that the Provost and Academic Vice President grant a one-year extension of the time at which her tenure decision will be made. Similarly, if the birth occurs prior to the third-year review, a one-year extension of the date of that review may be requested. Requests for extension for these reasons must be made prior to September 1 of the year of tenure consideration and will be routinely granted by the Provost and Academic Vice President. A maximum of two such extensions (a single one-year extension for each of two births) is permitted. The option to extend the tenure candidacy period will be available regardless of the number of weeks of sick leave taken by the faculty member at the time of childbirth, whether or not she has requested or was granted a reduction in her normal professional duties, or whether or not she took leave without pay for the purposes of child care. Any extension of the tenure candidacy period is optional and at the discretion of the faculty member. If the faculty member believes her record justifies tenure within the usual time frame, she may decide not to exercise her option.

Tenure-track appointments for not less than three-fourths time (75 percent) may be offered for all ranks. Under exceptional circumstances, such appointment may be offered for at least half-time but less than three-fourths time. A person employed at the rank of Assistant Professor, or the equivalent rank, who is three-fourths time or greater but less than full-time permanent appointment is to be considered for tenure no later than the seventh year of service at Washington State University, with tenure to be effective at the beginning of the eighth year. For persons appointed under exceptional circumstances to at least a half-time but less than a three-fourths time tenure track position, the time for tenure consideration may be extended.

The performance of all faculty on part-time tenure track appointment is to be judged in accordance with the general criteria for tenure and promotion as set forth in this Faculty Manual and as articulated and supplemented by tenure (and promotion) criteria developed at the department and/or college level. No distinctions are to be made in tenure and promotion standards and criteria between full-time and part-time faculty.

The tenure review procedures of part-time faculty parallel those of permanent full-time faculty, except that tenure progress reviews, analogous to those for full-time appointees, will occur during the fourth year of service for assistant professors.

Any exceptions to these procedures and any special provisions including any decision on the amount of prior service at another institution to be considered toward tenure, must be included in the original appointment. Whether time spent on leave without pay is included in time in rank applicable toward tenure should be determined when the leave is approved.

Computation of eligibility is made from the preceding August 16 for persons employed at any time during the first semester and from the following August 16 for persons employed during the second semester. Appropriate adjustments are made for persons on twelve-month appointments.

Faculty members without tenure who are promoted to a higher rank are eligible for tenure only after completion of the terms of service required for eligibility for tenure in the rank of their original appointments.

If the fraction of a faculty member's part time appointment is increased in the same department after he or she has been granted tenure, tenure for the increased portion of the appointment must be granted automatically.

Tenure must be granted, or denied. Grant of tenure becomes effective on August 16 for academic-year appointees and on July 1 for annual appointees. Upon denial of tenure, notification of nonreappointment will be given at least twelve months in advance of the termination of service.

Notification of the granting or denial of tenure shall be given in writing to the particular faculty member by the dean within three working days after a decision has been made by the dean, the Provost and Academic Vice President, and the President, or designee acting for the President. This notification will include the date at which tenure recommendation will be reported to the Board of Regents.

If the faculty member resigns within 90 calendar days after tenure decisions were reported to the Board of Regents, no reference will appear in his or her personnel file that tenure was denied or that a recommendation to deny tenure was made. The effective date of such resignation shall be the date upon which the appointment would have been terminated if tenure had been denied, or earlier, if mutually agreed to by both parties.

A faculty member who has been denied tenure may, within 30 days after notification of nonreappointment by the faculty member's dean or equivalent administrator, petition the Faculty Status Committee to review the decision, either based upon an allegation of violation of academic freedom or based upon an allegation of inadequate consideration.

If a review by the Faculty Status Committee is requested, the Committee shall determine its own procedures for hearing the matter, consistent with law, shall conduct its review as expeditiously as possible, and shall report its findings to the President, or designee, and to the faculty member requesting Faculty Status Committee review within the next 90 days after the request is made. The Committee may elect to count only days of the academic year in the 90 day period. The President shall notify the faculty member requesting the review of the President’s decision within 30 days after receiving the report of findings.

A tenured person whose position has been eliminated also has the right of appeal to the Faculty Status Committee.

SALARY

The objective of the Faculty Salary Policy shall be to provide faculty sslary increases, based on evaluation of professional growth and meritorious performance as determined in the Annual (Performance) Review Process. Within available means, salaries are to be comparable with those paid for similar service at peer institutions.

Allocation

When funds become available for faculty salary increases, they shall be allocated in the following manner:

Unless provided otherwise by law, salary increase monies shall be allocated 30 percent to professional development, 40 percent to superior merit, and 30 percent to extraordinary merit/equity/market adjustments. The professional development portion reflects professional growth and service to the University during the period of review and, unless extraordinary circumstance occur, each faculty member will receive this professional development adjustment. The professional development portion shall be uniformly allocated as an equial percentage of annual salary to all faculty, unless substandard performance or extraordinary circumstance occur. The superior merit portion, also a performance-based merit adjustment, reflects the degree of superior merit above the average performance realized during the period of review.

When a faculty member is promoted, his/her salary will be increased by no less than four percent of his/her annual salary, or two percent of the average WSU faculty salary, whichever is greater, starting with the effective date of the promotion. This adjustment will be made regardless of the level of funding for salary increases and will be in addition to any other adjustments made to the faculty member's salary (merit, equity, marketplace, cost-of-living, etc.).

Alternative Allocation

Should the President believe in any particular year that allocation of salary funds in accordance with the Section, ALLOCATION, above is not in the best interests of the University, the President shall seek the advice of the faculty through the Faculty Senate on an alternative salary allocation proposal. When the President seeks such advice the matter shall be privileged before the Faculty Senate and a response shall be forthcoming within fourteen days.

Summer Salary

Payment for summer employment will be at an agreed figure, which in no case may exceed a monthly rate of one-ninth of the previous academic-year salary. Normally, total employment is limited to two months. Salaries for full-time summer session teaching for the eight weeks' summer term are ordinarily equal to two months of the regular pay for the academic year. Salaries may be negotiated at a lower level for teaching of summer courses which do not achieve the minimum enrollment to be self- sustaining. Salaries for shorter periods of summer teaching are proportionate.

REASONABLE ACCOMMODATION FOR DISABLED EMPLOYEES

The Washington State Law Against Discrimination, RCW 49.60, together with federal law, Section 504 of the Rehabilitation Act of 1973, prohibits discrimination in employment on the basis of mental, physical, or sensory handicap. In its program of equal employment opportunity, Washington State University is legally and morally committed to providing reasonable accommodation for disabled employees. Disability includes any physical, mental, or sensory impairment that affects the performance of major work activities and therefore may impede an individual in obtaining or maintaining permanent employment and promotional opportunities.

If an employee is otherwise qualified to perform the job, the institution may not discontinue an employee or refuse to hire or promote an employee solely on the basis of disability. Once a disability is identified, if the employee is otherwise qualified to perform the job, the employee and supervisor must work together to determine what reasonable accommodation, if any, is needed. An accommodation is considered "reasonable" if it does not impose an undue hardship on the institution. Each employee's circumstances will be evaluated on a case-by-case basis.

Faculty members and administrative/professionals should, upon certification by a physician that they have a disability which may affect the performance of major work activities, request an accommodation from the department or area head and contact Human Resource Services. Human Resources Services will provide information on the types of accommodation available to faculty and administrative/professionals and coordinate accommodation requests with Affirmative Action and Special Programs, the Safety Division, and Retirement and Insurance.

Whenever reasonable, Washington State University will try to accommodate the employee in his/her current position. Other options, however, may include a change in position, paid or unpaid sick leave, long-term disability, or retirement because of health conditions.

Prospective employees and applicants for employment who need accommodation during the job search process should contact the Office of Human Resource Services.

Employee Appeals

If, after working with the supervisor and the appropriate resource personnel, employees feel their disabilities have not been reasonably accommodated, they should contact the Affirmative Action and Special Programs Office for additional assistance. Employees may also appeal to the Washington Human Rights Commission, the Federal Equal Employment Opportunity Commission, and/or the Office of Federal Contract Compliance Programs.

Funding

Facility modifications required by an employee to perform his/her job are funded from the Minor Capital Improvements budget, administered by Facilities Planning. Equipment required by an employee to perform his/her job is funded from the University's operating budget. Other sources of funding, including specific Minor Capital Improvements projects, the Department of Labor and Industries, and other rehabilitation programs, should be explored in all cases.

Record Keeping

It is important that employees identify medically verifiable disabilities and the need for accommodation. New hires are required to identify a medically verifiable disability for inclusion on the Personnel Action Form. Employees who become disabled after being hired should notify the supervisor of a disability that may affect work performance and request a modification of the Personnel Action Form. A physician's evaluation may be required to assist the personnel office and the supervisor in identifying which essential duties can be performed and what accommodations may be required.

To ensure compliance with both state and federal regulations and to provide consistency within the institution, records of accommodations will be maintained in the Affirmative Action and Special Programs Office. The Office of Human Resources Services shall provide a brief summary of accommodations to the Affirmative Action and Special Programs Office.

LEAVE OF ABSENCE AND VACATION

Annual Leave

The vacation provision in the terms of employment is intended to provide opportunity for periodic leisure and relaxation, free from official duties. Vacation time, therefore, is not regarded as a leave of absence.

Faculty on annual appointment earn annual leave at the rate of 14 2/3 hours per month of completed service, not to exceed 22 working days per year. Unused annual leave is cumulative to a maximum of 44 working days. Leave is scheduled with the approval of the unit administrator. Faculty cannot be paid for annual leave unless they leave state employment.

(Business Policies and Procedures Manual, 60.63)

Academic-Year Faculty

Members of the faculty on academic-year appointment are free to seek other employment in the summer, to do consulting work, or to study. Summer employment by the University of persons on academic-year basis is not precluded, but no obligation exists to provide such employment.

Holidays

The University establishes a schedule for each year, including ten holidays. This schedule is available from the Office of the President and is published in the WSU Week.

Ordinarily, legal holidays will be observed by all staffs as nonworking days. However, if any single organized staff decides for itself that it wishes to work on any of these holidays, such determination is its prerogative. This determination will not bind any other staff to such observance. For example, the Resident Instructional Staff has generally maintained full weeks of instruction except on all-University holidays. Faculty on annual appointment are eligible for one day's personal holiday, to be used on a fiscal-year basis and only in a one-day block.

(Business Policies and Procedures Manual, 60.63; 60.67)

Absence

Absence of faculty members from official duty is subject to such limitations as the administrative officer in charge may determine.

Sick Leave

Members of the faculty are allowed sick leave with full pay under certain conditions:

1. Faculty on academic-year appointment earn sick leave at the rate of one working day per month of completed service or nine working days per year. One additional day of sick leave is earned for each month of full-time summer employment.

2. Faculty on annual appointment earn sick leave at the rate of one working day per month of completed service or twelve working days per year.

3. Sick leave may not be taken before it is earned. It is usable only in case of illness or temporary disability of the faculty member or his or her immediate family.

4 A faculty member may use eight hours per month of accrued paid leave (including sick leave) for up to four months during parental or disability leave without pay to maintain eligibility for University-sponsored insurance benefits.

5. A faculty member must submit a health certificate from a physician for illness requiring sick leave of more than ten continuous work days. If the certificate states that the employee is able to work part-time, sick leave will be authorized on a part-time basis only.

6. A faculty member may use any accrued leave or leave without pay during the temporary disability resulting from pregnancy. Ordinarily, maternity leave is six weeks or less. Leaves longer than six weeks may be granted at the discretion of the employing officials.

7. The administration of faculty sick leave is the responsibility of the President and is delegated, through the Provost and Academic Vice President, to the principal administrative officers and the department chairs. Sick leave is reported on the Faculty Leave Report.

(Business Policies and Procedures Manual, 60.63)

Military Leave

The regulations concerning leave for training duty and for active military service are as provided by state law:

RCW 38.40.060 Every officer and employee of the State of Washington or of any county, city, or other political subdivision thereof who is a member of the Washington national guard or of the army, navy, air force, coast guard, or marine corps reserve of the United States, or of any organized reserve or armed forces of the United States shall be entitled to and shall be granted military leave of absence from such employment for a period not exceeding fifteen days* each calendar year. Such leave shall be granted in order that the person may take part in active training duty in such manner and at such time as he may be ordered to active training duty. Such military leave of absence shall be in addition to any vacation or sick leave to which the officer or employee might otherwise be entitled, and shall not involve any loss of efficiency rating, privileges, or pay. During the period of military leave, the officer or employee shall receive from the state, or the county, city, or other political subdivision, his normal pay. [1957 c 236 1]

RCW 73.16.033 Any person who is a resident of this state and who voluntarily or upon demand vacates a position of employment to determine his physical fitness to enter, or who actually does enter upon active duty or training in the Washington national guard, the armed forces of the United States, or the United States public health service, shall, provided he meets the requirements of RCW 73.16.035, be reemployed forthwith: Provided, That the employer need not reemploy such person if circumstances have so changed as to make it impossible, unreasonable, or against the public interest for him to do so: Provided further, That this section shall not apply to a temporary position.

If such a person is still qualified to perform the duties of his former position, he shall be restored to that position or to a position of like seniority, status, and pay. If he is not so qualified as a result of disability sustained during his service, or during the determination of his fitness for service, but is nevertheless qualified to perform the duties of another position under the control of the same employer, he shall be reemployed in such other position: Provided, That such position shall provide him with like seniority, status, and pay, or the nearest approximation thereto consistent with the circumstances of the case. [1953 c 212 2]

(Business Policies and Procedures Manual, 60.63)

Leave for Jury Duty

Faculty members are entitled to leave for jury duty. Those not entitled to exemption by state statute shall serve with neither gain nor loss in compensation. The jury fee to which they are entitled shall be deducted from their University salary.

Leave for Testimony at Trials and Hearings

University employees, as all citizens, have a duty to provide accurate information to adjudicatory bodies. The purpose of this policy is, to the extent proper and permissible, to alleviate the burdens of subpoenaed testimony and to permit expert testimony to be provided through arrangements made directly between faculty and litigants. Where faculty are subpoenaed because of facts gained within the course of

*Fifteen days is interpreted as fifteen working days and not fifteen calendar days. University duties, arrangements for providing expertise to litigants should be reviewed to assure the University's interests are protected.

Voluntary Expert Testimony.

Voluntary expert testimony is governed by the Policy on Compensated Outside Professionally Related Service by Faculty Members.

Subpoenaed Expert Testimony.

In the course of his or her professional duties, a faculty member may develop facts based upon his or her specialized expertise. Such knowledge may cause him or her to become subject to a subpoena for testimony which is essentially expert in nature. In such cases, he or she may request permission from his or her immediate supervisor to testify as a voluntary expert witness and negotiate an arrangement and fee for such testimony. Normally, the faculty member's request to testify under such an arrangement will be granted unless the testimony (1) might involve the University in the litigation as a party; (2) is likely to damage the reputation of the University; or (3) is so closely connected to duties specifically directed by the University that it would be improper to permit testimony in a private capacity. If the faculty member is not granted permission to testify as a voluntary expert, he or she shall testify as part of his or her University duties and be reimbursed through the established process for actual expenses incurred. The University has the right to determine proper fees for testimony rendered on University time, and the fees shall accrue to the University. If permission to testify under a negotiated arrangement is granted, such activity is treated as voluntary expert testimony and is governed by the Policy on Compensated Outside Professionally Related Service by Faculty Members. Faculty, supervisors, and department chairpersons should consult the Office of the Attorney General when faculty are served with subpoenas relating to performance of University duties.

Non-expert Testimony Pursuant to Subpoena.

A faculty member appearing as a non-expert witness pursuant to an effective subpoena shall serve with neither gain nor loss in compensation; therefore, any statutory witness fee paid for such testimony shall be returned to the University.

(Business Policies and Procedures Manual, 60.63)

Leave Without Pay

For important service to the state or to the United States, leave of absence without pay ordinarily will be granted to faculty members. Leave without pay for other reasons, such as graduate or professional study or acceptance of foundation grants, exchange professorships, and consulting appointments, may be granted. A faculty member applying for a grant, professorship, or appointment must secure the approval of the immediate administrative officers and deans prior to submitting the application. Leave, if granted, normally will be for a period not exceeding one year. The faculty member must state in writing an intention to return to the service of the University for at least one year after the leave or to retire, if eligible, at the end of the leave. Faculty members on leave-without-pay status do not earn annual or sick leave.

If a faculty member chooses to strike against the University or otherwise not perform assigned responsibilities, he or she shall inform the immediate administrative superior of such intention at least 24 hours in advance of action. Going on strike and/or otherwise willfully failing to perform regular duties shall be considered an automatic request by a faculty member for leave without pay. Such a request will normally be granted for the period during which the faculty member is not on duty. When the faculty member fails to perform assigned responsibilities, without providing notification of intent to strike, the principal administrative officer, after consultation with the immediate administrative officer, will determine whether that person is on strike.

These provisions shall not prejudice the right of the University to initiate disciplinary action in accordance with the regulations provided.

(Business Policies and Procedures Manual 60.63)

Professional Leave

Professional leaves may be granted to faculty members in recognition of meritorious service and/or scholarly achievement in teaching, research, and creative activity. Applications for professional leaves will be considered only from faculty members on permanent appointment (academic or annual) who have completed at least five years of active service for Washington State University at the time the leave is to be effective. The amount of prior service on temporary appointment at Washington State University applicable to professional leave will be determined by the Provost and Academic Vice President.

Faculty members on professional leave are relieved from all teaching, research, administrative, and committee functions for the leave period so that full time may be devoted to the purpose for which the leave is granted. Professional leaves are to be used for specified projects to further professional study or development and must be of advantage to the University in terms of improved instruction, research, or public service. Leaves may not granted to faculty members when a major purpose of such leave is the enhancement of the faculty member's private business. Neither are leaves granted to faculty members whose primary purpose is working toward an advanced degree. Under unusual circumstances, professional leave may be awarded for a meritorious project that may incidentally lead to attainment of a degree; in such cases, leave is awarded on the basis of the proposed project itself without reference to the acquisition of the advanced degree.

A faculty member is expected not to engage in other employment during the period of professional leave for which University salary is paid. The sum of the professional leave salary and any salary provided by grants and stipends cannot exceed the University salary for the leave period. Reimbursements for travel and related expenses (including cost-of-living adjustments) for grantees and dependents are not considered salary items.

Professional leave may be granted for periods up to two semesters or twelve months for faculty on academic or annual appointment, respectively. Faculty on academic appointment may receive l00 percent of base salary for leaves of one semester or 75 percent of base salary for leaves of two semesters. Faculty on annual appointments may receive 100 percent of base salary for leaves of six months or 75 percent of base salary for leaves of twelve months. Faculty on academic appointment who are granted paid leaves of more than one semester but less than two semesters will be paid at a monthly rate which is the average of 4.5 months at 100 percent and any additional months at 50 percent. Faculty on annual appointments who are granted paid leaves of more than six months but less than twelve months will be paid at a monthly rate which is the average of six months at 100 percent and any additional months at 50 percent. In any case, the monthly rate of pay during the leave period may not exceed the average salary rate of the highest paid quartile of teaching faculty on academic year appointments [RCW 28b.10.650]. Faculty on professional leave do not earn annual or sick leave. Extra compensation for services as a department chair or other administrative officer is discontinued during a professional leave.

Professional leaves cannot be granted where the ongoing program of instruction, research, or extension will be jeopardized, and leaves cannot result in an additional dollar cost to the University. Administrative supervisors must certify that leaves will not affect the unit programs or result in additional costs.

Faculty members receiving professional leaves in a fiscal year can postpone them to a subsequent fiscal year only at the University's request or because of the unexpected temporary unavailability of laboratory, library, consultant, or other resources required by leave projects. Otherwise, if faculty members wish to delay leaves into the next fiscal year, new applications must be submitted to be considered with others received at the later time.

A faculty member receiving a professional leave must agree to return to active duty as a member of the faculty for a period at least equal to the length of the leave. Within three months following return to the University, unless special provisions are made, the faculty member must submit a written report to the President, summarizing the work completed during the professional leave and including a statement on how the leave experiences will be utilized in continuing institutional responsibilities.

Specific guidelines for making application for professional leave are available from the Office of the Provost and Academic Vice President. Completed applications are considered by the Provost and Academic Vice President, who then forwards recommendations to the President. In some cases the Provost and Academic Vice President refers leave applications to the Senate Faculty Affairs Committee for its recommendation. Final approval is given by the President.

Retraining Leave

Retraining leave may be granted to faculty members in recognition of previous meritorious service and for previous scholarly achievement in teaching, research, or service.

The purpose of retraining leave is to provide opportunities for tenured faculty to prepare themselves for beginning new educational programs, or for continuing existing ones, within specific areas of the University that are experiencing, or expect to experience in the future, declining enrollments. Subject programs may be assigned to a department or unit in which a faculty member is currently a part or may be assigned otherwise. In any event, the department or unit must demonstrate clearly a need for added personnel having specific qualifications.

Procedures for applying for retraining leave are available in the Office of the Provost and Academic Vice President. A faculty member is eligible for retraining leave provided he/she expects to serve WSU for at least five years following the leave and before retirement. Completed applications are considered by the Provost and Academic Vice President who subsequently approves or disapproves the application. A person accepting retraining leave is obligated to enter into a written and signed agreement with WSU stipulating that he/she shall return to University employment following completion of the leave for a period at least as long as the leave period.

Leave may be granted for up to two semesters or one year, respectively, for academic or annual year appointees. Salary policies and rates are the same as those for professional leave except that, when retraining is a condition of continued employment, remuneration shall be at 100 percent of base salary.

Leave With Pay

Leave with pay for the purpose of official duties or service in behalf of the University may be authorized by the principal administrative officer in charge or, in the case of principal administrative officers, by the Provost and Academic Vice President. After two years of completed service, a faculty member may request ten days of special leave with pay. This must be approved by the Provost and Academic Vice President prior to leave. Further requests may be made after each additional two years of completed service.

(Business Policies and Procedures Manual, 60.63)

Emergency Leave

Emergency leave is intended to apply only in the case of death in the family or other comparable emergency. Such leave, with pay, maybe granted to a faculty member by the dean or other principal administrative officer in charge, provided the regular duties of the person concerned are assumed by other staff members without additional expense to the University. A complete report of the leave is to be made promptly to the Provost and Academic Vice President. Without authorization of the President, or of a person designated by the President, such leave with pay may not exceed five days.

(Business Policies and Procedures Manual, 60.63)

Leave of Absence in Relation to Continuing Employment and to Tenure

Grant of leave of absence to an employee for any purpose does not constitute or imply, on the part of the University, any greater obligation to resume or continue such employment than had the employee not been granted leave; nor does grant of leave of absence involve any additional tenure obligation on the part of the University. However, especially meritorious service to the state or nation will be taken into consideration.

Faculty members on military leave, leave for jury duty, leave for testimony at trials and hearings, and leave with pay earn annual and sick leave. Faculty members on professional leave or leave without pay do not earn annual or sick leave. Whether time spent on leave without pay is included in time in rank applicable toward tenure should be determined when leave is approved.

DISCIPLINARY REGULATIONS

Adherence to the Faculty Code of Professional Ethics is the responsibility of the individual faculty member. The principles implicit in these procedures are for the benefit of all who are involved with or are affected by the rules and regulations of Washington State University.

If a faculty member is accused of violating the Faculty Code of Professional Ethics, academic due process shall be observed so as to preserve academic freedom and the integrity of the institution and will be ensured by following the procedure described below. (For emergency situations see pages 61-63; for physical or mental health reasons see pages 63-64).

INFORMAL CONCILIATION PROCEDURES

It shall be the prerogative of the chair of the department (or immediate administrative official, if no chair) or, if called upon, the University Ombudsman, to attempt to resolve a disciplinary problem. If this is unsuccessful, the faculty member may refer the case to the Faculty Status Committee which shall attempt to reach a satisfactory resolution of the matter through conciliation. The procedures may well include direct discussion between the parties involved concerning the alleged misconduct. If satisfactory resolution is attained, there shall be no further action. Such informal resolution may include sanctions, but only if agreed to by the faculty member. If satisfactory resolution is not obtained, further action may occur.

In cases where the Faculty Status Committee has sufficient reason to believe that a physical or mental health condition is the underlying cause of the disciplinary problem, procedures described on pages 63-64 shall be followed.

STATEMENT OF CHARGES

The Provost and Academic Vice President may initiate a Statement of Charges after information has reached his office. However, if a complainant group files a petition for Statement of Charges with the Provost, the Provost shall within 21 calendar days, either serve the accused faculty member with a Statement of Charges or respond in writing to the complainant group, stating the reasons for not proceeding with a Statement of Charges. A complainant group shall be comprised of at least one-fourth, but not fewer than three, of the faculty members of the accused faculty member's department or comparable organizational unit.

The Statement of Charges shall include the following:

1. A reference to the Disciplinary Regulations of Washington State University, including a reference to the particular rules or policies the faculty member is alleged to have violated.

2. A short and plain statement of the matters asserted. If the matters cannot be stated in detail at the time the Statement of Charges is served, the initial Statement of Charges may be limited to a statement of the issues involved. Thereafter, upon request, a more definite and detailed Statement of Charges shall be furnished.

A petition for Statement of Charges shall include the same material as required above for a Statement of Charges.

INFORMAL PROCEDURES--INFORMAL HEARING

Once the Statement of Charges is served, informal procedures start, at which time there arises a "contested case."

The procedures contained in the Higher Education Administrative Procedures Act governing contested cases shall apply to the procedures undertaken from this point. If the Faculty Status Committee previously has been involved in conciliation procedures, the Faculty Status Committee's continuing efforts after the Statement of Charges is served are to be regarded as informal procedures.

If the Faculty Status Committee has not been involved previously, it shall attempt to reach a satisfactory resolution of the matter following the serving of the Statement of Charges, utilizing the informal conciliation procedures identified in 1. above. Whatever combination of procedures is used from this point shall constitute the "informal hearing" and "informal procedures" referred to in RCW 28B.l9.110 and 28B.19.120. As provided in RCW28B.19.120 (4 and 5):

TWO WAYS TO PROCEED TO A FORMAL HEARING

(A formal hearing herein embraces a "formal hearing" and a "formal procedure" as denoted in RCW 28B.19.110 and 28B.19.120.)

1. Recommendation by Faculty Status Committee to Hold a Formal Hearing and the Decision on That Recommendation

The Faculty Status Committee shall, failing to effect an adjustment through informal conciliation procedures, make a recommendation to the Provost and Academic Vice President as to whether or not formal disciplinary proceedings set forth below should be undertaken. If its recommendation is that no formal disciplinary proceedings be held, and if the Provost and Academic Vice President agrees with this recommendation, there shall be no further proceedings. If the recommendation is for formal disciplinary proceedings, and the Provost and Academic Vice President agrees, then the formal hearing procedures described below shall be instituted.

If the Provost and Academic Vice President does not agree with the Faculty Status Committee's recommendation, the decision concerning whether to hold a formal hearing, after consultation with the Faculty Status Committee, shall be that of the Provost and Academic Vice President.

If the decision is to hold a formal hearing, the Provost and Academic Vice President shall promptly notify the faculty member, the Faculty Status Committee, and the appropriate administrative officer or officers. Such notification is not the same as "service" on pages 53, STATEMENT OF CHARGES and page 56, Notice of Hearing.

2. Request by a Faculty Member to Have a Formal Hearing

Once a Statement of Charges is served (which may occur prior to, during, or following Faculty Status Committee conciliation procedures), the person who is charged may request and have a formal hearing. However, he/she may prefer to use the informal procedure first. The request for a formal hearing must be directed to the Provost and Academic Vice President and to the Faculty Status Committee, within the time prescribed in RCW 28B.19.110. These items are paraphrased as follows to fit Washington State University circumstances: (i) within ten days after the faculty member has been notified by the Faculty Status Committee of the time and place for representatives of the Faculty Status Committee to first meet with him/her for informal procedures on the contested case; or (ii) within five days after the chairman of the Faculty Status Committee has notified the faculty member that it is impossible to proceed further with informal procedures; or (iii) within ten days after the Faculty Status Committee has notified the faculty member, first, of the fact that the informal conciliation procedures have concluded, and second, of the Faculty Status Committee's recommendation following upon those conciliation procedures.

FORMAL HEARING PROCEDURES

1. Formation of the Hearing Committee

2. Notice of Hearing

Notice of hearing with specific charges in writing shall be served by the hearing committee on the faculty member, on the Provost and Academic Vice President, and on any complainant group not less than ten days prior to the hearing, as required in RCW 28B.19.120 (1). Upon request, the faculty member shall be ranted up to two additional ten-day periods in which to prepare a defense. The notice shall include the following, paraphrased to comply with RCW 28B.19.120 (1), (2), (3), and (4):

3. Faculty Member Response to Hearing Notice

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 support a finding of violation of the Faculty Code of Professional Ethics, the hearing committee will evaluate all available evidence and rest its recommendation upon the evidence in the record.

4. Conduct of the Formal Hearing

5. Findings of Fact, Recommendations, and Sanctions

6. Action by the President

7. Action by the Board of Regents

The review by the Board of Regents will be based on the record of the committee hearing and will provide opportunity for argument, oral or written or both, by the principals at the hearing or by their representatives. The decision of the President will either be sustained, or the Board of Regents will return the case to the President with specific written objections.

If it is returned by the Board of Regents, the President may refer it to the hearing committee to reconsider to take into account the stated objections and to receive new evidence if necessary, and to submit a final report to the Board of Regents. If evidence is taken, the faculty member shall have the right to academic due process accorded at earlier stages of the proceedings.

The Board of Regents will make a final decision only after study of the committee's final report, within 60 days of the date of that report, and in accordance with the principles implicit in these procedures, which are designed to protect the rights of the individual as well as the integrity of the University.

SUMMARY SUSPENSION

Summary suspension is the responsibility of the President. Ordinarily, the disciplinary authority of the University will be invoked only after completion of the procedures established for the review of discipline cases and after the individual has utilized any appeal procedures desired as described in the preceding sections of the disciplinary regulations.

However, in emergency situations, if the safety of one or more individuals is imperiled, property is endangered, or the faculty member's ability to function appears to be substantially impaired, the President or an authorized designee may summarily suspend the faculty member. Salary shall continue during such summary suspension. In all such emergency cases, the faculty member is thereafter entitled to the same due process as provided in the preceding sections on disciplinary matters. There shall be the same need for a Statement of Charges, and the initiating party shall be the Provost and Academic Vice President or his authorized designee.

Informal procedures to be conducted by the Faculty Status Committee must begin within three working days from a summary suspension.

The notice of summary suspension shall be served on the faculty member in person. The notice should indicate that the suspension is for an emergency purpose in accordance with this section. If personal service is not feasible the notice shall be sent by certified mail. If there is to be a restriction on the faculty member's privilege to be present on University property, the faculty member shall be notified of that constraint, such notice not necessarily to be simultaneous with the notice of summary suspension.

TERMINATION

Employment may be terminated in any of the following ways:

1. Nonreappointment

2. Resignation

3. Under extraordinary circumstances

4 For cause: violation of the Faculty Code of Professional Ethics

5. For cause: physical or mental health reasons

NONREAPPOINTMENT

A faculty member on appointment without terminal date and without tenure should make no presumption of reappointment, including reappointment with tenure. A nonreappointed faculty member will be advised in writing by the department chair as soon as it has been decided that the appointment is not to be renewed. Normally, this decision shall be made by the department chair in consultation with the dean and tenured members of the department involved. This notification will be given to the faculty member as follows: (1) at least three months in advance of the termination of services if he or she is in the first year of employment; (2) at least six months in advance of the termination of services if in the second year of employment; (3) at least twelve months in advance of the termination of services if he or she has been employed by the University for two years or longer. At the request of the faculty member, a written statement of the reason for nonreappointment shall be provided.

Except in extraordinary circumstances, such as financial exigencies or elimination of function, these provisions of notification apply.

RESIGNATION

A member of the faculty with teaching responsibilities is expected to complete the academic year unless the appointment is for a shorter term. Any member of the faculty with teaching responsibilities who has decided to terminate services with the University is expected to notify the dean in writing at the earliest possible opportunity, but not later than March 15. A faculty member without teaching responsibilities is expected to give at least two months of notice, and principal administrative officers are expected to give at least four months notice of resignation. The faculty member may properly request a waiver of this requirement of notice in case of hardship or in a situation where he or she would otherwise be denied substantial professional advancement or other opportunity.

Unless otherwise mutually agreed, a faculty member who terminates service without giving due notice or who fails to complete an academic year or other term for which he or she may have been employed, except under extraordinary circumstances, is regarded as having broken the terms of the contract of employment with the University.

Breach of contract may place the University in a position of hardship in meeting its responsibilities to its students and services to the state. Such action is regarded also as a breach of professional ethics. A complete account of any irregular resignation may be written into the permanent record of the person concerned.

UNDER EXTRAORDINARY CIRCUMSTANCES

Termination of a tenured appointment or any other appointment before the end of the period of appointment may be based on financial exigency; discontinuance of a program or department of instruction, research, or service; or chronic medical disability.

A financial exigency exists when the President or his designee, after consultation with the principal administrative officers and with the Faculty Senate Steering Committee, Budget Committee, and Faculty Affairs Committee, has determined and declared that a budgetary crisis, legislative mandate, and/or other causes constitute the exigency, and that determination has the concurrence of the Board of Regents.

Before an appointment is terminated because of the discontinuance of the program of instruction, research, or service, the institution will make an effort to transfer the affected faculty member to a suitable position for which he or she is qualified. If an appointment is terminated before the end of the period of appointment because of financial exigency or because of the discontinuance of a program of instruction, the released faculty member's place will not be filled by a replacement within a period of three years, unless the released faculty member has been offered suitable reappointment and a reasonable time within which to accept or decline it.

Termination may be effective for all faculty, including those on academic-year basis of service, on any day of the calendar year. Tenured faculty members holding annual (twelve-month) appointments shall be entitled to receive at least twelve calendar months' notice in advance of termination for reasons of financial exigency or elimination of function. Tenured faculty members holding academic-year (nine-month) appointments shall be entitled to at least nine calendar months' notice in advance of termination for reasons of financial exigency or elimination of function, provided that the three summer months, not part of the usual academic year (which under the current academic calendar is the period from May 16 to August 15 of each year), shall not be included when computing notice requirements. Nontenured faculty members shall be entitled to minimum advance notice of termination of services for reasons of financial exigency or elimination of function in accordance with the following:

Type of Appointment Year of Employment Minumum Advance Notice in Calendar Months
 
Annual (twelve-month) 1 3
Annual (twelve-month) 2 6
Annual (twelve-month) 3 or more 12
Academic (nine-month) 1 3*
Academic (nine-month) 2 6*
Academic (nine-month) 3 or more 9*

*Excluding three summer months

Where less than the required notice is given prior to termination, the faculty member shall be entitled to receive at the time of termination one-twelfth of the faculty member's current annual salary, where the appointment is on an annual basis, or one- ninth of the faculty member's current annual salary where the appointment is on an academic-year basis, for each month less than the required notice; provided that the University may, at its option, make regular monthly severance pay payments from the date of termination until the expiration of the appropriate notice period, commencing the date notice of termination is given, unless there is an agreed settlement on or before the termination date of the total amount of severance pay to be paid to the faculty member.

In the event that a faculty member who has received notice of termination for reasons of financial exigency or elimination of function secures new employment prior to the effective date of the termination, he or she shall provide the University with immediate notice, including the effective date of new employment. In these cases, the University shall waive the requirements for resignation notice that would otherwise apply.

This termination under extraordinary circumstances is not a dismissal, but a faculty member shall have the right to have these issues reviewed by the Faculty Status Committee where he or she believes that bona fide financial exigency or elimination of function is in question if the faculty member requests such review within 30 days after receipt of notice of termination. If a review by the Faculty Status Committee is requested, the Committee shall determine its own procedures for hearing the matter, consistent with law, shall conduct its review as expeditiously as possible, and shall report its findings to the President, or designee, and to each faculty member requesting Faculty Status Committee review within 90 days after the request is made. The Committee may elect to count only days of the academic year in the 90 day period. The President shall notify each faculty member requesting the review of the President's decision within 30 days after receiving the report of findings.

FOR CAUSE: VIOLATION OF THE FACULTY CODE OF PROFESSIONAL ETHICS

See Disciplinary Regulations pages 52-60.

FOR CAUSE: PHYSICAL AND MENTAL HEALTH REASONS

A faculty member may be suspended or his/her appointment terminated when physical or mental conditions result in inadequate performance or disciplinary problems. Normally, solutions to such matters would be resolved through efforts of department chairs and unit heads, deans, appropriate central administrators, and the University Ombudsman. When these efforts do not result in a satisfactory solution, the procedures described below shall be followed.

The informal and formal procedures, if needed, shall parallel the procedures for disciplinary cases, except as follows. A Statement of Inadequate Performance Due to Physical and Mental Health Reasons would replace the Statement of Charges. The Statement of Inadequate Performance Due to Physical and Mental Health Reasons would be in the context of quality of performance due to physical and mental health reasons rather than violations, or if the latter, only incidentally so. Any suspension or termination would be for physical or mental health reasons.

If a formal hearing procedure is necessary, a hearing panel will replace the formal hearing committee. The hearing panel will be chosen by the Faculty Status Committee and will be comprised of three members, at least two of whom will be members of the faculty or University health service chosen with regard to the mental health problems at hand. The charge of the hearing panel is to determine that a physical or mental health problem underlies inadequate performance. The panel may or may not further identify the specific health problem.

The ultimate disposition may be suspension or termination. Such disposition shall not preclude the opportunity for a faculty member to receive salary continuation as provided by the University's insurance program. In cases of suspension there may arise a need for reconsideration if physical and mental evidence warrant. Reconsideration would be at the request of the faculty member or immediate supervisor, no more frequently than once each year and granted at the discretion of the same (if feasible) hearing panel.

In a given health situation, it may be that the need for the special procedure above may not be identified until after various stages of disciplinary procedures have been followed; in that case, in the discretion of the Faculty Status Committee (during informal procedures) or of the hearing committee (during formal procedures), the procedures of this hearing panel may be adopted. At any stage of the procedures whatsoever, the faculty member may ask that the special physical and mental health procedures be considered for adoption.

RETIREMENT

RETIREMENT AGE

University retirement plans provide for retirement with full benefits at age 65. Early retirement may occur, with reduced benefits, during any year following age 62.

RETIREMENT SYSTEM

The University retirement system has been established by the Board of Regents under authority provided by laws of the state of Washington for the purpose of providing retirement incomes and related benefits to employees. (For details on the retirement system, see information available from the Benefit Services and Risk Management Office.)

REEMPLOYMENT OF RETIRED FACULTY

Any tenured faculty member eligible for retirement under the University's retirement rules who retires prior to age 70 can elect reemployment to his or her program up to 40 percent time until age 70. (Forty percent of full time is the maximum for which the University can pay a retiree from all sources.)

The maximum salary will be calculated as 40 percent of the highest two consecutive years' average. The salary will automatically be increased at such time as across-the- board salary increases are authorized. However, retired faculty are not eligible for merit increases, equity adjustments, or market raises.

In order to be eligible for 40 percent reemployment, the faculty member must make a request by December 1 of the year prior to that in which 40 percent reemployment is sought. After the first year, the retiree must announce by December 1 his or her intent for the following year.

Efforts will be made to accommodate the scheduling demands of retired faculty, but no guarantee of semester or time can be given in advance of the development of the course schedule for the following year. Final course assignments are made at the discretion of the department.

In most cases, reemployment will be for instructional duties only. However, deans, chairs, or other principal administrative officers may work out arrangements with the retired faculty member for special research or administrative duties. Another option is for retired faculty to take their reemployment in the form of research supported by grants and contracts. There is nothing to prevent retired University employees from submitting grant proposals through the Office of Grant and Research Development. In any case, the 40 percent salary limitation applies to all salary payments made through the University.

In order to maintain the right of reemployment, the retired faculty member must be reemployed in each year until he or she wishes to discontinue that arrangement. If a year is missed, it would constitute an end to the contract. However, reemployment can be renewed by mutual consent of the retiree and the University on a year-to-year basis.

The policies applicable to part-time faculty contained in the Faculty Manual apply to reemployed retired faculty members except to the extent inconsistent with their retired status.

PROCEDURES AND RECORDS

PAYROLL PROCEDURES

Each employee signs an Employee's Withholding Exemption Certificate, Form W-4, as required by the United States Treasury Department, before being placed on the payroll. Ordinarily, a faculty appointee will have received this form, together with a copy of the Faculty Manual and the "Faculty Personnel Questionnaire" prior to the start of employment. The Form W-4 is to be completed, signed, and returned promptly to the Payroll Office. The social security number is a basic identifying number in the Washington State University payroll system and must be shown on the Form W-4 if the employee already has a number. Applications for a social security number may be obtained in the Payroll Office and submitted with the Form W-4; an employee will not be placed on the payroll until a social security number is received by the Payroll Office.

Payment for annual leave for faculty who retire, resign, or terminate their employment and who are entitled to a lump sum payout for accrued annual leave will be paid on the first payroll date following the last day worked. Faculty who retire, resign, or terminate their employment, and who are not entitled to a lump sum payout for accrued annual leave will be maintained on the payroll until the accrued annual leave is exhausted with usual payroll procedures applicable. Academic-year faculty do not earn annual leave.

An employee may sign an authorization in the Payroll Office to have the payroll check sent directly to a bank. If no authorization is signed, the check will be sent to the employee's home address. In either case, the check will be mailed on official University pay dates established in conjunction with the state legislature or by regulation. These dates are listed in the Payroll Documents Calendar issued by the Payroll Office. (Business Policies and Procedures Manual, 55.04) Washington State University is prohibited by law from paying salary in advance.

PERSONNEL RECORDS

A permanent cumulative personnel record is maintained in confidential files in the President's Office for each member of the faculty. Each new member of the faculty fills out a Faculty Personnel Questionnaire, thus providing initial information for the file. Material submitted by deans and department chairs, pertinent correspondence, and other information also become part of the cumulative record. Anonymous communications relating to faculty members are not made a part of the personnel files.

FACULTY WORKLOAD

Washington State University does not specifically prescribe a minimum workload for each faculty member. A faculty member is, however, expected to provide a minimum of twelve hours of direct instructional services each week of the appointment period unless assigned research, extension, or administrative duties which require a reduction. Such a reduction shall be made in proportion to the amount of time required by these functions. Adjustment of teaching loads because of committee work is expected to be made only if an abnormal amount of time is required by such service. The same regulations apply to the summer session as to the academic year.

The Provost and Academic Vice President administers the policy on workloads and should be consulted concerning any assignments and activities not consistent with the aforementioned policy.

FACULTY ACTIVITY REPORT

Each member of the faculty is required to prepare a Faculty Activity Report in accordance with current institutional policies. Deans and department chairs are responsible for the accuracy of this report in conformity with the prevailing instructions.

POLICY ON WAIVER OF TUITION AND FEES FOR PERMANENT EMPLOYEES

The objective of this policy is to allow full-time permanent employees of Washington State University to take advantage of educational opportunities for both professional and personal fulfillment and development. This policy is consistent with Chapter 82, Laws of 1979 of the State of Washington (RCW 28b.15.535).

ELIGIBILITY AND ENROLLMENT RESTRICTIONS

Eligibility

1. Faculty, staff, and administrative and professional personnel on permanent, full- time, nine- or twelve-month appointments are eligible.

2. Faculty and administrative and professional personnel on temporary, full-time, nine- or twelve-month appointments are eligible if they submit from their dean or director a written certification of employment for a continuing period of at least three years.

3. Full-time Cooperative Extension and Agricultural Research employees and Nursing faculty stationed off campus may qualify for waiver of tuition, operating, and services and activities fees through other public colleges and universities in the state of Washington. Candidates should apply through the Admissions Offices of the appropriate institutions.

4. Employees who are not eligible for the tuition and fee waiver are: most faculty on courtesy appointment; retired faculty, staff, and administrative and professional personnel; and undergraduate and graduate assistants, associates, or others holding positions with student status. Courtesy military and United States Department of Agriculture/Agricultural Research Service employees stationed on Washington State University campuses are eligible for the fee waiver.

Limitations

1. Up to six credits in any one semester or four credits in the summer session (including audited course work and courses offered at any of the Washington state University branch campuses, through the Office of Extended University Services, or Washington State University courses offered over the Washington Higher Education Telecommunication System) may be taken by eligible employees under the provisions of this tuition waiver (see below).

2. Eligible employees desiring to take more than six credits in a semester or four credits in the summer will pay regular tuition and fees for all credits over the limit allowed under the fee waiver.

3. Tuition-exempt employees will be admitted to classes when space and facilities are available; i.e., in cases requiring limitations of class size, tuition-exempt employees will have lowest priority.

4. Tuition-exempt employees will have the responsibility for paying a non- refundable $5.00 registration fee, plus any special course fees (e.g., laboratory, late registration, etc.).

5. Tuition-exempt employees are not eligible for student benefits under this program.

IMPLEMENTATION OF THE PROGRAM

The tuition waiver system applies to all courses except internships and courses numbered 499, 600, 700, 702, 800 and those designated as supplemental or self- sustaining, whether or not the course work is job-oriented.

Procedures

1. Authorization for the full-time employee to take classes must be given by the immediate supervisor and/or the head of the department or unit. The appropriate personnel officer from Human Resources Services (French Administration Building 134) must determine the employee's eligibility to take classes and sign the authorization form.

2. At the discretion of the employer, a full-time employee authorized to take a class which is job-related may or may not be required to make up the time.

3. When a full-time employee is authorized to take a class which is not job-related, the supervisor should arrange, in a cooperative effort, for the employee to make up work normally done during the employee's absence to attend class.

4. The employee should provide a copy of his/her class schedule to the supervisor so arrangements can be made to maintain the employee's work responsibilities while he/she is attending class.

POLICY ON PURSUIT OF ADVANCED DEGREES AT WASHINGTON STATE UNIVERSITY

In special circumstances faculty members may pursue programs of study leading to advanced degrees at Washington State University. Requests to do so are considered on a case-by-case basis by the Dean of the Graduate School and the Graduate Studies Committee. Approval is subject to all rules and regulations of the Graduate School and requires the concurrence of the Graduate Studies Committee. Review of applications will include consideration of factors such as:

l. Abstention from service on the Washington State University Faculty Senate, Graduate Studies Committee, and Research and Arts Committee;

2. Avoidance of situations which may constitute a conflict of interest;

3. Impact upon the unit in which a faculty member is appointed;

4. Preparation in advance of admission of a general program of study with a stated timeline and;

5. Abstention from pursuit of degrees in units which are administratively related to the faculty member's unit.

FACULTY RESEARCH AND OTHER SCHOLARLY AND CREATIVE ACTIVITIES

Members of the faculty are encouraged to participate in research. Two general classifications of research are recognized:

1. Directed research, i.e., projects undertaken by the principal organized research units. Members of the staffs involved function under the policies of these units.

2. Nondirected research, i.e., investigations initiated and undertaken voluntarily by individuals or groups of individuals. Support of these investigations must be approved by the administrative officers concerned, but the investigations are determined by the investigators themselves.

INSTITUTIONAL GRANTS-IN-AID FOR RESEARCH

Members of the faculty in all units are eligible to apply for grants-in-aid, available from general funds allocated by the Board of Regents to encourage and facilitate initiation of research projects.

Application for research assistance should be made on forms available from the Office of Grant and Research Development. Proposals are evaluated by the Grants-in-Aid Subcommittees of the Research and Arts Committee. Money may be requested for:

1. Salaries of research assistants.

2. Wages for technical, clerical, or other assistance.

3. Travel expenses relating to the research project.

4. Research equipment and supplies not obtainable from departmental funds.

5. Other necessary items.

Assistance may be asked for research carried out at any library, in any laboratory, or in the field. Personal compensation to the applicant faculty member is a matter of regular salary consideration and may not be paid out of these research funds. Awards are made by the Dean of the Graduate School on the recommendation of the subcommittees and after consultation with the Research and Arts Committee.

REPORTS AND PUBLICATIONS

Reports on progress made during the period of the grant are to be submitted to the Research and Arts Committee by individuals to whom grants are made. Each publi- cation of research done under an institutional grant is to include an acknowledgment as instructed in the letter of award.

PROJECT FUNDS FROM OUTSIDE SOURCES

The University encourages individual investigators, departments, and other units to seek financial support for research and other scholarly and creative activities from sources outside the funds ordinarily available to the Board of Regents. Numerous organizations, governmental units, and other agencies offer support for research programs. Demonstrated ability and recognized professional standing of an individual or group constitute the most important means of attracting financial assistance.

Policies and procedures relative to projects supported by outside agencies have been established. A copy of these policies is included in Business Policies and Procedures Manual, distributed by the Vice President--Business and Finance. All proposals for research, academic, scholarly, creative, instructional, extension, and service activities require approval of the chair of the department, the dean of the college, and the Dean of the Graduate School, to whom the authority has been delegated for giving final University approval to all such proposals. Aid in the preparation of proposals to external agencies is available through the Office of Grant and Research Development. Before an application is forwarded to an external agency, this office is responsible to ensure approval of all concerned units.

Acceptance of any grant, gift, or contract resulting from such proposals must be approved and confirmed in writing by the Vice President--Business and Finance, and copies of all pertinent documents must be deposited with this officer and the dean concerned.

POLICY ON COMPENSATED OUTSIDE SERVICE BY FACULTY MEMBERS

CONSULTING

Introduction

Washington State University encourages worthwhile professional outside services by faculty.

Full-time faculty members are compensated for full-time service to the University in instruction, research, public service, extension, or combinations of these responsibilities. The University expects that each full-time faculty member will assume a proper share of the functions and responsibilities of the department, college, or other equivalent administrative unit, and the University.

University employees, as consultants, can be valuable resources to government, industry, and public and private organizations. The University encourages consulting which does not interfere with the employee's performance of University duties and when no conflict of interest exists. Under certain circumstances and within certain limits, a faculty member may engage for compensation in outside professional service work beyond the scope of prescribed duties.

Guidelines

The following guidelines are intended to provide for certain employees to engage in a limited amount of outside work for pay and to protect the integrity of the employee- public university work relationship.

l. Outside Work. Outside work, which must be consistent with the University's mission and enhance the faculty member's professional development, includes consulting, advising, research, demonstrating, or teaching for others in areas of professional competence for which the person is employed by Washington State University. Not included is appearance on the program of a scientific or scholarly meeting attended mainly by professional peers or outside profit-making business activities engaged in for personal monetary gain. (Some such activities are covered in the section "Extended Professional Activities," which follows.)

2. Non-Interference with Professional Duties. Outside work must not interfere with a faculty member's normal official University duties, including those non-classroom responsibilities expected of all faculty members.

3. Remuneration. Compensation for outside work includes salaries, fees, honoraria or gifts beyond actual expenses. No compensation may be accepted by faculty members for tutoring students in courses they teach.

4. Solicitation. Attempts to arrange outside work must be consistent with state law (RCW 42.18 passim, especially 42.18.200 through 42.18.217.)

5. Limit and Approval. The University values faculty-student exchanges and high quality of performance of duties. Therefore, without special consent of the dean or other comparable unit administrator, and of the Provost and Academic Vice President, on recommendation of the department chair, full-time faculty must not spend more than the equivalent of one day per week on the average over an academic year in outside work. All outside work must be disclosed promptly and reported annually by the faculty member to the department chair or comparable unit administrator. Such work by a department chair or dean must be reported to the Provost and Academic Vice President and Provost. These provisions do not apply to full-time faculty on nine- month appointments outside periods of obligated service.

Part-time faculty members may be self-employed or may accept additional employment outside the University up to a level corresponding to a full-time position.

The department chair, or other comparable unit administrator, must determine whether outside professionally related service activities by an employee are interfering with official University duties in each specific case. If, contrary to expectation, such activities prove in the judgment of the department chair or comparable unit administrator to interfere with prescribed standard University duties and obligations, the faculty member must either seek an acceptable revision of outside work activities or apply for a partial or full leave of absence. A faculty member deemed not to be meeting University obligations will be dealt with as provided in the Faculty Manual.

6. Use of Facilities. University facilities (equipment, materials, space, or clerical service) may not be used without approval in connection with compensated outside professionally related service work. Fees for such use may be determined by the department chair, dean, or comparable unit administrator in charge, and in the event that campus-level facilities are involved, with approval of the President or of the Provost and Academic Vice President acting for the President. The fee schedule must be filed with the Controller, and the faculty member authorized to use such facilities is responsible to the University for payment of such fees.

7. Responsibility. The University assumes no responsibility for the competence or performance of a faculty member who engages in outside work for compensation. No such responsibility may be implied in any advertising or contractual documents. University stationery may be used only for official University business.

EXTENDED PROFESSIONAL ACTIVITIES

Introduction

The policies and procedures of WSU should allow the expertise of University faculty and staff to be available to society without interfering with University programs or academic freedom, and without leading to conflict of interest.

A University employee's commercial involvements may at times go beyond ordinary relationships arising from normal duties, professional affiliations, and consulting agreements and thus may not be covered by WSU policies on extra compensation, patents, and copyrights. These extended involvements also raise the possibility of: conflicts of interest, constraints on the free exchange of information, or excessive diversion from the employee's primary responsibilities to the University. The following policy and procedures for disclosure and approval of extended professional activities apply to extended involvement and permit supervisors flexibility for dealing with unusual situations.

As used in this section, the word "supervisor" means: for faculty who are not administrators, Chair and Dean or Director; for Chairs, Dean or Director; for Deans, Directors, and Vice Provosts, the Provost; for Vice Presidents and the Provost, the President; for staff, the unit head (Chair, Dean, Director, Vice President, Provost, or President). Supervisors bear responsibility for approval of activities under this section. However, as part of the approval process, supervisors should review their actions with the Provost.

General Provisions

1. Activities for which approval shall be obtained under this policy include: