INTRODUCTION

CHAPTER I — ORGANIZATION AND ADMINISTRATION

The College's operations are divided among nine administrative areas: (1) Academic Affairs, (2) Student & Enrollment Services, (3) Fiscal Affairs and Plant Operations, (4) College Services, (5) Development & Alumni, (6) Public Relations, (7) Institutional Research & Planning, (8) Information Technology and Services, and (9) Intercollegiate Athletics. The administrator for each area responds directly to the President for the operation of his/her respective area. These officers are (1) the Vice President and Dean of Academic Affairs, (2) the Vice President and Dean of Student & Enrollment Services (3) the Vice President for Fiscal Affairs, (4) the Director of College Services, (5) the Director of Development & Alumni, (6) the Director of Public Relations (7) the Director of Institutional Research & Planning, (8) the Executive Director of Information Technology & Services, and (9) the Athletic Director. Collectively, these nine officers are referred to as the President's Cabinet.

Selection and recommendation for appointment of administrative officers is made by the President, upon recommendation by a screening committee, and in consultation with the chancellor. Final recommendation to the Board of Regents is the responsibility of the chancellor, with ultimate ratification by the Board of Regents.

Administrators may hold professorial rank in conformity to the Policy Manual of the Board of Regents and are voting members of the faculty with all rights and benefits.

President

The President is the chief executive officer of the College. The President is elected annually by the Board of Regents of the University System of Georgia on the recommendation of the Chancellor. The President is responsible to the Chancellor for the operation and management of the institution and for the execution of all directives of the Board and the Chancellor. The duties and responsibilities of the President are as follows:

1) Be the executive head of the institution and of all its departments and exercise such supervision and direction as will promote the efficient operation of the institution.

2) Be the ex officio chair of the faculty and serve as chair and preside at its meetings.

3) Be the official medium of communication between the faculty and the Chancellor and between the faculty and/or any such body representative of the faculty and the Chancellor.

4) Recommend annually to the Board of Regents, through the Chancellor, the election or re-election of the faculty and the other employees of the institution, the salary of each, and all promotions and removals.

5) Have the right and authority, with the approval of the Chancellor, to fill vacancies in the faculty between meetings of the Board with the understanding that these appointments shall be approved by the Board of Regents.

6) Have the right and authority, with the approval of the Chancellor and the Board of Regents, to grant leaves of absence to members of the faculty for study at other institutions or for such reasons as the Board may deem proper.

7) Appoint other representatives of the College that may be needed to assist in planning and administration.

8) Make an annual report to the Board of Regents, through the Chancellor, of the work and condition of the institution.

9) Recommend to the Board of Regents, through the Chancellor, budgets and budget amendments, repairs to existing buildings, need for new buildings and facilities, and all other matters pertaining to the operation of the institution.

10) Have power to appoint special or standing committees to advise and assist the President in planning and administration. The President shall be ex officio a member of all standing committees.

11) Prepare the annual budget and the annual report of the College for presentation, through the Chancellor, to the Board of Regents.

12) Have and exercise such other powers, duties, and responsibilities that may be required or authorized by the Board of Regents.

In the temporary absence of the President, the president's functions shall be exercised by the Vice President and Dean of Academic Affairs, or then by the Vice President and Dean of Student & Enrollment Services, or then by the Vice President for Fiscal Affairs, or then by the Director of College Services.

Vice President and Dean of Academic Affairs

The Vice President and Dean of Academic Affairs is responsible to the President for the development and administration of all academic services as the chief academic officer of the College. The Vice President and Dean of Academic Affairs provides leadership for the faculty and guidance in the development of curriculum and in the improvement of instruction. This position works closely with all division chairs, the Library Director, and the Director of the Evening and Off-Campus Program, in planning and implementing procedures related to the academic affairs of the College.

The Vice President and Dean of Academic Affairs administers the academic credit programs of the College and is responsible for the execution of all educational policies including policies concerning the academic performance of students. The duties and responsibilities of the Vice President and Dean of Academic Affairs are as follows:

1) Serve as chief academic officer of the College.

a) Relate continuously to the President of the College in all duties and account to him for performance.

b) Act on the President's behalf during the President's absence.

c) Provide guidance and assistance to the faculty and Academic Assembly and present the Assembly's recommendations to the appropriate administrative areas.

d) Function as security officer for faculty records and provide such reports as required from these records.

e) Coordinate the preparation of educational and financial planning for academics, including the annual budget.

f) Participate in the appropriate University System of Georgia committees.

g) Supervise the preparation of the College Policy Manual.

h) Supervise the preparation of the Handbook for Academic Advisors

i) Coordinate the preparation of reports to University System offices and to regional and national offices, including an annual report of the College.

j) Coordinate faculty recruitment and orientation of new faculty; offer recommendations to the President concerning contract renewals, promotions, tenures, and faculty leaves of absence.

k) Encourage the teaching faculty to develop the potential of the Library among their students.

l) Encourage teaching of the high quality and monitor continuously the success of students in the academic programs.

m) Cooperate with the enrollment services area regarding class and course schedules, instructor assignments, room and building use.

n) Provide assistance with institutional research issues and projects.

o) Perform other customary functions ascribed to the office.

2) Provide leadership to faculty development.

a) Encourage professional growth and development of faculty through conferences, seminars, and service on committees.

b) Promote faculty and staff development programs and projects.

c) Keep abreast of current knowledge and practices through literature on leadership and curriculum and through attendance and participation at meetings.

d) Direct the academic program and faculty evaluation processes.

e) Encourage the emergence of leadership among faculty ranks.

3) Provide leadership to curriculum development.

a) Direct on-going evaluation and revision of the core curriculum, career-technological programs, and learning support studies.

b) Translate curriculum plans into space and personnel requirements.

c) Encourage the removal of obsolete courses and the creation of appropriate new ones.

d) Direct and coordinate the creation of new instructional programs, projects, and other curricular growth.

4) Provide appropriate logistical support for student academic development and recognition.

a) Manage the awarding of scholarships and academic honors.

b) Cooperate to effect the probation and suspension process.

c) Coordinate the annual Honors Day and Graduation ceremonies.

5) Supervise the academic support functions residing within academic affairs.

a) Provide guidance and support for the Evening and Off-Campus Program.

b) Provide guidance and support for the Library, including the development of collection plans, automation of library user functions, collection expansion, and faculty involvement.

c) Support the Arts Connection work with area school systems and the community.

Vice President and Dean of Student & Enrollment Services

The Vice President and Dean of Student & Enrollment Services provides leadership for non-academic student life and all activities related to enrollment, retention, and the improvement of graduation rates. This area works with student government, student organizations, student councils, and various other student organizations. The Vice President and Dean of Student & Enrollment Services has the authority and responsibility to develop, coordinate, and promote all activities and functions pertaining to student life/services on campus and at off-campus locations where the institution offers instruction. This involves functions related to admissions, registrar, advising, learning support, financial aid, counseling, career planning and placement, student testing, student housing, and educational programs related to the drug free schools and other substance abuse programs. The duties and responsibilities of the Vice President and Dean of Student & Enrollment Services are as follows:

1) Direct the area of student and enrollment management and coordinate all assigned student service programs.

2) Develop policies and procedures in conjunction with student and faculty leadership to promote the growth of student government, student activity clubs and organizations, and student publications.

3) Devise a system for the administration of student discipline and, in cooperation with appropriate committees and the Student Government Association, develop standards governing student conduct.

4) Develop, in cooperation with the Vice President for Fiscal Affairs and other involved administrative officials, procedures for the execution of required duties concerned with the housing, governing, and supervising of students living in campus housing.

5) In conjunction with the appropriate personnel, review policies and procedures governing programs that are supported by the student activities fee budget.

6) Promote the creation and maintenance of a cultural and social environment calculated to encourage the well-rounded development of individual students and the maintenance of a high level of morals on campus.

7) Administer procedures governing the counseling, testing, career development, job placement, withdrawal, housing, and supervising of activities of all students.

8) Be responsible for developing policies, procedures, and programs to provide financial assistance to meet student needs.

9) Along with other administrators, study the causes of student attrition and propose programs that will encourage students to derive the maximum benefits that may be offered by the College.

10) Coordinate the preparation of and approve all material concerning student services and enrollment management that is to appear in the college catalog, student handbook, and/or other College publications.

11) Administer the counseling, testing, career development, job placement, life planning programs, and the veterans’ affairs program.

12) Study the nature of the student body and disseminate information concerning student needs.

13) Promote sound relationships with the community, public schools, technical colleges, universities, and colleges in the area.

14) Supervise the preparation and execution of an annual budget for student and enrollment services, the student activities program, admissions, registrar, academic assistance, retention program, housing, and other budgets in the administrative area of student and enrollment services.

15) Prepare a comprehensive annual report concerning the operation of the area of student & enrollment services.

16) Serve, as designated by the President, as ADA Section 504 compliance officer for facilities and coordinator for students with disabilities, coordinator of student civil rights, and coordinator of the Drug Free Schools Program, including responsibilities for an education awareness program among students relative to substance abuse.

17) Coordinate the awarding of out-of-state tuition waivers.

18) Serve as a member of the President's Cabinet and other faculty committees, and perform other duties as directed by the President.

19) Oversee entire program of student services committed to enrolling, retaining and graduating students.

20) Provide guidance and support for the registrar, including the development and expansion of automated student records procedures.

21) Supervise the activities of the Admissions Office in the areas of recruiting, application processing, and orientation.

22) Perform recruiting duties as needed.

23) Assist the Admissions Office in developing a policy and procedures manual.

Vice President for Fiscal Affairs

The Vice President for Fiscal Affairs shall provide leadership for all business affairs of the College, for the maintenance and security of grounds and buildings, for the operation of auxiliary enterprises, for the operation of public safety, and, in general, be responsible for all fiscal and physical affairs of the institution. The duties and responsibilities of the Vice President for Fiscal Affairs are as follows:

1) Administer the business affairs of the institution.

2) Formulate policies, develop operating procedures, establish accounting and reporting methods, and coordinate day-to-day business operations.

3) Collate, consolidate, and prepare a final draft of the budget for submission by the President to the Board of Regents.

4) Direct budgetary control over funds once they are budgeted.

5) Exercise fiscal control over student activity fees in cooperation with the Vice President and Dean of Student & Enrollment Services.

6) Formulate policies and procedures governing the financial operation of the auxiliary enterprises budget.

7) Manage the business phases of auxiliary enterprises and supervise their financial matters.

8) Administer fiscal aspects of student loans, scholarships, and student campus employment.

9) Conduct the business phase of physical plant planning and the supervision of construction and rehabilitation.

10) Procure goods and services.

11) Prepare an annual report of the financial status of the institution and special periodical reports as requested by authority.

12) Jointly with the Director of College Services, administer the group life and hospitalization plan, the Georgia Teachers' Retirement Program, the Social Security Program, Workman's Compensation Program, and Tax Sheltered Annuity programs of the faculty and staff.

13) Keep students' financial records and accounts in order.

14) Approve expenditures and issue payment of invoices.

15) Keep such permanent financial, property, and inventory records as are needed and organize, store, and preserve them.

16) Make financial and efficiency analyses for educational planning and institutional growth as needed.

17) Prepare reports requested by governmental and professional agencies and by the President for the Regents' office.

18) Perform other functions assigned by the President.

19) Prepare the College payroll.

20) Coordinate the campus food service.

21) Supervise and provide direction to the Public Safety Office.

22) Serve as a member of the President’s Cabinet and other committees, and perform other duties as directed by the President.

Director of College Services

The Director of College Services provides leadership to Public Service and Business Outreach Center, the Office of Human Resources, and Federal Programs. The duties and responsibilities of the Director of College Services are to:

1) Supervise, direct and coordinate all areas of college services and respond directly to the President.

2) Keep the President and other administrators current on matters within the area of college services.

3) Assist the Vice President and Dean of Academic Affairs in structuring the fall conference and the development of workshops for supervisors and administrators.

4) Coordinate budget preparation and annual reports for the area of college services.

5) Serve as the College's Affirmative Action officer and maintain the Affirmative Action Plan.

6) Assist the President and Vice President and Dean of Academic Affairs and other administrators in developing a hiring and retention plan for minority faculty and staff.

7) Coordinate evaluations within the area of college services.

8) Assist the director of the Public Service & Business Outreach Center in the development of long range plans to include a review of courses/programs.

9) Monitor the updating of procedural manuals for the Public Service and Business Outreach Center.

10) Assist with program development for minorities, older citizens (seniors), and children, grades K-12.

11) Direct the implementation of innovative methods of program delivery in continuing education and youth enrichment programs.

12) Provide oversight leadership for all publications from the Office of Public Service and Business Outreach Center, the Office of Human Resources, and Federal Programs.

13) Ensure that the Office of Human Resources has access to information needed to discharge duties.

14) Assist the Director of Human Resources in maintaining a Classified Personnel Handbook.

15) Encourage the director of human resources to stay current on matters related to employment practices, affirmative action requirements, grievance procedures, insurance regulations, benefit plans, etc.

16) Coordinate with the Director of Human Resources and other College officials the various programs regarding environmental health and safety, Americans with Disabilities Act provisions, and other such human resources responsibilities as may be assigned.

17) Assist the Director of Human Resources in administering training programs for classified and supervisory personnel.

18) Serve as a member of the President’s Cabinet and other committees, and perform other duties as directed by the President.

19) Oversee duties of the Coordinator of Federal Programs.

20) Perform recruiting duties as needed.

21) Monitor the grievance and mediation procedures and processes.

Director of Development & Alumni

The principal role of development is fund-raising; however, overall campus planning is, in part, a role of this office. This office coordinates all fund raising including the annual fund, major donor solicitation, and Dollars for ABAC Scholars. This office also serves as the headquarters for the Abraham Baldwin Foundation, Inc., with the Director of Development & Alumni serving as President of the Foundation. This office works closely with the Office of Public Relations in forming a positive relationship with the community. The Director of Development & Alumni is responsible for, and is the administrative officer in charge of the Offices of Development and Alumni Relations. The duties and responsibilities of the Director of Development & Alumni are as follows:

1) Administrative:

a) Organize, direct, and supervise the Office of Development and Alumni Relations.

b) Work closely with the President and central administration in institutional strategic planning, especially as it relates to financial resource development.

c) Serve as a member of the President's Cabinet and other committees to which appointed.

d) Direct and support the ABAC Foundation in its mission and goals.

e) Provide business services, gift receiving, gift acknowledgment, trust fund administration, accounting, and reporting for the ABAC Foundation.

f) Organize and support the standing and ad hoc committees of the Foundation as well as participate in the planning and support of special events.

g) Serve as President for the ABAC Foundation.

2) Annual Funds:

a) Be responsible for market research, planning, and implementation of the annual fund.

b) Supervise the direct mail program, prospect management, telethons, and the major gift program which includes all gift clubs.

c) Develop the corporate and foundation solicitation program which includes the development and presentation of proposals.

d) Work with the academic divisions in the preparation and solicitation of restricted funds as well as provide prospect identification and evaluation.

3) Planned Gifts Program:

a) Develop and support a program for planned gifts.

b) Provide legal and technical tax information and assistance as well as financial planning for prospects when desirable.

4) Capital Campaign:

a) Serve as the campaign director for ABAC's capital campaigns in support of the volunteer committees, work with the campaign counsel, and provide leadership for the campaign.

b) Work with the Public Relations Office in the communication program of the campaign and be involved in the preparation of all campaign materials as well as budget administration.

5) Alumni Association:

a) Supervise the director of alumni relations and support the Alumni Program where necessary, particularly in the administration of alumni records and prospect management.

6) Serve as general financial resource development counsel to all units of the College and perform other duties as directed by the President of the College.

Director of Public Relations

The Director of Public Relations is responsible for the majority of public information activities of the College. This position is responsible for directing the public marketing campaign of the College. The duties and responsibilities of the Director of Public Relations are as follows:

1) Relate the aims, objectives, and accomplishments of Abraham Baldwin to students, parents, alumni, faculty, staff, friends, and the public.

2) Assist the President with all activities and events necessary to maintain a positive public image for Abraham Baldwin.

3) Serve as the person responsible for coordinating the use of Abraham Baldwin facilities by on-campus and off-campus groups.

4) Coordinate all Abraham Baldwin advertising and promotion on radio, television, and the print media.

5) Supervise the editing and publication of non-student college publications.

6) Work with the director of admissions on student recruitment.

7) Prepare news releases on all areas of the College for dissemination to media outlets.

8) Encourage the faculty and staff to maintain good public relations.

9) Serve as guide and host for visiting groups.

10) Publish on a regular schedule a bulletin about college activities and news.

11) Inform college administrators of public opinion regarding the College.

12) Serve as member of the President's Cabinet and other committees to which appointed.

13) Maintain a permanent record of news releases and news clippings issued by the Public Relations Office.

14) Assist the Director of Development & Alumni with various fund raising activities.

15) Perform such other duties as may be assigned by the President.

Director of Institutional Research & Planning

The Director of Institutional Research & Planning is responsible for directing the College’s planning, institutional research and assessment program. The director is responsible for various federal and state reports, for accreditation compliance, and for all internal research necessary to inform decision making at the College. Duties and responsibilities of the Director of Institutional Research & Planning are as follows.

1) Provide leadership for the design and implementation of the college-wide planning processes.

2) Conduct internal research studies to inform decision making.

3) Design research instruments.

4) Administer research instruments.

5) Collect and analyze data using appropriate research methods.

6) Collect and analyze data for the Integrated Postsecondary Education Data System and other national data collection entities.

7) Provide framework for identifying campus-wide research projects.

8) Ensure that ABAC’s institutional research and assessment plan follows the University System guidelines.

9) Coordinate and direct assessment activities campus-wide.

10) Serve as a clearing house for all research conducted on campus.

11) Serve as liaison to the Southern Association of Colleges and Schools, Commission on Colleges.

12) Serve as a member of the President’s Cabinet and other committees to which appointed.

Executive Director of Information Technology & Services

The Executive Director of Information Technology & Services provides guidance and support for all areas of technology, assists in planning for the expansion of both administrative and academic computing, oversees budgets, works to ensure appropriate fiscal resources, and seeks opportunities for innovative uses of technology. Duties and responsibilities of the Executive Director of Information Technology & Services are as follows:

1) Establish the direction and manage all matters involving computer and information technology.

2) Provide leadership to the information technology services area, including administrative services, network support, PC and technical services, and instructional technology.

3) Formulate campus technology policies and standards.

4) Administer the budget for information technology and services.

5) Develop and implement management information systems.

6) Implement security systems for information and data.

7) Coordinate and oversee the telecommunications of the College.

8) Coordinate the acquisition of hardware and software.

9) Supervise the development and maintenance of the campus’s information technology infrastructure.

10) Represent the College in campus, state, and national information technology forums.

11) Serve as a member of the President’s Cabinet and other committees to which appointed.

Athletic Director

The Athletic Director has the basic administrative responsibility for the direct supervision, approval, conduct, and control of the athletic programs under authority delegated by the President. The director provides such documentation and recommendations as are necessary for decisions pertaining to policy, administration, budget, personnel, programs, and related matters. Duties and responsibilities of the Athletic Director are as follows:

1) Supervise all athletic programs through each coach.

2) Review and approve athletic budgets, travel requests, and purchase orders by athletic staff; call and conduct athletic budget meetings.

3) Disburse scholarship funds to coaches and assist each coach with his/her scholarship budget.

4) Sign eligibility forms and verify eligibility rules for each coach.

5) Supervise tickets sales and employ officials for athletic events.

6) Maintain records of scholarship agreements and financial aid recipients in all sports.

7) Attend all eligibility meetings of Region 17 of the Georgia Junior College Athletic Association.

8) Maintain current institutional memberships.

9) Communicate all athletic program concerns and requests to the President.

10) Serve as a member of the President’s Cabinet and other committees, and perform other duties as directed by the President.

Division Chair

The division chair has the primary responsibility to administer the day–to–day affairs of the division which include classroom instruction, evaluation of faculty, scheduling of classes, curriculum planning, and planning for the development of faculty and educational programs in the various curriculum areas. The duties and responsibilities of this position are to:

1) Provide daily on–the–scene leadership and direction to division faculty, as well as leadership in long–range planning.

a) Create an environment in which quality instruction may proceed, represent the division’s faculty to other administrative officers, and report the administrative position to the faculty.

b) Supervise selection of instructional material.

c) Develop, propose, and administer a financial budget for the division, including salaries, materials, and physical facilities.

d) Promote communication within the division on a continuing basis.

i) Schedule monthly and special meetings of the entire division.

ii) Initiate conferences with individual members of the division frequently so that communication is maintained on a continuing basis.

e) Represent the members of the division before the Vice President and Dean of Academic Affairs and others so that the performance of each is presented accurately.

f) Recruit faculty for vacancies and recommend for employment only after required affirmative action practices have been met, credentials are in hand, recommendations are on file, and oral investigations have indicated strong support for candidate’s suitability.

2) Evaluate instructional performance and recommend individual faculty members for promotion, tenure, retention, re-employment, termination.

a) Help each instructor to develop his full potential in effective teaching and as a person.

b) Evaluate the effectiveness of each instructor’s performance, using customary procedures, including classroom and laboratory visits.

c) Recommend individual faculty members for promotion, pay increases, salary position, tenure, demotion, re-employment, or termination, using results of the review process.

3) Direct curriculum, program, and course development; coordinate activities of the division with those of other academic divisions; and assign classes and/or other activities to individual faculty members.

a) Develop, propose, and submit new courses and new programs as circumstances warrant, deleting obsolete courses.

b) Direct and coordinate the total instructional program in the division.

c) Supervise the work of academic advisors.

d) Encourage faculty participation in appropriate seminars, workshops, and academic programs of study.

e) Participate in the evaluation of student records for graduation and related matters.

4) Coordinate and direct the scheduling of courses and classes and the use of materials, textbooks, and teaching procedures.

a) Encourage the faculty to provide leadership in every class for the use of the library and appropriate (instructional technology learning resources.

b) Formulate and propose a schedule of courses and class sections for each term of the academic year.

c) Provide leadership in the use of effective teaching procedures and encourage the faculty to use them.

d) Supervise the selection, use, and ordering of textbooks. Encourage consensus among instructors on textbooks to be used and encourage orderly transition from the use of one textbook to another. Coordinate textbook selection with other division chairs when subsequent classes are in another division.

5) Perform other functions as may be necessary, including but not limited to the following:

a) Encourage student participation in wholesome activities other than classroom instruction.

b) Represent the College to the community.

c) Provide leadership in the maintenance and repair of buildings and equipment used by the division.

d) Expedite continuing communications within and outside the division.

e) Provide leadership to the secretary and encourage participation in staff development programs.

f) Prepare and administer a budget for the division within the framework provided by the Vice President and Dean of Academic Affairs, Vice President for Fiscal Affairs, and President.

g) Provide leadership in developing program proposals and in writing applications for outside funding.

h) Promote a climate of friendliness and fairness between students and faculty as well as a climate of cordiality to visitors on the campus.

i) Develop optimum utilization of all resources available to effect the division’s contribution to the purpose of the College.

j) Act as an educational leader who sees the total operations of the College and the functioning of the division within that framework.

k) Provide leadership to activities designed to promote improvement of public education

l) Cooperate with Vice President of Student & Enrollment Services to promote enrollment, retention, and graduation activities.

m) Perform other duties and responsibilities as may be assigned.

Faculty Responsibilities

Responsibilities for Governance

The faculty shall recommend, subject to the approval of the chancellor and the Board of Regents, rules and regulations for its governance and procedures for students; provide such committees as may be required; prescribe regulations regarding admission, discipline, probation, suspension, scholarships, classes, courses of study, and requirements for graduation; and make such regulations as may be necessary or proper for the maintenance of high academic standards. The faculty shall prescribe rules for the regulation of student publications, athletics, intercollegiate games, musical, dramatic, and literary clubs, and all other student activities and affairs, subject to the approval of the chancellor and the Board of Regents. A copy of the statutes, rules, and regulations made by the faculty shall be filed with the chancellor. (Policies, Board of Regents 203.0305)

The faculty consists of the following corps of instruction and administrative officers; full-time professors, associate professors, assistant professors, instructors, adjunct instructors, and teaching personnel with such other titles as may be approved by the Board of Regents. Duly certified librarians are also included on the basis of comparable training. An administrative officer shall have all the responsibilities and privileges of faculty membership but serves in the administrative office at the pleasure of the President. A faculty member who has academic rank and tenure in the corps of instruction and who accepts appointment to administrative office shall retain his/her academic rank and tenure in the teaching rank only to that extent as permitted by Board of Regents policy. At Abraham Baldwin, the faculty consists of all personnel whose employment is officially approved by the Board of Regents.

Responsibilities for Academic Affairs

The faculty shall:

1) Individually serve on committees and councils of the College.

2) Individually serve on special committees as established by the College's administrative officers.

3) Approve the candidates for graduation.

Instructional Responsibilities

At the time of employment, faculty members of Abraham Baldwin assume the following responsibilities:

1) Provide leadership in the classroom for a favorable learning climate, in which students grow and develop as persons and develop competencies in the academic area.

a) At the first meeting of every course, present an outline of the course, tests and quizzes to be given, a statement of educational outcomes of the course, and the expectations of the College in offering the course.

b) Arrange individual counseling sessions with students when needed.

c) Direct all teaching/learning experiences toward objectives of the College, oriented to good academic practice.

d) Report regularly and promptly to each student the evaluation of his/her performance in class.

e) Maintain class rolls with suitable entries and such other records as may be required or expedient. Maintain files of these records in accordance with state records management requirement.

f) Conduct classroom instruction at the highest possible level of efficiency, enthusiasm, and interest for students. No duty, however demanding or important, takes precedence over effective teaching.

g) Advise his/her division chair in advance of his/her impending absences. Arrange in advance with the division chair for travel status or committee meetings.

h) Conduct final examinations on the official published schedule of the College.

2) Conduct academic advising with students as assigned.

a) Help students register for the necessary courses in programs assigned for advisement.

b) Help students choose wisely a suitable career, exploring the many possibilities open in the field assigned to advise. Refer the student to others on campus for more information in areas unfamiliar to the advisor.

c) Help develop a healthy outlook on life and encourage positive attitudes and actions.

d) Motivate the student to realize personal development and academic achievement.

e) Schedule small group and individual conferences when necessary and desirable.

f) Participate in conferences with student & enrollment services personnel in attempts to solve student academic and career problems.

3) Perform other functions as necessary.

a) Serve on and attend committee meetings of the faculty.

b) Report to division faculty committee action when committee member is a direct division representative to a committee.

c) Participate in graduation ceremonies and general faculty/staff meetings.

d) Assume the responsibility for and actively participate in professional development directly related to teaching, advising, and evaluating students.

e) Comply with the policies of the College as set forth in the Policy Manual, Statutes, and official memoranda issued or approved by the President and with the policies of the Board of Regents of the University System of Georgia.

f) Provide reports, including an annual report of performance, required by the College, the University System of Georgia, and other agencies.

g) Provide leadership in extra-curricular activities within the limitations of interests, experience, and competencies, compatible with the purposes of the institution and the expectations of students.

h) Participate in the planning and assessment activities of the College as needed.

i) Participate in community life in an appropriate manner.

Planning and Assessment

The Board of Regents requires that each institution within the University System of Georgia develop a planning and assessment process, to include goals and priorities, assessment results and improvement objectives, and action plans "by which institutional priorities, including improvements in effectiveness, will be achieved." (Board of Regents Policy Manual, 209.01)

At ABAC, planning and assessment encompass all aspects of the College's operations. These activities are accomplished primarily through the Institutional Effectiveness Committee, which maintains representation from across campus.

Standing Councils and Committees

Councils

Councils function as operational groups that refine procedures, identify problems, and suggest solutions. Councils serve the office to which they respond in advisory capacity and as a means of communication. Recommendations from the councils are for the sole use of the administrator concerned as deemed appropriate by that administrator.

Academic Assembly (Vice President and Dean of Academic Affairs) — The Academic Assembly is an organization chartered by the entire faculty to promote more effective communications, to secure greater faculty participation in the decision-making processes of the College, to stimulate faculty interest in the goals of the institution, and to promote the best possible atmosphere for effective learning and teaching. Its function is to debate and to make recommendations to the administration and to the student body through the Vice President and Dean of Academic Affairs. An important subcommittee of the Academic Assembly is the Committee on Committees, whose responsibilities are described under “Committees.”

Membership includes representation from all academic divisions; representatives are elected by division faculties. The number of representatives is based upon a ratio of one for each six full-time faculty members or major fraction thereof. Membership in the Academic Assembly is restricted to those faculty whose primary responsibilities involve classroom teaching. Each representative will serve a term of two years with one half, or as close as is practical, of the membership selected each year on a rotating basis. The Academic Assembly will meet once per term for fall and spring and as needed.

Staff Forum (Director of College Services) — The Staff Forum is an organization of the staff of the College to provide a sounding board whereby mutual concerns may be identified and presented to the administration, to secure greater staff participation in the decision-making process of the College, to recognize and encourage excellence of performance among staff members, to pursue fair and impartial treatment of all staff, regardless of position, including equitable work conditions and standards, and to support and enhance the overall mission of the College.

All employees who are designated by the College as staff and are employed on a regular (i.e., permanent) basis are eligible for membership in the Staff Forum, including supervisors and administrative staff (i.e., staff employees whose duties include administering a budget.) Meetings will be held on Wednesday of the fourth week of each term of enrollment subject to change as needed. There will be at least one meeting per term of enrollment during each calendar year (i.e., three meetings.) The Staff Forum chair will call any needed special meetings.

Committees

Composition and Role of Standing Committees

The function of a standing committee is to administer the duties assigned to each as stated on the following pages.

Faculty and staff members are recommended for committee assignments by the Committee on Committees of the Academic Assembly (unless otherwise indicated in the committee’s description) and are approved by the faculty and staff at the business session of each fall faculty/staff preview and planning conference. The composition, purpose, policy, and procedures of each standing committee shall be reviewed annually by the Committee on Committees, and any recommendations for change shall be presented in writing through the President to the faculty for approval at the spring term meeting. These changes are to be amended into the current Policy Manual each year. The tenure of any individual serving on a committee which is responsible for dispersal or recommendations for dispersal of funds shall be limited to two (2) consecutive terms. The Faculty and Staff Flower and Gift Committee shall be exempt from this policy due to the nature of its function.

Service on standing committees is a responsibility of faculty and staff, except that no individual shall be required to serve on any specific committee. Every effort shall be made to distribute committee work equitably among faculty and staff. In order to utilize best the abilities of individual faculty and staff members, the Committee on Committees may recommend modification of the number of faculty/staff members serving on a specific committee. Where the number of faculty/staff members is specified, this number shall be taken as a minimum and not an exact number. The President’s Cabinet shall recommend for committee assignments those individuals whom the College employs after committee assignments have been made. To ensure equal and necessary representation from the College faculty and staff, the chair of each committee shall recommend individuals to fill committee vacancies arising during the year. Administrators may appoint ad hoc committees to facilitate their work only if no standing committee exists which can accomplish the task.

Designated chairs shall call the committees for organizational meetings within ten working days after fall term registration. Where no chair is designated, the first person named on the committee list shall call the organizational meeting within the time specified above. At these initial meetings, committees shall elect those officers needed for the committees’ purposes. Chairs shall orient all committee members as to the purposes and functions of the committees and shall direct that minutes of each meeting be taken and distributed as stated below.

Minutes shall be distributed to the President, the President’s Cabinet, each academic officer, committee’s members, and any Abraham Baldwin employee requesting a copy. The administrator through whom the committee responds and the chair of the committee will determine any further extent of circulation of the minutes as well as whether an abstract of action is sufficient to inform the faculty and staff.

Information related to the holding of meetings and recording of proceedings of meetings of councils and committees (such as accounts of proceedings, reports of actions taken in such meetings, agendas, copies of reports, exhibits, announcements, etc.) are permanent records of the College. They are to be held in the chair’s file for one year and a copy sent to the academic affairs office. The Vice President and Dean of Academic Affairs will then transfer these files to Baldwin Library for permanent keeping.

Prior to the end of each spring term, the chairs of the various standing committees will complete an annual report and will submit this report to the director of institutional research and planning.

Academic Review Committee (Vice President and Dean of Academic Affairs)

This committee hears and acts on appeals from students who have been denied admission or readmission to the College or who have been suspended from the College for academic reasons. The committee is also empowered to conduct investigations of a student's academic progress, academic integrity, or any other matters related to academic issues involving students upon the request of any member of the faculty or professional staff. This committee is empowered with the authority to suspend a student from the College for failure to meet academic standards as established by the faculty and the Board of Regents. Student appeals of the committee's decisions may be directed to the President.

The committee will consist of five members as follows: the registrar who will serve as chair and four faculty members chosen from four different divisions. One of the faculty members will be a division chair. The four faculty members will be appointed for two-year terms on alternating years, with the appointments rotating among the divisions. The director of learning support will serve a non-voting member. The committee will meet each term and as needed.

Advisory Committee for Budgeting and Administration of Student Activity Fees (Vice President and Dean of Student & Enrollment Services)

The responsibilities of the committee are to recommend guidelines to the President for utilization of all student activities fees. Recommendations will include funding levels for the various student activities fund budgets. This committee is appointed annually by the Vice President and Dean of Student & Enrollment Services and shall consist of at least fifty percent student representation. The committee will meet as needed.

Advisory Committee on Intercollegiate Athletics (Director of Athletics)

The purpose of this committee is to advise the Director of Athletics, the Vice President and Dean of Academic Affairs, as well as the President, on all matters related to intercollegiate athletics at the College. The committee serves as a means through which faculty, staff, and students can have input on policies and procedures that affect intercollegiate athletics and student athletes at the College. The committee conducts an annual review of the athletic philosophy, purpose, objectives, evaluation systems, graduation rates by sport, and the development of general policies related to student athletes at the College. The review of athletic fees and the allocation of athletic fees among the various sports are not a part of the function of this advisory committee. The President will share the responsibility for allocating athletic fees with the committee at the October meeting.

This advisory committee consists of one representative from each division, one representative from the vice president of fiscal affairs office, one student SGA representative, and one student athlete. The director of athletics serves as a non-voting member of this committee. The committee will meet as needed.

Appropriate Dispute Resolution Committee (Director of College Services)

The purpose of this committee is to educate its members and, through them, the College as a whole in the different methods of handling conflict more effectively. The committee takes responsibility for handling all college employee and student issues which require resolving conflicts. The committee is authorized to mediate individual or group disputes, to attempt a negotiated agreement, and present to the Director of College Services the outcome of the process and recommendations, if any.

The Appropriate Dispute Resolution Committee shall be composed of at least seven (7) individuals, two of whom shall be students and the remainder shall include faculty and staff from different units of the College. Committee members serve for four consecutive years. For that reason, adjusted for attrition, it should be necessary only to select 2-3 new members each year. The committee members shall be selected by the Committee on Committees, reviewed by the Director of College Services, and approved by the faculty and staff in session at the fall term faculty/staff workshop. The committee will meet as needed.

Classified Personnel Committee (Director of College Services)

The primary purpose of this committee will be to review and update periodically the employee classification plan. It will consider requests for classification of new positions and reclassification of existing positions and hear appeals on position classification. This committee will also review the classified staff entry level salaries annually, recommending changes as necessary. Membership will consist of five persons (no more than two from any administrative area of the College) selected from the staff. The Information Systems Coordinator is a non-voting member. The committee will meet as needed.

Curriculum Committee (Vice President and Dean of Academic Affairs)

This committee reviews proposals from each of the academic divisions for new courses, programs, major changes in offerings, adjustments in credit hours for courses, academic standards for admission, academic standards for continuation, and academic standards for graduation.

The committee will be composed of the Vice President and Dean of Academic Affairs (as committee chair), each of the division chairs, the Registrar and Director of Admissions, the Library Director, the Director of Evening and Off-campus Programs, the Director of Learning Support, an additional faculty member from each academic division, and three students. The Director of Institutional Research & Planning, the Assistant Registrar, and the Director of OITS will serve as non-voting members. The seven faculty representatives from the academic divisions (not the division chairs) will be appointed for two-year terms in alternating years so that four are serving a second year in any given year. The committee will meet as needed.

Diversity Affairs Committee (Director of College Services)

This committee serves as a clearinghouse for matters concerning the minority faculty, staff and students of the College. The committee will make recommendations for action concerning the improvement of minority affairs on campus; will provide campus-wide coordination of minority student affairs and promote and engage in the recruitment and retention of minority students; will work with the Director of College Services on constructing more positive relationships between the College and the minority community; will serve as a network for the effective recruitment of minority faculty, administrators, and staff members, and will assist with the interview process in the selection of new employees; will serve as a support group for new employees; will assist with the dissemination of information related to promotion and tenure and serve as a resource group for the purpose of facilitating promotion and tenure; will promote academic excellence, research, and scholarship; and will encourage the free exchange of ideas among all members of the College and community at large.

The membership of the committee, which may include up to twelve members, will consist of at least eight minority individuals. The membership will include the Director of the Minority Advising Program, the minority student recruiter, the affirmative action officer, a classified staff member, an employee from college at large, two students, and at least three members of the teaching faculty. The committee will meet at least once per term for fall and spring terms, with at least one meeting per year during the evening with the minority community leaders.

Facilities Use Committee (Director of Public Relations)

This committee will review facilities’ use and charges for use of facilities. This group makes recommendations relative to the charges and policies for use of the various facilities by groups outside the institution. This group normally consists of the Director of Public Relations as chair, the Vice President of Fiscal Affairs, Vice President of Academic Affairs, Vice President of Student and Enrollment Services, Director of Intercollegiate Athletics, Director of Public Service and Business Outreach, division chair of Health, Physical Education & Recreation, Director of Student Life, directors of the physical plant and dining services, a representative of OITS, and the administrative assistant of Public Relations. The committee will meet twice per year.

Faculty Development Committee (Vice President and Dean of Academic Affairs)

The Faculty Development Committee is responsible for administering both ABAC Foundation funds and institutional funds available for faculty development. This committee takes responsibility for 1) planning and implementing faculty seminars, workshops, and programs which are held on campus. This committee will work with the Staff Development Committee in planning the fall conference; 2) receiving, reviewing and recommending the funding of proposals for faculty development from individuals or small groups; 3) planning and implementing social activities for the faculty and staff by working with the Staff Development Committee. The chair of this committee will communicate often to the chair of the Staff Development Committee so as not to duplicate activities.

The committee will consist of one faculty member for each academic division. The coordinator of faculty development will serve as a non-voting member. The committee will meet as needed.

Faculty/Staff Flower and Gift Committee (Vice President for Fiscal Affairs)

The Faculty/Staff Flower and Gift Committee will distribute gifts occasioned by hospitalization, funerals, births, weddings, retirements, and other significant events among members of the faculty and staff, including participating faculty emeriti and officially retired personnel.

Membership will consist of two representatives from the administrative divisions, two representatives from the academic divisions, and the Vice President for Fiscal Affairs as a non-voting member. Each member must be a contributor to the fund. The committee will meet once at the beginning of the academic year and as needed.

Faculty/Staff Grievance Committee (President)

The committee shall be drawn to review a grievance as described in Chapter III of this policy manual. The purpose, procedure, and authorized jurisdiction of this committee are also described in Chapter III. The chair of this committee will be chosen by the President. The remainder of the members of this committee will be chosen by the President (Board of Review) or through the process of involving the parties (grievance hearing). The committee will meet as needed.

Homeland Security Committee (President)

In compliance of the Federal USA Patriot Act, this committee serves to oversee the safety and security of the College. It encompasses all areas of the campus, which include Legal Affairs, Academic Affairs, Information Technology, Environmental Safety, Public Safety, Human Resources, and International and Student Affairs. The committee members will be comprised of the Vice President of Fiscal Affairs, Director of OITS, Director of Public Safety, Registrar and Director of Admissions, and one representative from each of OITS, Agriculture Division and Science/Math Division. The committee will meet as needed.

Information Technology Advisory Committee (Director of Information Technology & Services)

The Information Technology Advisory Committee considers issues and makes recommendations on matters related to instructional and administrative technologies. The committee will discuss implementation strategies, scheduling down times, and issues related to our computer information systems; ensure that ADA standards that apply to web pages and other technologies are distributed and understood, that they follow a set of consistency guidelines and present a professional image; focus on how to best meet the needs of technology integration into the curriculum and into classroom presentation so as to enhance learning.

The committee will consist of: one faculty member from each academic division; two representatives from the Office of Information Technology and Services; one representative from each of the following areas: College Services, Fiscal Affairs, Student and Enrollment Services, Development and Alumni, Library; the Academic Affairs administrative secretary; and two students representatives from SGA. The Director of Institutional Research & Planning and the Director of OITS will serve as non-voting members. The committee will meet twice per term for fall and spring and as needed.

Institutional Effectiveness Committee (Director of Institutional Research & Planning)

This committee will oversee and manage all the processes that are part of the College’s Institutional Effectiveness Plan including planning, assessment, and data analysis and interpretation. The Institutional Effectiveness Committee shall be composed of two members of the president’s executive staff, one faculty member from each of the seven (7) divisions with one being a member of the Academic Assembly, a representative of the Staff Forum, a representative from the Student Government Association, a representative from Phi Theta Kappa, a staff member from the fiscal affairs area, a representative from Student Support Services, and a representative from Student and Enrollment Services. Members of the committee will elect the chair. Members will serve a two year appointment. The committee will meet a minimum of once a term for fall and spring and as needed.

Intellectual Properties Committee (President)

The Intellectual Properties Committee shall recommend the rights and equities in patentable and copyrightable materials in all cases in which questions arise. Routine cases where the author(s) and the Intellectual Properties Committee chair agree as to classification and handling shall be processed automatically according to the principles and policies set forth in the Abraham Baldwin Intellectual Properties Policy. Changes to the principles and policies set forth in the Abraham Baldwin Intellectual Properties Policy shall be with the recommendation of the Intellectual Properties Committee, approval by the faculty, and adopted by the president who will request approval of the change by the Board of Regents.

The president shall appointed members as needed. The membership shall consist of four faculty members and one staff member. The Vice President for Fiscal Affairs will be a non-voting member. Temporary members may be selected as needed to handle special problems based on the need for technical expertise. The committee will meet as needed.

Library Committee (Vice President and Dean of Academic Affairs)

This committee provides liaison between the faculty, staff, and students and the Library. The committee also makes recommendations concerning the Library's collections, acquisitions, and operations. The committee will consist of a faculty representative from each division, a representative from OITS, and two students. A librarian will serve as a non-voting member of the committee. The committee will meet once per term for fall and spring, and as needed.

Open Campus Day Committee (Director of Public Relations)

The purpose of this committee is to prepare for the Open Campus Days that are held each year. The Director of Public Relations will serve as chair and the committee consists of the Vice President for Student and Enrollment Services, Vice President of Academic Affairs, Recruiting Coordinator, administrative assistant of Public Relations, SGA president, Ambassadors’ president, one division chair, the CAMP Coordinator, and one representative each from the physical plant, dining hall, and OITS. The committee will meet once per year.

Promotion and Tenure Committee (Vice President and Dean of Academic Affairs)

The committee will provide recommendation to the Vice President and Dean of Academic Affairs for or against tenure or promotion and provide reasons for such decisions. This committee, to be formed each year in August, will consist of one member elected from each division. Where possible, the individual will be a tenured faculty member. Faculty members who are eligible for a promotion or tenure will be ineligible to serve on this committee for that year. The division chairs are ineligible to serve on this committee. Six members of the committee must be present in order for a quorum to exist. In order for a positive decision to be reached, a simple majority of the quorum is necessary. A tie will be considered a negative vote. The chair will have voting privileges. Divisions must replace during the year any member who cannot complete the year.

The Vice President and Dean of Academic Affairs will call the first meeting to charge the committee. The first order of business of the committee will be to set meetings on a schedule that will allow it to make timely recommendations regarding all promotion and tenure decisions at the College for that academic year.

Residence Life Committee (Vice President and Dean of Student & Enrollment Services)

This committee's duties include periodic comprehensive studies of all facets of residence life. These include residence halls, health services, food services, technology, bookstore operation, public safety, and other areas that affect resident students. The committee will consist of at least three ABAC Place student representatives and an equal number of faculty and staff members, and the Director of Student Life. The Vice President for Fiscal Affairs and the director of food services will serve as non-voting members. The committee will meet once per term for fall and spring, and as needed.

Scholarship and Awards Committee (Vice President and Dean of Academic Affairs)

This committee has the responsibility for screening scholarship applications and selecting recipients for College scholarships. This committee will be composed of the Vice President and Dean of Academic Affairs as chair, the director of counseling and testing, one division chair, one classified staff member, three faculty members (rotating among the divisions), and three members appointed by the board of directors of the Abraham Baldwin Foundation. The committee will meet as needed.

Staff Development Committee (Vice President and Dean of Academic Affairs)

The Staff Development Committee is responsible for administering both ABAC Foundation funds and institutional funds available for staff development. This committee takes responsibility for 1) planning and implementing staff seminars, workshops, and programs which are held on campus. This committee will work with the Faculty Development Committee in planning the fall conference; 2) receiving, reviewing and recommending the funding of proposals for staff development from individuals or small groups; 3) planning and implementing social activities for the faculty and staff by working with the Faculty Development Committee. The chair of this committee will communicate often to the chair of the Faculty Development Committee so as not to duplicate activities.

The committee will consist of two representatives each from fiscal affairs, student and enrollment services, non-teaching areas of academic affairs and one representative each from college services, institutional advancement (Development, Alumni and Public Relations). The committee will meet as needed.

Student Financial Aid Committee (Vice President and Dean of Student & Enrollment Services)

The committee shall function as an advisory committee to financial aid officers in setting guidelines and determining policies for the student financial aid program. The committee will also act as a review/appeal body when requested by the Director of Financial Aid. This committee shall be composed of the financial aid officer(s), the Vice President for Fiscal Affairs, two faculty members, two staff members, and two students appointed by the SGA. The committee shall be chaired by the Director of Financial Aid. The committee will meet a minimum of once per term for fall and spring, and as needed.

Student Success Committee (Vice President and Dean of Student & Enrollment Services)

This responsibility of this committee is to identify and implement strategies that will ultimately increase student retention and graduation rates. The committee will consist of a faculty member from each division; a representative each from the office of the registrar, admissions, financial aid, student life, student development, learning support, library, and institutional research; and two currently enrolled students. This committee reports directly to the Vice President and Dean of Student and Enrollment Services, and should meet as needed, at a minimum of once per term.

Sunbelt Expo Committee (Director of Public Relations)

The purpose of this group is to prepare for ABAC’s exhibit at the Sunbelt Expo held each October. This group consists of the Director of Public Relations, Recruiting Coordinator, Director of Alumni Relations, and one representative each from horticulture, physical plant, and the music program. The committee will meet once per year.

University System Advisory Council and Its Committees

The college is represented on the University System Advisory Council by the President as a voting member, with the Vice President and Dean of Academic Affairs and the Vice President for Fiscal Affairs as non-voting members. All members of the faculty are eligible for appointment to academic and administrative committees of the Advisory Council. Academic advisory committees are established in various disciplines and act as advisory groups to the Chancellor and his staff through the Administrative Committee on Academic Affairs and the University System Advisory Council. Voting members are appointed by the President and shall confer with colleagues and appropriate officials of the College concerning issues brought before the committees. Recommendations of the various committees are advisory in nature only and must ultimately be considered by the council. Only the president of each institution is empowered to vote officially on the position of his/her institution. (Adapted from Statutes of the University System Advisory Council.)

Career and Technological Program Advisory Committees

As a matter of good academic practice, the College requires that each of its Career and Technological programs of study be supported by an advisory committee, comprised of practitioners in the field as well as faculty representatives. The purpose of these committees is to advise the various program faculty members regarding current and projected trends in the area and to recommend changes in the curriculum, including the use of technology. The advisory committees also assist with the employment of ABAC graduates and participate in field surveys as a part of the outcomes assessment process. ABAC faculty members will be asked to serve on these committees as appropriate.

CHAPTER II — ACADEMIC POLICIES

CLASSROOM

Introduction

Classroom instruction is the principal procedure by which the College promotes the students' fullest possible academic development and assists them in assuming a larger role in their own learning; to these ends the faculty member provides leadership, instruction, counseling, and resource materials in the development process. In addition to classroom teaching, the instructor is expected to provide academic advisement and general counseling. Other duties of the classroom instructor are listed in Chapter I.

The instructor operates under the daily leadership of the division chair. The division chair may, from division faculty, appoint an acting chair to serve in his/her absence. Each division office provides secretarial and clerical assistance to its faculty.

Academic policies are published under “Academic regulations” in the College catalog.

Reporting of Grades

Mid-term advisory grades are reported to a student who has a “C,” “D,” or “F” in any class. Faculty members are required to make all advisory grades of “C,” “D,” or “F” at midterm available to students. These grades are not entered on the student’s permanent record. Mid-term reports are intended to inform the student of problems prior to mid-term.

Final grades are reported by the instructor on the web and also on official grade sheets to the office of the registrar promptly following final examinations for the term and in no instance later than twenty-four hours following the close of the examination schedule.

Instructors cannot change final grades after grades are submitted, except when special circumstances merit it. A formal request for a grade change must be submitted to the registrar's office by the instructor on a grade change form and approved by the chair of his/her division. The registrar may accept the proposed change, or he/she may request that the proposed change of grade be reviewed and approved first by other authority in the College.

Student Dishonesty

Any form of student dishonesty in the academic program is considered to be an infraction of the disciplinary code and will be dealt with accordingly. A faculty member is expected to know and abide by the procedures for dealing with student dishonesty as outlined in the College Catalog and in the Student Handbook.

Official Office Hours

Administrative offices will be open from 8:00 a.m. to 5:30 p.m., Monday through Thursday, and 8:00 a.m. to 3:00 p.m. on Friday. All full-time employees are expected to work a minimum of forty hours per week.

The college expects full-time faculty and staff to demonstrate their professionalism by assuming responsibility for quality efforts in both teaching and service to the institution. As teaching professionals, they are expected to refrain from any endeavor or vested interest that would impede their effectiveness and efficient functioning as faculty members. They are further expected to maintain high visibility in service through professional activities to the extent that such service rendered does not interfere with their institutional duties.

Abraham Baldwin Agricultural College recognizes the diversity of teaching responsibilities, including teaching loads, laboratory supervision, extracurricular activities with sports or other student groups, and committee assignments, as well as hours of grading and classroom preparation both during and beyond the normal work day. Within these constraints, full-time faculty are expected to fulfill all of their responsibilities in a professional manner and are expected to maintain a minimum of ten office hours each week in addition to time spent in the classroom and laboratory. These office hours are to be scheduled over Monday through Friday to provide maximum convenience and accessibility and are to be posted in an appropriate place. The ten hour minimum for weekly office hours is to be construed as a minimum rather than as an acceptable average.

Part-time faculty are expected to provide students with ample opportunity to meet and discuss course materials and requirements outside the classroom. This is normally accomplished before or after the scheduled class period. Part-time faculty are expected to publish those times during which they will be available to students for conferences and to publish work and/or home phone numbers through which they may be contacted for individualized assistance.

Textbook Adoption and Orders

Individual instructors select, with the approval of the division chair, textbooks and any related materials for their courses. When more than one instructor is involved, joint action is required. Different textbook requirements by different instructors teaching the same course are allowed only with written permission from the division chair and the Vice President and Dean of Academic Affairs. Instructors should strive to come to an agreement on one text. Changes in textbooks must be made far enough in advance so that the bookstore manager has sufficient time for acquisition by the date needed and for reducing inventory of texts on hand. Once a title is adopted, it will be used for at least one year. It is expected that the textbook will be selected in keeping with the objectives of the course and the abilities and achievement levels of the students.

Classroom Control

A faculty member is expected to maintain a classroom environment which is conducive to student learning. No student, including students with disabilities, will be allowed to disrupt the classroom environment deemed appropriate by the faculty member. Every effort will be made to accommodate special needs of individual students, but no student will be allowed to disrupt the learning environment.

Field Trips

While field trips are recognized as invaluable experiences, it is necessary to limit the number of trips that require students to be absent from other classes.

Instructors who desire to take their classes on field trips must have the advance approval of their division chair. Students will be responsible for notifying their other instructors about the trip, giving the dates and hours of the trip. Therefore, the instructor should provide the information to the students at the earliest possible date, but no later than six class days prior to the trip. With two or more weeks of advanced planning, weekend field trips may be scheduled. Students cannot be penalized for missing a field trip unless the trip is scheduled and announced on the first class day.

Each student who participates in a field trip should complete and sign a waiver of responsibility form available from the division office. The completed form should be filed with the instructor responsible for the field trip.

Procedures for Illness or Accident Involving a Student in the Classroom

Send another student to the division secretary or a telephone to contact the Health Center and/or the Tift County EMT. The faculty member should remain with the student involved.

Report all accidents and emergencies on campus to:

1) Health Services (391-5032)

o When reporting an accident or emergency, remember to:

o Identify yourself.

o Give clear directions to the location of the person needing assistance.

o Briefly describe the series of events resulting in the accident, injury, or illness.

2) Call Tift County EMT's (382-2323 or 911) prior to calling the Health Center only:

o If the injured person in not breathing or needs CPR.

o If the injured person has been involved with an electrical shock, drowning, or choking incident.

o If the injured person is bleeding severely.

3) Stay calm to assist the injured person:

o If it is necessary to leave to get help, designate a responsible person to stay with the injured person.

o If the person is conscious or confused, please reassure them and let them know that medical help is on the way.

o Never move the person unless his/her life is in danger.

o If the injured person was involved with an electrical shock, always turn off the electrical source before touching the injured person.

o Remove other people from the area to help the injured person remain calm.

o When the nurse, public safety officer, or EMT arrives on the scene, please move away so he/she can administer medical attention.

The nurse will document the situation in writing. Please offer helpful information for this report.

Messages to Students

Only messages of an emergency nature may be delivered to students during class sessions. Otherwise, the secretary or student worker should see students as they leave class or before they go to class.

Secretarial Assistance

The college expects to provide necessary secretarial help so that the faculty member may devote his time to his main objective -- that of quality instruction. Secretarial service is decentralized in that secretarial personnel are employed throughout the institution.

Secretaries' work will be in the office to which assigned, and they will be directly responsible to their immediate supervisors. In instances where heavy workloads in one area require the assistance of a secretary from another area, maximum cooperation is expected. Ultimately all secretaries respond to the administrative officer responsible for that area of the College.

Many administrative offices employ student workers to assist with clerical responsibilities. Work assigned to student assistants is largely at the discretion of the secretary and/or administrative officer, except that no student is ever allowed to handle tests, quizzes, student assignments, or grade sheets.

Program of Evening Courses for Credit

This program provides courses during the evening, both on and off-campus, for college credit for those students. Rules, regulations, and the course content of the day program apply to the evening program.

The director of the evening and off campus program, in cooperation with the division chairs and with the approval of the Vice President and Dean of Academic Affairs, schedules courses that are desired by evening students. The respective division chairs hold the same responsibility for evening courses within their divisions as they do for day courses.

Distance Learning

Distance Learning is learning that takes place at a location geographically remote from campus. Distance Learning adapts video conference and on-line courses utilizing the World Wide Web (WWW) to the classroom, allowing classrooms at geographically distributed locations to be linked. The program creates a network of users who will benefit from the advantages that distance learning offers.

Three classrooms, Bowen Hall Room 101, Bowen hall Room 103, and the Moultrie Center Room 103 have distance learning labs from which programming may originate or be received.

The Institutional Technology Committee recommends policy and advises the Coordinator on such topics as program development, instructor selection and development, program policies, planning, assessment, and program improvement.

Instructional Loads

Faculty teaching distance learning courses for credit will themselves be awarded teaching load credit commensurate with normal load policies adopted by respective divisions. The combined class size at both the on-campus and off-campus locations will not normally exceed the usual limits for a typical on-campus class.

Public Service and Business Outreach Center

The Public Service and Business Outreach Center is the community outreach, lifelong learning branch of the College operated by the director of the public service and business outreach center who plans and administers the activities of the center and is supervised by the Director of College Services.

The Center provides a link between the College and the communities served. Its purpose is to provide expertise and lifelong learning opportunities for the personal development, professional growth, and economic well being of Georgia’s citizens. Lifelong learning activities are an extension of the traditional on-campus learning process, and programs are developed in response to the educational needs and requests of citizens, professional and business groups, governmental agencies, and others.

The lifelong learning programs include (1) a series of classes, seminars, and short courses scheduled throughout the year; (2) professional certification classes, (3) customized classes for business/industry, (4) on-line “anytime, anywhere” classes, (5) enrichment programs for local youth throughout the year with special emphasis in the summer months, (6) satellite programming, (7) conferences, and (8) facility usage. The program is open to any interested member of the public. Applicants are not required to send high school transcripts or take any entrance exam to attend; however, some professional certificate programs may require certain professional competency for entrance. Located in Weltner Hall, the Public Service and Business Outreach Center is open 8 am - 5 pm, Monday through Friday.

Co-Listing of Credit/Non-Credit Classes

Co-listed courses are college credit courses offered for CEU credit. These courses are offered on a space available basis. If space is not available, a full refund will be given. Individuals who enroll in co-listed courses for CEU credit must sign a waiver stating that no academic credit can be received for the class. CEU credit will be awarded upon completion; however, CEUs can never be converted to academic hours.

In order to register for an academic class as a non-credit student: 1) student must meet the prerequisites for the class, 2) registration is on a space-available basis after all credit students have been placed, 3) registration and fees are handled through the Public Service and Business Outreach Center, 4) student will sign a waiver stating that no academic credit can be received for classes. CEU credit will be awarded upon completion; however, CEUs can never be converted to academic hours, and 5) individual course requirements will be the same for credit and non-credit students

NON-CLASSROOM

Academic Advisement

Selected by and directly responsible to the division chair in collaboration with the Registrar and the Director of Advising, the academic advisors are responsible for their assigned advisees. Those advising outside their fields are responsible to the division chair in the fields in which they are advising. Academic advisors should strive to establish a bond with their advisees in order to help them to adjust to college life and begin the college experience on a positive note. When a student's behavior indicates the need for expert advice, the advisor should refer the student to the College's Student Development Office or consult with that office on procedure.

Academic advisors inform the students where and when they can be met for individual conferences. The group meeting might be an informal, roundtable discussion, in which advisors disseminate general college policies and other information. Students should be encouraged to talk. This meeting should include a discussion of individual problems, although academic advisors may wish to describe briefly the kinds of help they can give and the kinds of counseling services available on campus. The term advisor/advisee group meeting should not be used exclusively for scheduling of classes, which should occur at and be the end result of the individual advisement conference.

The registrar will provide the academic advisor with a list of advisees prior to the opening of each term. The Handbook for Academic Advisors gives additional information.

Regents' Testing Program

An examination to assess the competency level in reading and writing of each student enrolled in undergraduate degree programs in University System institutions shall be administered. ABAC will follow the procedures and guidelines outlined in the policy of the Board of Regents of the University System of Georgia on this examination.

Late Registration and Course Changes by Students

Late registration must be completed during the first five class days of fall and spring semesters and during the first two class days of summer term and short sessions.

Changes in class schedules may be made on the web during the first five class days of fall and spring semesters and during the first two class days of summer term and short sessions. A student may be allowed to drop a course with the grade of "W" during the first half of a term provided the request is officially filed with the registrar by the date given on the master calendar. After that time, the student will be assigned a WF unless extenuating circumstances exist and the student is passing the course at the time he/she drops the course and approval is given by the registrar. All "WF's" will be included in the cumulative grade point average computation.

Students enrolled in learning support studies courses may withdraw from those courses with a “W” only if they withdraw from all college-level courses in which they are currently enrolled.

See the Handbook for Academic Advisors for more specific instructions.

Curriculum Changes

Students who wish to change their major fields of study must file a request on the curriculum change form. See the Handbook for Academic Advisors for instructions.

Student's Right to Privacy

Security of Student Academic Records

Security of student academic records is a direct responsibility of the registrar, whose office has been provided a fire-resistant vault for such purpose.

Release of Information about Students

Students in the University System of Georgia have the right to assurance that their academic records, compiled and maintained by a unit within the system, will be recorded and retained in confidence. Each unit must maintain, however, a balance between its obligation for the growth and welfare of the student and its responsibilities to society.

Transcripts of educational records shall contain only information about academic status, except that disciplinary action shall be recorded in cases where it affects the student's eligibility to re-register.

Disciplinary and counseling files shall be maintained separately from academic records and shall not be available to unauthorized persons on campus or to any persons off campus without the written consent of the student involved, except under legal compulsion or in cases where the health or welfare of persons or the safety of property is involved. No records shall be kept that reflect the political activities or beliefs of students. Provisions may be made for periodic routine destruction of non-current disciplinary records whenever appropriate administrative authorization is granted at each respective institution.

Each unit will make every endeavor to keep the student's record confidential and out of the hands of those who would use it for other than legitimate purposes. All members of the faculty, administration, and clerical staff must respect the confidential nature of the student's record. At the same time, each unit should be flexible enough in its policies not to hinder the student, the unit itself, or the community in their legitimate pursuits.

Specific policies governing the release of information are as follows:

§ Students shall be entitled to a transcript of their academic records.

§ Students have the right to inspect their academic records and are entitled to an explanation of any information recorded on them. When the original record is shown to a student, examination will be permitted only under conditions that will prevent its alteration, mutilation, or loss.

§ Documents submitted by or for students in support of their application for admission or for transfer credit will not be returned to the student, nor sent elsewhere at their request. For example, a transcript from another college, or a high school record, will not be sent to a third institution. Students should request another transcript from the original institution. In exceptional cases, however, where another transcript is unobtainable, or can be secured only with the greatest difficulty, copies may be prepared and released to prevent hardship to students. Students must present a signed request for this procedure. The copy sent will be marked as a certified copy of what is in students' files.

Disclosure to Faculty and Administrative Officers of the Institution

Faculty and administrative officers of each unit who have a legitimate interest in the material and demonstrate a need to know shall be permitted to look over the academic record of any student.

The contents of the official folder of a student will not be sent outside the Office of the Registrar except in circumstances specifically authorized by the registrar or a designated representative. A permanent record will not be approved to leave the Registrar's Office since copies can be readily prepared.

Transcripts and grade reports will be released to academic divisions and appropriate administrative officials for purposes of academic advising and counseling without the prior approval of the student.

Disclosure to Parents, Educational Institutions, and Agencies

Transcripts or grade reports will not be released to parents, guardians, or other persons from whom the student is receiving regular financial assistance without the student's prior approval.

Upon written approval from a student, a request for a transcript or other academic information from another institution of learning will be honored as a matter of courtesy.

Upon written approval from a student, requests from a philanthropic organization or other agency giving financial support to a student will be honored.

Requests from research organizations making statistical studies may be honored without prior approval of the student provided no information revealing the student's identity is to be published.

Disclosure to Government Agencies

Properly identified representatives from federal, state, or local government agencies may be given the following information if expressly requested:

§ Date and place of birth

§ School or division of enrollment and class

§ Dates of enrollment

§ Degree(s) earned, if any, date, major or field of concentration, and honors received.

§ Home and local addresses and telephone numbers

§ Social Security number

§ Name and address of parent or guardian

§ Photograph, if available

Concerning release of further information, it should be noted that government investigative agencies, as such, have no inherent legal right to access to student files and records. When additional information is requested, it should be released only on written authorization from the student. If such authorization is not given, the information will be released only on court order or subpoena. If a subpoena is served, the student whose record is being subpoenaed should be notified, and that subpoena should be referred to the University System's legal counsel.

Student information will be released to the Selective Service System only with the written permission of the student.

Disclosure to Other Individuals and Organizations

Information furnished to other individuals and organizations shall be limited to the items listed below under "Telephone Inquiries" unless the request is accompanied by a release signed by the student. Anyone requested to provide information on a student should refer to “The Institutional Policy under the Family Educational Rights and Privacy Act of 1974” on p. 77 of the college catalog.

Disclosure in Response to Telephone Inquiries

Only those items that are matters of public record will be released in response to telephone inquiries. Those items include

§ whether or not the student is currently enrolled

§ the school or division in which he is or was enrolled and his class

§ dates of enrollment

§ degree(s) earned, if any, date, major or field of concentration, and honors received

Release of local address or telephone numbers will not normally be made by the Office of the Registrar since student listings are usually prepared each term and made available to the appropriate information centers on each campus.

Urgent requests for student information based on an apparent emergency should be referred to the registrar or the designated representative.

Student Listings

Student listings may be published each term and distributed only to appropriate organizations and individuals on campus each term. Since the distribution of such listings is limited, no prior approval from the student is required. Students should, however, have the right not to be listed in such a directory upon their written request that their names, addresses, or telephone numbers not be included.

Disclosure to Other Offices of Each Unit

The foregoing policy statements are applicable to handling any request for academic information about students or former students received by any member of the faculty, administration, or clerical staff. They are intended to protect the individual's right to privacy and the confidentiality of his academic records throughout the unit.

Personnel of each unit should be alert to refer promptly to the Office of the Registrar requests for transcripts, certification, or other information the registrar's office typically provides. Faculty members and the various institutional offices should restrict their responses to acknowledging, when appropriate, the receipt of requests for student information, or limit their response to that information germane to their sphere of responsibility, or their relationship to the student, e.g. faculty advisor, major professor, etc.

Withholding Information

There may be conditions such as unmet financial obligations and violations of non-academic regulations under which each unit may withhold grade reports, transcripts, certifications, or other information about a student.

Academic Freedom and Responsibilities

Abraham Baldwin subscribes to the "1940 Statement of Principles on Academic Freedom and Tenure" published by the American Association of University Professors. With respect to academic freedom and related responsibilities, these principles are as follows:

§ The purpose of this statement is to promote public understanding and support of academic freedom and tenure and agreement upon procedures to assure them in colleges and universities. Institutions of higher education are conducted for the common good and not to further the interest of either the individual teacher or the institution as a whole. The common good depends upon the free search for truth and its free exposition.

§ Academic freedom is essential to these purposes and applies to both teaching and research. Freedom in research is fundamental to the advancement of truth. Academic freedom in its teaching aspect is fundamental for the protection of the rights of the teacher in teaching and of the student to freedom in learning. It carries with it duties correlative with rights.

o The teacher is entitled to full freedom in research and in the publication of the results, subject to the adequate performance of his other academic duties; but research for pecuniary return should be based upon an understanding with the authorities of the institution.

o The teacher is entitled to freedom in the classroom in discussing his subject, but he should be careful not to introduce into his teaching controversial matter which has no relation to his subject. Limitations of academic freedom because of religious or other aims of the institution should be clearly stated in writing at the time of the appointment.

o The college or university teacher is a citizen, a member of a learned profession, and an officer of an educational institution. When he speaks or writes as a citizen, he should be free from institutional censorship or discipline, but his special position in the community imposes special obligations. As a man {sic} of learning and an educational officer, he should remember that the public may judge his profession and his institution by his utterances. Hence he should at all times be accurate, should exercise appropriate restraint, should show respect for the opinions of others, and should make every effort to indicate that he is not an institutional spokesman. ("1940 Statement," AAUP)

Procedures for Establishing and Modifying the Curriculum

Creating and modifying the curriculum offerings at ABAC is a faculty-based process. General policies governing the establishment of new programs of study and effecting substantive changes in existing programs are contained in the Policy Manual of the Board of Regents of the University System of Georgia. Within those general parameters, college policy regarding the curriculum is listed below.

§ All modifications, additions, or deletions related to the academic programs of study originate within the division responsible for the coursework. The divisional curriculum committees must approve any changes before submitting them to the college-wide Curriculum Committee for action.

§ The college Curriculum Committee acts on recommendations forwarded to it from the divisions. This committee is comprised of faculty representation from each division, in addition to the division chairs and other selected academic administrators. The Curriculum Committee is empowered to act on matters related to the academic programs of study in addition to admission requirements, continuation standards, and graduation requirements.

§ The curricular matters for which this Curriculum Committee is responsible include: individual course prefixes, numbers, titles, credit hours, and prescribed lecture and laboratory hours; the arrangement of specific courses within a certificate or degree program; the titles of certificates, degree programs, and the names of degrees; the addition or deletion of options within degree programs as well as the certificates and degree programs themselves; and any other matters related to academic coursework and degree programs. The only elements not requiring Curriculum Committee action are the wording of the course descriptions for the catalog, and the frequency with which courses are offered.

§ The University System of Georgia must approve any degree program changes related to Core Curriculum (transferable) work, as well as the addition or deletion of certificates or degrees, options within degrees, or degree titles.

Professional Development

As a matter of policy, the College encourages faculty members to continue their professional development throughout their careers and provides a mechanism through which they may receive financial and other support in order to do so. In addition to seminars, workshops, and programs provided on campus, faculty are offered opportunities to attend professional meetings or upgrade skills through participation in conferences or seminars, to complete additional graduate work, or to take educational leaves of absence (see Chapter III of this manual).

Travel awards for individual faculty are administered through academic division, while funds for activities which benefit the College as a whole, including the Fall Conference, are administered by the Faculty and Staff Development Committees.

Faculty members are encouraged to associate with recognized professional organizations in the various specialties. Individual membership in such organizations, however, cannot be paid by the College.

Faculty Responsibilities Related to Organized Student Activities

The college provides various types of student activities designed to furnish training and leadership. Students are encouraged to take part in one or more of these organizations. The faculty feels that student activities are a very vital and necessary part of the college life.

Objectives of the student activities program are: (1) a favorable continuation of the socialization process of the individual; (2) opportunities for experiences in meaningful group interaction and relationships; (3) the development of leadership potential; (4) an enrichment of academic learning; and (5) the development of community responsibilities.

Faculty and staff members of the College serve as sponsors and/or advisors for student clubs, organizations, publications, and other student activities. Some activities by their very nature fall clearly to certain divisions of the College. Other activities may be sponsored by faculty/staff members in any division. Division chairs recommend annually to the Director of Student Life the names of instructors in the respective divisions who will serve as faculty advisors or sponsors of given student activities.

Faculty/staff members who become club or organization sponsors derive satisfaction from associating with students in informal or social situations and also become more closely associated with the overall college student activity program. Faculty/staff advisors are responsible for assisting with the organization, programs, and policies of clubs. The advisor is responsible for signing vouchers for payments, attending club meetings, assisting with the formation of a calendar of activities, chaperoning social events, and performing such other duties as are necessary for the good of the club.

Because it is in the best interest of the College that the various outside of class activities be widely shared among faculty/staff members, this duty has and continues to be a part of the standard workload. Performance in sponsorship is given consideration when evaluation of services takes place.

Student Counseling Referral Procedure

A faculty member who wishes assistance in working with a particular student's personal concerns may follow one of two procedures.

Direct Referral

If faculty members feel that they are unable to work with a student in any capacity concerning personal issues, the faculty can suggest that the student request an appointment with the counselor in the Student Development Office. It is appropriate for the faculty member to call or write that a student referral has been made, if the faculty member chooses to do so. The counselor is able to discuss the outcome or recommendations with the faculty member ONLY with written permission from the student.

Consultant Service

If a faculty member desires to consult for guidance in dealing with a student, the faculty member is encouraged to call or make an appointment with the counselor in the Student Development Office to discuss potential avenues for addressing the student's particular situation.

Use of Institutional Buildings and Equipment

Use and Scheduling of College Facilities for College Functions

A calendar of scheduled events and locations is coordinated by the Public Relations Office. All events shall be posted on the calendar to avoid conflicts. Use of any building shall be scheduled with the person in charge of that building and the Public Relations Office.

Authority for granting use of ABAC facilities for college functions has been lodged in the hands of specified officials as follows:

Howard Auditorium Chair, Division of Humanities

Auditorium, Conger Hall Chair, Division of Humanities

Dining Hall Vice President for Fiscal Affairs

Bowen Hall Chair, Division of Social Science

Gressette Gymnasium Chair, Division of Health, Physical Education and Recreation

Thrash Gymnasium Chair, Division of Health, Physical Education and Recreation

Other campus buildings building directors (see pages 118-119)

Use of Equipment

All equipment purchased by, given to, or otherwise acquired through the College belongs to the College and not solely to a particular unit of the institution. Although certain items of equipment are earmarked for given units of the campus, the administration is the responsible agent in this respect. Whenever need arises and it is not in use by the unit where ordinarily used, the equipment should be available for use by others. It is expected that good judgment will be used at all times so that there will be no request for use of expensive and irreplaceable equipment by inexperienced people. Those borrowing the equipment should return it immediately after they have finished using it.

It is to be understood that the College cannot lend properties and equipment to off campus groups. Student groups borrowing equipment will need permission for such use and shall be responsible for the return of any borrowed equipment. Damaged or lost equipment must be replaced.

All concessions operated in Gressette Gymnasium are to be operated by the Division of Health, Physical Education and Recreation or its designee.

Bulletin Boards

Division chairs are responsible for corridor or vestibule bulletin boards in the buildings in which their respective programs operate. In the instance of use of a building by more than one division, the question of responsibility will be resolved by mutual agreement.

The Vice President and Dean of Academic Affairs is responsible for the faculty bulletin board in Tift Hall, and the Vice President and Dean of Student & Enrollment Services is responsible for the student bulletin board at the Branch Student Center.

In every instance, the authority may be delegated at the discretion of the official involved.

College Publications

It is expected that college publications will use a literary style and format in keeping with the role of the institution. Correctness, appropriateness, and theme are factors of prime importance. Editors and writers of college publications are expected to follow the literary style of any guide commonly accepted in higher education circles. All college publications must be approved by the Office of Public Relations.

Student publications and communications are guaranteed the rights inherent in the concept of "freedom of the press." Individual students and organizations have the right to publish, distribute, and broadcast material in the College campus provided that the materials are identified by the name of the student and organization and are done in accordance with the rules and regulations of the Office of Student Life and Housing. All publications are subjected to the canons of responsible journalism, including the avoidance of libel, avoidance of indecency or obscenity, undocumented allegations, and techniques of harassment and innuendo.

Abraham Baldwin's student communications media are funded, in part, through the Student Activities Budget with monies from students' term activity fees and are directly supervised by advisers who are members of the college faculty and administration. The President of the College functions as the publisher of the student newspaper and the literary magazine and as the titular head of the radio station. The advisers to the media function as the president's representatives and share the financial and administrative authority for them with the Director of Student Life and the Vice President and Dean of Student & Enrollment Services. Views expressed by ABAC's student media do not necessarily represent the views of the administration, faculty, or student body.

Graduation

A graduation exercise will be conducted at the end of each spring and fall term. Members of the faculty and administrative officers shall participate in the graduation ceremonies with appropriate academic regalia, which each individual must provide.

A list of eligible graduates in the ceremony will be prepared, circulated, and presented by the registrar for approval by the faculty at the fall and spring term faculty and staff meetings.

Intellectual Properties Policy

Introduction

The University System of Georgia (University System) is dedicated to teaching, research, and the extension of knowledge to the public. The personnel at its institutions recognize as two of their major objectives the production of new knowledge and the dissemination of both old and new knowledge. Inherent in these objectives is the need to encourage the development of new and useful devices and processes, the publication of scholarly works, and the development of computer software. Such activities (1) contribute to the professional development of the faculty, staff or students involved, (2) enhance the reputation of the institutions concerned, (3) provide additional educational opportunities for participating students, and (4) promote the general welfare of the public at large.

Patentable inventions and materials often come about because of activities of University System faculty, staff or students who have been aided wholly or in part through the use of resources of the University System. It becomes significant, therefore, to insure the utilization of such inventions for the public good and to expedite their development and marketing. The rights and privileges, as well as the incentive, of the inventor or creator must be preserved so that his or her abilities and those of other faculty, staff or students of colleges and universities of the University System may be further encouraged and stimulated.

The University System recognizes and encourages the publication of scholarly works as an integral part of the processes of teaching, research and service. The Board of Regents of the University System of Georgia (Board) acknowledges that faculty, staff or students regularly prepare for publication, usually through individual effort and initiative, articles, pamphlets, books and other scholarly works which may be subject to copyright and which may generate royalty income for the author. Publication may also result from work supported either partially or completely by the institution. With the advent of innovative techniques and procedures the variety and number of materials which might be created in a university community have increased significantly, causing the ownership of such copyrightable materials to become increasingly complex.

The University System recognizes the need for enhanced development and dissemination of software technology as a means of expressing both old and new knowledge. inasmuch as the Board is aware of the dynamic nature of software and that the value of intellectual property comes from the ability of its owner to control its use and that such value is directly related to the degree of protection it enjoys under the law, the Board encourages institutions of the University System to protect such expressions of knowledge by the utilization of appropriate intellectual property laws and the creation of comprehensive software technology transfer policies and procedures.

In many instances, intellectual property will become, in whole or in part, the property of the Board of Regents. When this policy speaks to ownership of intellectual property by Institutions, the Board shall be the owner, and unless ownership has been transferred by the Board to an affiliated nonprofit organization, authority to further allocate or to dispose of right in such intellectual property is hereby delegated to the presidents of the Institutions.

The foregoing considered, the Board of Regents of the University System of Georgia does hereby establish the following policy with respect to the development, protection, and transfer of rights to intellectual property resulting from the work of its faculty, staff or students.

Definitions

"Intellectual Property" shall be deemed to refer to patentable materials, copyrighted materials, trademarks, software, and trade secrets, whether or not formal protection is sought.

"Patentable Materials" shall be deemed to refer to items other than software which reasonably appear to qualify for protection under the patent laws of the United States or other protective statutes, including Novel Plant Varieties and Patentable Plants, whether or not patentable there under.

"Copyrighted Materials" shall include the following: (1) books, journal articles, texts, glossaries, bibliographies, study guides, laboratory manuals, syllabi, tests and proposals; (2) lectures, musical or dramatic compositions, unpublished scripts; (3) films, filmstrips, charts, transparencies, and other visual aids; (4) video and audio tapes or cassettes; (5) live video and audio broadcasts; (6) programmed instructional materials; (7) mask works; and (8) other materials or works other than software which qualify for protection under the copyright laws of the United States (see 17 U.S.C. § 102 et seq.) or other protective statutes whether or not registered there under.

"Software" shall include one or more computer programs existing in any form, or any associated operational procedures, manuals or other documentation, whether or not protectable or protected by patent or copyright. The term "computer program" shall mean a set of instructions, statements or related data that, in actual or modified form, is capable of causing a computer or computer system to perform specified functions.

"Trademarks" shall include all trademarks, service marks, trade names, seals, symbols, designs, slogans, or logotypes developed by or associated with the University System or any of its institutions. (See 15 U.S.C. § 1127.)

"Trade Secrets" means information including, but not limited to, technical or non-technical data, a formula, a pattern, a compilation, a program, a device, a method, a technique, a drawing, a process, financial data, financial plans, product plans, or a list of actual or potential customers or suppliers which: (i) derives economic value, actual or potential, from not being generally known to, and not being readily ascertainable by proper means by, other persons who can obtain economic value from its disclosure or use; and the (ii) is the subject of efforts that are reasonable under the circumstances to maintain its secrecy. (See O.C.G.A. § 101-761.)

"Patentable Plant" means an asexually reproduced distinct and new variety of plant. (See 35 U.S.C. § 161.)

"Mask Work" means a series of related images, however fixed or encoded: (i) having or representing the predetermined, three dimensional pattern of metallic, insulating, or semiconductor material present or removed from the layers of a semiconductor chip product; and (ii) in which series the relation of the images to one another is that each image has the pattern of the surface of one form of the semiconductor chip product. (See 17 U.S.C. § 901.)

"Novel Plant Variety" means a novel variety of sexually reproduced plant. (See 7 U.S.C. § 2321 et seq.)

Determination of Rights and Equities in Intellectual Property

Sponsor-Supported Efforts

The grant or contract between the sponsor and the institution, under which intellectual property is produced, may contain specific provisions with respect to disposition of rights to these materials. The sponsor (1) may specify that the materials be placed in the public domain, (2) may claim reproduction, license-free use, or other rights, or (3) may assign all rights to the institution. In those cases where royalty income is realized by the institution, the inventor or creator may appropriately share in the royalty income. The nature and extent of inventor or creator participation in royalty income, however, shall be subject to sponsor and institution regulations.

Institution-Assigned Efforts

Ownership of intellectual property developed as a result of assigned institutional effort shall reside with the institution; however, sharing of royalty income with the inventor or creator is authorized as an incentive to encourage further development of intellectual property. The nature and extent of inventor or creator participation in royalty income, however, shall be subject to institution regulations.

Institution-Assisted Individual Effort

Ownership of intellectual property developed by faculty, staff or students of the institution where the institution provides support of their efforts or use of institution resources in more than a purely incidental way (unless such resources are available without charge to the public) shall be shared by the inventor or creator and the institution. The nature and extent of inventor or creator participation in royalty income, however, shall be subject to institution regulations.

Individual Effort

Ownership rights to intellectual property developed by faculty, staff or students of the institution shall reside with the inventor or creator of such Intellectual Property provided that: (1) there is no use, except in a purely incidental way, of institution resources in the creation of such intellectual property (unless such resources are available without charge to the public); (2) the intellectual property is not prepared in accordance with the terms of an institution contract or grant; (3) the intellectual property is not developed by faculty, staff or students as a specific institution assignment. The general obligation to produce scholarly and creative works does not constitute a specific assignment for this purpose. The nature and extent of the use of institution resources shall be subject to institution regulations and shall be determined by the institution.

Other Efforts

Ownership rights to intellectual property developed under any circumstances other than those listed in Section 603.03 A-D of the Policies of the Board of Regents shall be determined on an individual basis and approved by the president of the institution of his or her designated representative. The nature and extent of inventor or creator participation in royalty income, however, shall be subject to institution regulations.

Institutional Procedures

Each institution of the System is required to develop policies and procedures for the administration of this intellectual property policy. Each president shall appoint an institutional Intellectual Property Committee, consisting of no fewer than three or more than nine members, one of whom shall be designated by the president to serve as chair. In each case the Committee shall include a representative of the Office of Fiscal Affairs of that institution. The committee shall meet as necessary, and shall act in an advisory capacity to the president or his designee. Faculty, staff and students shall promptly report to the committee in writing, through the appropriate channels, all intellectual property invented or created by them which is reasonably likely to have commercial value.

The Intellectual Property Committee of each institution shall recommend to the president or his or her designee the rights and equities in intellectual property created by faculty, staff or students of the institution. Each institution's policies shall provide for an appeal procedure within the institution in the event of a disagreement as to the ownership and use of such materials.

In the implementation of its policies and procedures each institution may elect, through its Intellectual Property Committee and with the approval of the president, any of the following courses:

§ To develop and manage its licensing program through an independent assistance organization so as to secure competent evaluation of Intellectual Property, expeditious filing of applications for patents or other protection and aggressive licensing and administration of Intellectual Property; or

§ To develop and manage its licensing program through an affiliated nonprofit corporation such as the Georgia State University Research Foundation, Inc., the Georgia Tech Research Corporation or other nonprofit organizations established for this purpose; or

§ To develop and manage independently its own licensing program; or

§ To release Intellectual Property to which the institution has title or an interest to the inventor or creator for management and development as a private venture after the execution of an agreement providing for a suitable division of royalty income.

The foregoing notwithstanding, each institution may establish individual committees to address patents, copyrights, or software or any of them. Each such committee shall be appointed by the president and consist of no fewer than three nor more than nine members, one of whom shall be a representative of the Office of Fiscal Affairs of that institution. They shall carry out the same functions as the intellectual property committee with respect to each type of Intellectual Property.

Policies and Procedures Regarding Learning Disabled Students

Abraham Baldwin Agricultural College ensures equal opportunity and access to employment, admissions, and programs and services of the College without regard to age, sex, race, national origin, color, religion, or disability. This policy complies with the University System Board of Regents policies and all related Federal Legislation.

University System Board Of Regents’ Policy

The University System Board of Regents has established policies in regards to students with disabilities in specific circumstances. The sections covered in the Academic Affairs Handbook are as follows:

§ Section 2.08.02 – Administrative Procedures/Regent's Exam (Section III, c.)

§ Section 2.09.02 – Administrative Procedures/Learning Support Programs (Section IV, j.)

§ Section 2.22 – Students with Learning Disorders

§ Section 3.01.01 – Undergraduate Admissions/Freshman Requirements (Section 5)

Abraham Baldwin Agricultural College has adopted the criteria set by the Board of Regents in Section 2.22 for the diagnosis of learning disabilities for local accommodations as well as those determined under Regents policy.

If students require modifications other than those specified in the Academic Affairs Handbook, prior approval by the Regents Center for Learning Disorders must be given. This would include the following modifications:

§ substitution of the CPC foreign language requirement,

§ additional terms in Learning support Studies, and

§ Regents' Test or college placement exam (Compass Test) modifications such as a reader, transcriber, or use of a computer for essay exams.

Definition Of Disability

The definition of disability in the Americans with Disabilities Act (ADA) draws substantially from existing legislation, namely Section 504 of the Rehabilitation Act of 1973, as amended, and the Fair Housing Amendments Act of 1388. The ADA defines disability, with respect to an individual, as:

§ a physical or mental impairment that substantially limits one or more of the major life activities of such individual.

§ a record of such an impairment; or

§ being regarded as having such impairment.

"Major life activities" is defined as an individual being limited in his or her ability to perform such functions as self-care, performing manual tests, walking, seeing, hearing, speaking, breathing, learning or working.

Those diseases, conditions or infections that would constitute physical or mental impairments include (but are not limited to):

orthopedic cancer visual

heart disease speech diabetes

hearing spina bifida psychiatric illness

HIV cerebral palsy renal failure

epilepsy learning disabilities muscular dystrophy

traumatic brain injury multiple sclerosis spinal cord injury

Also protected are individuals with stigmatic conditions such as severe burn victims, who may be "regarded by others as having an impairment.”

Description of Services

The Office of Disability Services coordinates services offered to students with disabilities. The services are provided based on individual needs of the student. Determination of appropriate accommodations is based on assessment and documentation.

In order for services to be provided, the student must self-identify with the Office of Disability Services. Appropriate documentation must be provided that indicates the nature of the accommodation needed or that provides information adequate to determine a reasonable accommodation.

Services offered (based on individual need) include but are not limited to:

§ Registration assistance (early registration)

§ Orientation

§ Assistance in purchasing books

§ Detailed map of the campus (with information for the mobility impaired)

§ Institutional standardized test modifications (CPE and Regents’ Exam)

§ Classroom testing notifications, including:

o extended time on exams

o administration in a quiet, alternative location

o modification of test format

o transcription or reader services

§ Readers

§ Use of dictionaries, electronic dictionaries, spellmasters, word processors, or scratch paper for copying essays

§ Note takers

§ Assistance with ordering texts from the Recording for the Blind

§ Interpreters

§ Copying services

§ Assistive listening devices

§ Use of a tape recorder in class

§ Rearrangement of classes to an accessible classroom

§ Faculty liaison

§ Student Advocacy letters

§ Library assistance

§ Information and referral services to both supports and community agencies

§ Liaison between the student and community contacts such as Vocational Rehab, physicians, psychologists, etc., as needed

§ Tutors

§ Use of calculators in Math

Students needing interpreter services must make a request at least 3 weeks in advance of the needed time. A student must also give at least a 24 hour notice to cancel an interpreter. If notice is not received, the student will be charged for the interpreter's time. Emergency situations will be considered on a case by case basis.

Advanced registration for students with visual impairments and specific learning disabilities is encouraged to allow time for ordering textbooks on tape or securing a reader.

If a classroom move involves a major lab, the student requesting the lab should participate in advance registration to allow for adequate time to arrange the move. A minimum of four weeks advanced notice is needed.

Students needing a quiet room for testing should notify the Office of Disability Services at the beginning of each term, and indicate dates and times needed to reserve the room.

More detailed information can be obtained from the Office of Disability Services.

Student Grievance (Complaint) Procedures

Abraham Baldwin Agricultural College recognizes the importance of providing procedures for fair and equitable resolution of student grievances.

A grievance may not be filed in relation to administrative decisions regarding the routine operation of the College, including but not limited to the scheduling of classes, tuition and fee assessments, financial aid awards, reservation of facilities, or policies of the Board of Regents. There is a separate process for the appeal of grades, reinstatement of financial aid, academic suspension, and matters which pertain to the Student Code of Conduct.

Resolution of grievances should be achieved at the lowest administrative level and in the most equitable way possible. The burden of proof rests with the student who claims a grievance. Students who elect to use the grievance process should not fear prejudice or reprisal for initiating the process or participating in its resolution.

Grievance Procedures

Step 1

A student who has a grievance should first seek to resolve the problem by discussion with the individual involved within 7 calendar days of the occurrence. If this informal means fails to resolve the problem, the student should discuss the grievance with the individual's immediate supervisor within 7 days of the meeting with the individual involved.

Step 2

The supervisor will meet with the student and will offer a solution to both the student and the individual involved. If the solution is satisfactory to both parties, no further action will be required. If the solution is not acceptable to the student, an appeal to Step 2 can be made within 7 calendar days. The supervisor will forward a written summation of the grievance and action taken to the appropriate chief administrator or vice president.

Step 3

Within 7 days of the end of the Step 2 process, the student may appeal in writing to the appropriate chief administrator or vice president, i.e., the administrator who is responsible to the president of the College for the function in which the grievance has been filed. The chief administrator or vice president will meet with the student to determine the nature of the grievance. The student will be requested to complete a complaint form which will serve as a log of student grievances. The chief administrator or vice president may ask for time to conduct an investigation to determine the merit of the case. If it is determined that the grievance has merit, a solution will be provided to both the student and the individual involved. If the solution is satisfactory to both parties, no further action will be required. If the student is not satisfied, he/she may, within 7 calendar days, appeal in writing to the president (Step 4). The central administrator or vice president will forward a written summation of the grievance and reply to the president.

Step 4

Within 7 calendar days of the end of the Step 3 process, the student may appeal in writing to the president of the College. The president may choose to refer the grievance to a Student Grievance Hearing Committee. If the grievance is referred to the committee, the committee will review the case and make a recommendation to the president. The president will inform the student of the decision. The decision of the president will become the final decision on the grievance. There is no further appeal.

Procedure for Student Grievance Hearing Committee

1) The committee shall be composed of one administrator, two faculty members, one staff member, and two students. The committee will be appointed on an as needed basis. A quorum will consist of at least five of the six members being present to hear the complaint.

2) The Student Grievance Hearing Committee shall establish its own procedures in accordance with the following stipulations:

a) Only committee members, parties to the action and their advisors (drawn from among the students, faculty, and staff of the College) and witnesses testifying before the committee shall be permitted in the hearing.

b) At the hearing the student with a grievance, appropriate college personnel, and witnesses for each party may testify and may be questioned by committee members.

c) A tape recording or other record of the hearing shall be preserved for reference and review until the case has been finally resolved.

d) After all evidence has been heard, the committee shall arrive at a decision. Only committee members who have been present for the entire hearing may vote on the case.

e) A majority vote of qualified members shall constitute a decision.

3) Upon receipt of the committee's written recommendation, the president of the College shall render a final decision on the grievance.

CHAPTER III — PERSONNEL POLICIES

PRE-EMPLOYMENT

Faculty Recruitment

The recruitment and professional development of personnel for new positions to meet the demand of changing curricula and to replace outgoing personnel is a major college responsibility. Faculty and staff recruitment proceeds without regard for race, color, creed, or gender.

Administrative personnel shall take the initiative in identifying vacancies, developing job descriptions, searching for suitable candidates, and screening prospective applicants. Primary responsibility for recruitment rests with division chairs or other immediate supervisors. Such officials have authority and responsibility for recommending candidates for employment within the University System Equal Employment Opportunity Affirmative Action guidelines.

Sources for faculty recruitment (teaching and/or administrative) are The Chronicle of Higher Education, Black Issues in Higher Education, the University System Applicant Clearinghouse, college and university placement offices, professors, deans, division chairs, and professional society meetings. As the Applicant Clearinghouse coordinator for the College, the Vice President and Dean of Academic Affairs has the necessary forms for submission of names and requests.

Every effort will be made to employ the best qualified individual available. It is expected that at least 20 percent of the teaching personnel in each division shall possess the doctorate, with the master's degree regarded as the minimum requirement. Prior teaching experience is desirable. Every instructor will be expected to perform in the area of his major or minor field and meet the professional qualifications outlined in the criteria of the Commission on Colleges of the Southern Association of Colleges and Schools.

Reasonable expenses for travel for an applicant will be paid if funds are available under the following conditions and should be so stated in the letter inviting an applicant to the campus for an interview: (1) if a person comes at the College's request, is offered the position and accepts it; or (2) if a person comes at the College's request and is not offered the position. A person who comes at the College's request and refuses an offered position will not be reimbursed for travel. Receipts for travel and overnight accommodations must be kept by the applicant and filed with an expense statement. Forms for reimbursement of expenses may be provided applicants after the interview only when the applicant has earned the reimbursement. The expense statement must be signed by the division chair and the vice president concerned.

Candidates must have personal interviews with the division chairs and Vice President and Dean of Academic Affairs prior to a recommendation to the president for nomination for employment by the Board of Regents. Chairs are advised to check calendars with interviewers before confirming definite dates. Candidates are not encouraged to come for an interview until the chair and the Vice President and Dean of Academic Affairs have decided from all available information on the application, transcripts, and letters of recommendation that the applicant is qualified, desirable, and will fit with and contribute to the overall academic life of the College. During the interview, the applicant should see the College, interview with the screening committee, meet as many of the instructors as possible with whom he/she will be working, understand the College program, and have an opportunity to ask questions. Each candidate for a full-time teaching position should be required to present a formal lecture or participate in a colloquium.

Recommendations for nomination by the immediate supervisor and the vice president concerned will be presented to the President, who makes nominations for appointment of faculty to the chancellor, who in turn presents the nomination to the Board of Regents. Nominations will be made only after receipt of all required documents. In the office of the Vice President and Dean of Academic Affairs, a personnel record will be kept on file concerning each of the candidates nominated. Qualifications for staff appointments are determined by the College, and approval by the Board of Regents is not necessary for the appointment of staff.

Certain positions are classified by the Board of Regents as major administrative positions, and they require additional steps for nomination (see section 803.02 of The Policy Manual, Board of Regents).

Division chairs and others concerned will be expected to file without delay a copy of incoming and outgoing correspondence so that the central file on the applicant will remain current. Likewise, a copy of all telegrams, memos of conferences, and telephone conversations should be filed. Once a candidate is employed, his\her folder will become a part of the faculty confidential records which are retained in the Office of Academic Affairs.

Guidelines for Faculty Searches

Division chairs are expected to be active in identifying and encouraging appropriate candidates to apply. The division chair will be responsible for the creation and dissemination of the position announcement, subject to approval by the Vice President and Dean of Academic Affairs. In the circulation of the announcement, strategies will be developed to attract minorities and doctorates.

Information to be solicited from the applicants in the position announcements will include, at a minimum, a letter of interest, current resume, three confidential letters of recommendation from those in a position to speak to the applicant’s suitability for the vacancy as measured against the minimum requirements, and unofficial or official transcripts of all collegiate work attempted. If unofficial transcripts are requested at this stage, official transcripts must be in hand before an offer can be extended. “Official” transcripts should be construed to mean those sent directly from the institution from which the work was attempted, and cannot be allowed to pass through the applicant’s hands.

Screening committees will be appointed by the division chair and will consist of at least three faculty members. Whether the committee is larger than three will be at the discretion of the chair, but in all cases the majority of the committee will be drawn from the division in which the vacancy exists. The Vice President and Dean of Academic Affairs or designee will add to each committee two members of the Diversity Affairs Committee so that representation from this group will be involved in each search.

Once the deadline for applications has passed, the screening committee (whose chair will have been appointed by the division chair or elected by the committee) will screen the applicants as to the suitability of their qualifications as measured against the minimum qualifications set forth in the vacancy announcement.

When the “serious” pool has been identified, committee members will contact references and any others who can speak to the applicants’ backgrounds and will report the contents of these conversations among the committee. At this stage, the committee will also review the folders in their entirety, looking this time for qualitative differences in applicants’ experiences. In this more intensive review, a group of at least two, but preferably three to five, finalists will be identified. Unless no qualified minority is present in the pool, a minority candidate will be among those interviewed. The committee chair will review the finalists’ folders with the division chair, and the division chair will review the folders with the vice president. Once these reviews have occurred, the committee can then begin issuing invitations for interviews.

The screening committee, in cooperation with the division chair, will contact the finalists and will arrange for interviews to be conducted on the ABAC campus. When the finalists are invited to Tifton for interviews, they should be advised of the salary range of the position. They should also be notified that the College will pay their travel expenses (within stated limits) unless a candidate is offered the position and declines it. The interviews will consist of the following, at a minimum:

§ A tour of campus and Tifton, including residential areas. (1 hour)

§ A colloquium or presentation by the candidate to the screening committee, the division, and any other interested parties on campus. Candidates should be able to choose from a variety of topics transmitted to them well in advance, and the colloquium should simulate a classroom setting. The candidate’s presentation should last 15 to 20 minutes, with additional time allotted for questions. The candidate’s competency in oral communication in the language in which the assigned courses will be taught is a requirement for employment. The screening committee will determine that proficiency. (30-40 minutes)

§ A formal interview with the screening committee. A core of common questions should be asked of each candidate; additional questions, of course, should be allowed. The core of common questions is available through the office of the Vice President and Dean of Academic Affairs, as well as a list of those questions that may not be asked of an applicant. In addition, a minimum of 15 minutes should be reserved for the candidate to ask questions of the committee, and the candidate should be notified in advance that he/she will be expected to ask questions. (1 hour)

§ The candidate’s submission of at least one sample of his/her writing. Proficiency in written communication in the language in which assigned courses will be taught is a requirement for employment. The screening committee will determine that proficiency.

§ A session to meet with other division members, if all members are not on the screening committee. This should be a casual setting, perhaps as a social or informal get-together. (30 minutes)

§ Lunch or dinner in the dining hall with division chair and any members of the committee and/or division and representative students who may be available to attend. The luncheon should be designed to allow the candidate to converse with students in an informal setting. If the candidate is a member of a minority group, some of the students should be representative of that minority. (1 hour)

§ A meeting with the division chair. (30-45 minutes)

§ A meeting with the Vice President and Dean of Academic Affairs (30 minutes)

§ A meeting with the President. (20 minutes)

Once the interviews have been concluded, the screening committee will determine who among the candidates is considered acceptable for employment in the position. The committee chair will forward a list of acceptable candidates in unranked order to the division chair, and the selection will be made from that list in consultation with the Vice President and Dean of Academic Affairs and the president. As soon as the final selection has been approved by all parties, the division chair will develop the appropriate documentation recommending the individual for appointment to the faculty.

Employment of Relatives

A) The basic criteria for the appointment and promotion of faculty in the several institutions of the University System shall be appropriate qualifications and performance as set forth in the policies of the Board of Regents. Relationship by a family or marriage shall constitute neither an advantage nor a disadvantage.

B) No individual shall be employed in a department or unit which will result in the existence of a subordinate-superior relationship between such individual and any relative of such individual through any line of authority. As used herein, "line of authority" shall mean authority extending vertically through one or more organizational levels of supervision or management.

C) For the purpose of this policy, relatives are defined as husbands and wives, parents and children, brothers, sisters, and any in-laws of any of the foregoing.

Section B) will not apply to

§ temporary or part-time employment of children under age 25;

§ any individual employed as of February 14, 1990, at any institution where a relative of such individual then holds a superior position at least one level of supervision removed from such individual in any line of authority; or

§ exceptions approved by the Board of Regents upon recommendation of the Chancellor as being clearly in the best interest of the Institution and the University System.

Guidelines for Offer of Academic Rank to Prospective Faculty

The four customary ranks--professor, associate professor, assistant professor, and instructor--exist with respect to teaching personnel. Appointment to rank is determined at the time of recruitment on the basis of career status, academic preparation, and institutional limitations such as vacancies and financial resources.

The following guidelines are provided to help establish consistency in offers of academic rank that are a part of job offers to prospective faculty members. An offer by a division chair or other college official responsible for recommending faculty appointments must get prior approval from the Vice President and Dean of Academic Affairs and the president. Experience in research, industry, or business must be significant and directly applicable to the teaching discipline for which a candidate is being considered for that experience to apply toward assistant professor or higher rank. Professorial rank shall not be offered to new employees unless their duties require at least one-third time assigned classroom teaching. Personnel responding less than one-half time to a division chair must have the appropriate chair's concurrence for the awarding of professorial rank. A person formerly employed at an accredited institution of higher education with professorial rank normally will not be reduced in rank. A faculty member who has earned rank at Abraham Baldwin and moves into a non-professorial position shall be eligible to retain the rank.

The general criteria for determining the rank of an incoming faculty member are as follows.

Instructor

1) Master's degree or equivalent, and

2) Three or fewer years of teaching experience.

Assistant Professor

1) Earned doctorate or appropriate terminal degree (M.F.A., J.D., etc.) or

2) Master's degree with more than three years of teaching experience, at least one of which must be full-time college level experience.

Associate Professor

1) Earned doctorate or appropriate terminal degree (M.F.A., J.D., etc.), and

2) Eight or more years teaching experience, five of which must have been at the college level on a full-time basis.

Professor

1) Earned doctorate or appropriate terminal degree (M.F.A., J.D., etc.), and

2) Twelve or more years teaching experience, ten of which must have been at the college level on a full-time basis.

Offer to Employ

An offer to employ shall be written by the division chair or corresponding authorized official (after approval of the Vice President and Dean of Academic Affairs and president) following oral agreement on provisions of employment. Receipt of a letter of acceptance from the candidate serves to bind the agreement, pending formal ratification by the Board of Regents.

Salaries

The Board of Regents receives an annual appropriation from the General Assembly for all phases of its operation. This appropriation may be increased or decreased by the legislature or the governor during the period of any fiscal year. Expenditures for the operation of the University System are, therefore, necessarily contingent upon legislative appropriations. In the event that the General Assembly or the governor at any time reduces the amount of funds appropriated to the Board, the compensation of all employees and other operating expenses may, as a consequence, be correspondingly reduced. It shall, however, be the intent of the Board of Regents to maintain current salary commitments insofar as possible to every employee, and the Board of Regents will exert its composite influence and best efforts to that end. (Policies, Board of Regents, 803.1401)

The college administers salary increases with respect to the salary administration increase instructions received from the Board of Regents. These instructions are typically based upon a merit method of salary increases rather than an across the board method. Individual salary increases are based upon annual performance evaluations. Different evaluation measures exist for classified staff, faculty members, and administrative officers. For faculty members, the major areas of evaluation include teaching effectiveness, advising, professional development, and service to the College.

From year to year, one-time adjustments in salary may also be provided in the case of promotion in rank or attainment of the doctorate. The amounts provided in these cases are: assistant professor, $300; associate professor, $600, professor, $900; earned doctorate, $2,500. (Staff salaries may also be adjusted in a like manner for academic achievement, as follows: $300 for GED, $600 for non-academic professional certificate or license, i.e., CPS/CAP; $900 for an Associate Degree, $1200 for Bachelors, $1,500 for Masters, $1,800 for a Specialist degree, $2,500 for Doctorate.) The degree must be completed and all paperwork on file in the appropriate office no later than the beginning of the new fiscal year (for 12-month employees and by the fall semester for faculty, including 12-month faculty.) Stipends will be awarded for attaining only the first degree of a kind, unless a specific agreement is made in advance with the Vice President and Dean of Academic Affairs.

The college recognizes that differences in salaries may exist among disciplines due to the employment market. The division chair and the Vice President and Dean of Academic Affairs attempt to achieve the maximum amount of equity in salary administration. To ensure continued equity, an annual review of all faculty salaries is completed by the president, the academic vice president, and the director of human resources. During this review, special attention is paid to any discrepancies which may exist among faculty members with comparable years of service, degrees earned, and performance levels.

Extra Compensation

From time to time it may become necessary to offer full-time faculty members extra compensation for teaching overloads. Extra compensation policies are defined by the Board of Regents. Generally, extra compensation may be approved if no part-time faculty in the discipline area are available, and if the overload does not impose an undue hardship on the full-time faculty member. Extra compensation for overloads is currently paid at the rate of $700* per semester hour. This differential is in addition to travel reimbursement for those teaching off-campus overloads.

*Effective January 1, 2007.

Summer School Pay

Summer school courses are scheduled by division chairs in collaboration with the academic dean according to the needs of students. Employment is determined within each division, based on an equitable cycle that is posted in an accessible place and revised regularly to reflect faculty make up. Summer courses may be offered to part-time faculty if continuing faculty are unavailable to teach.

Compensation by rank:

§ Instructor – $1100 (per student credit hour)

§ Assistant – $1200 (per student credit hour)

§ Associate – $1300 (per student credit hour)

§ Professor – $1400 (per student credit hour)

DURING EMPLOYMENT

Contract of Employment

A written contract will be offered to the nominee after the nomination has been ratified by the Board of Regents. Two copies of the approved contract shall be prepared by the office of the Vice President and Dean of Academic Affairs and presented to the immediate supervisor, after validation by signature of the president. The nominee will retain the original copy of the contract. One signed copy will be returned to the Office of the President for submission to the Office of Vice President And Dean of Academic Affairs for filing. Failure to sign and return such contracts within the time period specified therein may be construed as an abandonment of employment rights.

Any other provision in these Policies to the contrary notwithstanding, faculty members who fail to verify or maintain the credentials, degree, certification or licensure required to teach the subject matter of their contract shall be subject to immediate dismissal for breach of their employment contract.

All information regarding contracts is confidential and will be kept under security.

Orientation of New Faculty

The orientation of new faculty members begins at the time of employment. It continues through the first year of the appointment, culminating in an evaluation of the member's professional achievement.

Throughout the first year, the new faculty member is encouraged to approach the chair of the division for counseling on problems which may arise. A mentor in the division is assigned to each new faculty member.

The division chair should hold a conference with new faculty members soon after work begins to discuss programs, the use of syllabi, the choice of textbooks, the preparation of reading lists, the use of audiovisual materials and standard examinations, and the enforcement of classroom regulations.

Faculty Teaching Load

The workload of faculty includes teaching, appropriate labs, office hours, committee service, and other activities generally associated with faculty work. The teaching load is generally thirty semester hours per year (up to thirty-two in science) with released time offered for appropriate activities which promote the well being of the College and/or the discipline. Released time will be negotiated with the faculty member and division chair, in collaboration with the academic dean.

Academic Advising

All ABAC faculty are expected to participate in the formal advising program. Where possible, faculty members advise within their general areas of academic expertise. When that is not possible, faculty members work with other faculty and the appropriate division chairs in acquiring necessary knowledge of the area. The college publishes a Handbook for Academic Advisors and distributes copies to all faculty and professional academic staff. The assignment of advisors to specific areas is the responsibility of the division chairs in consultation with the registrar and the Vice President and Dean of Academic Affairs. The assignment of students to each advisor is the responsibility of the division chairs. In the process of admitting and readmitting students, as well as in instances where students change majors, attempts are made to keep advising loads equitable. At least once each academic term the advising loads are reviewed and necessary shifts are made. At least once per year, typically in the summer, changes in faculty advising assignments are made in order to account for enrollment shifts. Special allowances are made in terms of student loads for those faculty advising in learning support studies and undeclared areas, since those students typically need more time with their advisors than do others.

Service to the College and to the Community

All faculty members are expected to involve themselves in the life of the College and community through service on committees, with student organizations, and in special projects which arise from time to time. The nature and extent of this service is mutually agreed upon each year between the faculty member and the division chair. Assignment to college-wide standing committees is recommended each year by a faculty-based Committee on Committees. Through this process the attempt is made to spread committee responsibilities equitably and to avoid overburdening individuals, and to promote a faculty member’s understanding of the College. The college generally discourages the use of ad hoc committees, since heavy reliance on this form of committee service can skew the assignments. In terms of relative weight, active service as an advisor to a student club or organization is considered the same as chairing a major college-wide committee.

Professional Development

While ongoing professional growth is expected of all faculty, the nature of such activity is generally flexible. It can take the form of formal graduate coursework, participation in state, regional, and national professional organizations, research and writing, maintenance of professional certification, and the like. The nature and extent of professional development activities is mutually agreed upon each year between the individual faculty and the division chairs.

Promotion in Rank

A faculty member must meet the minimum requirements listed below in order to be considered for promotion at Abraham Baldwin. These requirements are in addition to the policies established by the Board of Regents. Degree(s) and years of service on the faculty will not automatically be rewarded with promotion but will be two of several factors taken into consideration.

Assistant Professor

To be eligible for promotion from instructor to assistant professor, a faculty member must have:

1) served at Abraham Baldwin a minimum of three continuous years on a full-time basis (except that a maximum of two years interruption because of educational leave of absence may be permitted,)

2) earned the master's degree with a major in the field of teaching,

3) contributed toward Abraham Baldwin's maintenance of faculty competence as outlined in the criteria of the Commission on Colleges of the Southern Association of Colleges and Schools, and

4) demonstrated his/her worth to the College through acceptable teaching, service to the institution both in and outside the classroom, and evidence of professional growth.

Associate Professor

To be eligible for promotion from assistant professor to associate professor, a faculty member must have:

1) served at Abraham Baldwin as assistant professor in a full-time position for four years on a continuous basis (except that a maximum of two years interruption because of educational leave of absence may be permitted,)

2) earned the master's degree with a major in the teaching field.

3) earned one year of graduate study in the teaching field (minimum of thirty quarter hours) beyond the master's degree. *

4) demonstrated his/her worth to the College through excellent teaching, service to the College both in and out side the classroom, professional growth, and academic advisement.

*On rare occasions, exceptions may be made to this requirement in cases of distinguished service to the College, outstanding achievement, or professional experience directly related to the faculty member's discipline above and beyond the standards of excellence set forth in Criterion No. 4.

Professor

To be eligible for promotion from associate professor to professor, faculty members must have:

1) served at Abraham Baldwin as associate professor in a full-time position for five years on a continuous basis (except that a maximum of two years interruption because of educational leave of absence may be permitted,)

2) earned the doctorate or appropriate terminal degree (M.F.A., J.D., etc) with a major in the discipline(s) in which they were employed to teach, and

3) demonstrated their worth to the College through superior teaching, outstanding service to the College, professional growth and development, academic advisement, and service in the community.

Recommendations for promotion in rank ordinarily initiate with the division chair and require the concurrence of the Vice President and Dean of Academic Affairs and the acceptance of the president. Once each year the president presents the names of faculty members to the Board of Regents for promotion.

In nominating a faculty member for promotion, the president must address and document the nominee's performance in the following areas:

§ Teaching.

§ Advising

§ Service to the institution and to the community

§ Professional growth and development.

Tenure Regulations

Tenure resides at the institutional level. Institutional responsibility for employment of a tenured individual is to the extent of continued employment on a 100 percent workload basis for two out of every three consecutive academic terms until retirement, dismissal for cause, or release because of financial exigency, or program modification as determined by the Board of Regents.

Only assistant professors, associate professors, and professors who are normally employed full-time (as defined by Regents' policies) by an institution are eligible for tenure. Faculty members with adjunct appointments or non-tenure track (NTT) appointments shall not acquire tenure. The term "full-time" is used in these tenure regulations to denote service on a 100 percent workload basis for at least two out of three consecutive academic terms.

Tenure may be awarded, upon recommendation by the president and approval by the Board of Regents, upon completion of a probationary period of at least five years of full-time service at the rank of assistant professor or higher. The five-year period must be continuous, except that a maximum of two years' interruption because of a leave of absence or of part-time service may be permitted--provided, however, that an award of credit for the probationary period of an interruption shall be at the discretion of the president. In all cases in which a leave of absence, approved by the president, is based on birth or adoption of a child, or serious disability or prolonged illness of the employee or immediate family member, the five-year probationary period may be suspended during the leave of absence. A maximum of three years' credit toward the minimum probationary period* may be allowed for service in tenure track positions at other institutions or for full-time service at the rank of instructor at the same institution. Such credit for prior service shall be defined in writing by the president and approved by the Board of Regents at the time of the initial appointment at the rank of assistant professor or higher.

*The "maximum of three years' credit toward the minimum probationary period" statement gives the College flexibility to provide a faculty member some credit toward meeting the probationary period if a) the faculty member has served at the rank of instructor on a full-time basis at the College, or b) the faculty member has served as a full-time, tenure-track faculty member at the rank of instructor at another accredited college. Probationary credit toward tenure at the rank of instructor is normally not given, but Regents' policy provides for this possibility in extraordinary cases. In any event, this matter is negotiated by the faculty member and the college administration at the time of the faculty member's initial appointment at the rank of assistant professor.

Except for the approved suspension of the probationary period due to a leave of absence, the maximum time that may be served at the rank of assistant professor or above without the award of tenure shall be seven years--provided, however, that a terminal contract for an eighth year may be proffered if an institutional recommendation for tenure is not approved by the Board of Regents. The maximum time that may be served in any combination of full-time instructional appointments (instructor or professorial ranks) without the award of tenure shall be ten years--provided, however, that a terminal contract for an eleventh year may be proffered if an institutional recommendation for tenure is not approved by the Board of Regents.

Except for the approved suspension of the probationary period due to a leave of absence, the maximum period of time that may be served at the rank of full-time instructor shall be seven years.

Tenure or probationary credit toward tenure is lost upon (a) resignation from an institution, or (b) written resignation from a tenured position in order to take a non-tenured position, or (c) written resignation from a position for which probationary credit toward tenure is given in order to take a position for which no probationary credit is given. In the event such an individual is again employed as a candidate for tenure, probationary credit for the prior service may be awarded in the same manner as for service at another institution.

Upon approval of the award of tenure to an individual by the Board of Regents, that individual shall be notified in writing by the president of his institution, with a copy of the notification forwarded to the chancellor.

An annual report shall be made to the president by each unit of the institution on the status of its faculty. Numbers of tenured and non-tenured faculty, by rank, shall be furnished. Individuals who have been retained in a full-time faculty status at the institution for a period in excess of seven years without the award of tenure shall be identified by name and justification for such retention given. These reports shall be available for public inspection.

Notice of the intention not to reappoint a non-tenured faculty member shall be furnished, in writing, according to the following schedule:

§ at least three months before the date of termination of an initial one-year contract;

§ at least six months before the date of termination of a second one-year contract;

§ at least nine months before the date of termination of a contract after two or more years of service in the institution.

A tenured faculty member, or a non-tenured faculty member before the end of his contract term, may be dismissed for any of the following reasons provided the institution has complied with procedural due process requirements:

§ conviction or admission of guilt of a felony or of a crime involving moral turpitude during the period of employment or prior thereto if the conviction or admission of guilt was willfully concealed;

§ professional incompetency, neglect of duty, or default of academic integrity in teaching, in research, or in scholarship;

§ sale or distribution of illegal drugs, teaching under the influence of alcohol or illegal drugs, any other use of alcohol or illegal drugs that interfere with the faculty member's performance of duty or his responsibilities to the institution or to his profession;

§ false swearing with respect to official documents filed with the institution;

§ disruption of any teaching, research, administrative, disciplinary, public service, or other authorized activity;

§ such other grounds for dismissal as may be specified in the Statutes or policies of the institution.

§ failure to successfully complete, within the time line, one’s post-tenure Action Plan.

Each institution, as a part of its statutes, may supplement Regents' policies governing causes and procedures for dismissal. Each institution should provide for standards governing faculty conduct, including sanctions short of dismissal and procedures for the implementation of such sanctions. In the imposition of sanctions, the burden of proof lies with the institution.

Non-Tenure Track Personnel

Institutions of the University System are authorized to establish professional positions designated as non-tenure track positions. Each institution shall prepare annually, along with its budget, a list of positions so designated for submission to and approval by the chancellor. Subsequent requests for such designations submitted during the budget year must also be approved by the chancellor. Positions designated as non-tenure track positions or as tenure track positions may be converted to the other type only with approval by the chancellor.

Non-tenure track positions may be established for full-time professional personnel employed in administrative positions or to staff research, technical, special, career, and public service programs or programs which are anticipated to have a limited life span or which are funded, fully or partially, through non-System sources. There shall be no maximum time limitation for service in positions in this category.

The following provisions shall apply to all non-tenure track professional personnel:

§ Individuals employed in non-tenure track positions shall not be eligible for consideration for the award of tenure.

§ Probationary credit toward tenure shall not be awarded for service in non-tenure track positions.

§ Notice of intention to renew or not to renew contracts of non-tenure track personnel who have been awarded academic rank (instructor, assistant professor, associate professor, professor) shall follow the schedule required for tenure track personnel. This schedule of notification shall not apply to other professional personnel.

§ Individuals employed in non-tenure track positions may apply, on an equal basis with other candidates, for tenure track positions which may become available.

§ The transfer of individuals from tenure-track positions to non-tenure track positions shall be effected on a voluntary basis only.

Procedures for Removal of Faculty and Staff Members (Grievance Procedure)

Introduction

These procedures shall apply only to the dismissal of faculty members with tenure, or non-tenured faculty members before the end of the term specified in their contract.

It is intended that the procedures set forth below shall be considered as a minimum standard of due process and shall not be construed as a limitation upon additional standards or procedures, consistent with the policies and by-laws of the Board of Regents, which an institution of the System may elect to adopt for its own improvement or to make adjustment to its own particular circumstances. Such additional standards or procedures shall be incorporated into the statutes of the institution.

The president may at any time remove any faculty member for cause. Cause or grounds for dismissal are set forth in the tenure regulations of the Policies of the Board of Regents and in the approved statutes or by-laws of an institution. Whenever the words "president" or "administration" are used in these procedures, they shall be construed to include the designated representative of the president.

Section I: Preliminary Procedures

The dismissal of a tenured faculty member or a non-tenured faculty member during his contract term should be preceded by:

1) discussion between the faculty member and appropriate administrative officers looking toward a mutual settlement;

2) an informal inquiry by an appropriate faculty committee that may, upon failing to effect an adjustment, advise the president whether dismissal proceedings should be undertaken, although its advisory opinion shall not be binding upon the president;

3) a letter to the faculty member forewarning that termination for cause is imminent and that a statement of charges will be forwarded upon request (The faculty/member may also request a formal hearing on the charges before a faculty committee. Failure to request charges or a hearing within a reasonable time shall constitute a waiver of the right to a hearing); and

4) a statement of charges, if requested by the faculty member, framed with reasonable particularity by the president or his designated representative.

Section II: Grievance Committee (Board of Review)

A dismissal as defined in the preceding paragraphs shall be preceded by a statement of charges or causes (grounds for dismissal) if so requested, including a statement that the faculty member concerned shall have the right to be heard by a grievance committee.

The grievance committee at Abraham Baldwin Agricultural College shall be known as the Board of Review. Its purpose is to provide a means to hear the complaints of college employees (faculty members and classified personnel) who have exhausted normal channels, as defined herein, but who have not received satisfaction in the resolution of a grievance.

Prior to filing a complaint with the Board of Review, as provided in Section VI, below, an aggrieved employee shall have attempted to satisfactorily resolve the grievance as described in the following steps:

1) The employee shall appeal his or her grievance through the normal chain of command, to include administrative officers through and including one level of authority higher than the grievant's immediate supervisor.

2) If the grievance has not been resolved by the process described in (1) above, the grievant shall contact the affirmative action officer of the College to discuss the matter. Following this conference, the affirmative action officer will request a joint meeting with the aggrieved party and the grievant's immediate supervisor in an effort to negotiate an agreement between the two parties. Should the aggrieved party so desire, the affirmative action officer will request the assistance of a specially trained mediator from within the University System of Georgia to assist with the negotiations.

3) If the grievant is a member of the classified staff, and the process enumerated in 1. and 2. above has not resolved the grievance, the grievant should next proceed through the grievance procedures of the Staff Forum as described in the Forum's Bylaws.

4) If, after the procedures described above, the grievance remains unresolved, the aggrieved party will file an official grievance with the chair of the grievance committee as described in the following sections. This filing will initiate the Board of Review and the formal grievance hearing process.

Section III: Jurisdiction

The Board of Review shall have jurisdiction to consider grievances of any faculty member or classified employee of Abraham Baldwin Agricultural College. Grievances heard by the Board of Review shall include, but not be limited to the following:

1) complaints reasonably related to terms and conditions of employment, supported by affidavit of the grievant or other credible evidence, when properly and timely filed in accordance with the procedures set forth in Section VI, below;

2) grievances concerning salary or promotion of any employee or involving the award of tenure or non-renewal of a faculty member, but only when it is reasonably alleged that the action complained of was the result of discrimination based on race, color, gender, religion, creed, national origin, handicap, or age; and/or

3) any grievance referred to the Board of Review or hearing by the president of Abraham Baldwin Agricultural College or the Board of Regents of the University System of Georgia.

Except as stated in paragraph 3 above, the Board of Review shall not be authorized to hear grievances related to the salary or promotion of any employee, or the award of tenure or non-renewal of faculty members, unless it is reasonably alleged by the grievant that such decisions have been based on discrimination as set forth in (2) above. For all other grievances related to salary, promotion, tenure or non-renewal, the next level of review following the president's final decision shall be the Board of Regents, in accordance with the provisions of Article IX of the Bylaws of the Board of Regents.

In cases of termination (dismissal) of tenured faculty or non-tenured faculty during their contract terms pursuant to Article VI, Section B., paragraph d. of the Bylaws of the Board of Regents, an application for review may be directed to the Board of Regents, according to procedures set forth in Article IX, of the Bylaws of the Board of Regents. Grievances related to the termination (dismissal) of classified employees may be pursued through the procedures for appeal set forth in the Business Procedures Manual of the Board of Regents. After exhausting the procedures set forth therein and obtaining a final decision of the president, a classified employee may apply to the Board of Regents for review of his or her termination in accordance with the provisions of Article IX of the Bylaws of the Board of Regents.

A Board of Review shall not hear any grievance concerning which the president has already made a final decision unless directed to do so by the Board of Regents.

Section IV: Procedures for Convening the Board of Review

Selection of Chair

There shall be a chair for each Board of Review, who along with one or more alternate chairs, shall be elected annually by the faculty of the College from among the tenured faculty of the institution for a one-year term, to begin immediately after faculty ratification of committees each fall. The chair and alternate chairs should be briefed thoroughly on the conduct of the grievance mechanism by University System counsel or the affirmative action officer of the College or the University System. The chair and alternate chairs shall rotate, on an alternating basis, the duties of the chair.

Drawing of Panel

All grievances shall be filed in writing with the chair within thirty (30) working days after the alleged act prompting the grievance. After determining that the grievance lies within the jurisdiction of the Board, the chair shall draw a panel of nine (9) persons as potential members of the Board, by lot or other random process, from a list of eligible faculty members or classified employees, as appropriate to each case. When grievances involve only faculty member(s), the chair shall draw the nine-member panel from faculty members having at least one (1) academic year (nine months) of continuous service at the College. For grievances between faculty members and classified personnel, the chair shall draw four (4) members of the panel from eligible faculty members and five (5) members from eligible classified employees, all of whom shall have at least nine months of continuous service at the College. For grievances involving classified employees only, the chair shall draw the nine-member panel from the names of classified employees having at least nine months of continuous service at the College. A new panel for each grievance shall be drawn by the chair in the presence of the chief human resources officer or the affirmative action officer of Abraham Baldwin Agricultural College, who shall certify to the president that the panel-drawing process has been impartially executed.

Eligibility for Service on Board

With the exception of the president, all full-time employees (faculty and classified) having at least one (1) academic year (nine months) of continuous service at the College are potential panel members of the Board of Review. Employees' names shall be removed from the pool if (a) their employment terminates; (b) they are a grievant; or (c) they are named or otherwise directly involved in the grievance.

Excusing of Panel Member

Panel members who are drawn as possible Board of Review members may be excused by the chair if he/she determines that (1) there is a bona fide conflict of interest between the panel member(s) and either of the parties of the grievance; (2) the potential panel member is ill; or (3) service on the Board of Review should be excused for good cause shown.

Selection of Board of Review Members

Each Board of Review shall consist of the chair (non-voting) and three (3) voting members chosen from a panel of nine (9), constituted as set forth in Section IV (2) above. Upon notification of the names of the panel members, each party shall in the presence of the chair strike the names of three (3) persons from the panel. The parties shall alternate in exercising their strikes, beginning with the grievant, until three (3) members remain. These three (3) members shall constitute the Board of Review. It is anticipated that this "striking" process will be completed within five (5) working days following the selection of the panel by the chair.

Removal of Board of Review Members for Cause

A party may present a request in writing, at least three (3) working days in advance of any hearing, to the chair, to remove any member of the board for reasonable cause. If the chair grants the request, he/she shall fill the vacancy thus created by random selection of another member, according to the process described in Section IV (2) above. The member chosen to fill the vacancy may likewise be removed for reasonable cause. The chair may on his own motion remove any member for reasonable cause stated.

Notice to Parties and Board of Review of Hearing

After the Board of Review's three members have been selected as aforesaid, written notice of the time and date set for the hearing shall be hand-delivered or mailed to the parties, and to the members of the Board of Review, by the chair no less than three (3) nor more than (10) working days in advance of the date set for the hearing.

Section V: Duties of the Chair

The chair of each Board of Review shall not vote but shall be responsible for the conduct of the hearing and implementation of the grievance procedures. His/her duties include:

1) assuring that all parties are familiar with the grievance procedures;

2) receiving the grievance and determining that

3) it is one that is properly heard by a Board of Review (if not, the grievant shall be so notified in writing), and

4) it has been timely filed as provided in Section VI (1) below;

5) drawing, at random, within five (5) working days following receipt of a written grievance, a panel of nine (9) persons as potential members of the Board of Review from the pool of faculty or classified employees, or both as the case may be, having at least one academic year (nine months) of continuous service at the institution;

6) notifying the parties (1) whether the grievance is one that is properly heard by a duly constituted Board of Review and, if so, (2) whether a hearing panel of nine (9) members has been drawn, and (3) whether each party should come before the chair on a date certain and strike the names of three (3) panelists;

7) distributing the complaint (grievance) to the members of the Board of Review and setting a date for the hearing after conferring with the Board members;

8) convening the hearing after written notice (at least three [3] but no more than ten [10] working days in advance of the hearing) to the members of the Board of Review and the parties, conducting and presiding over the hearing and ruling on motions of the parties and assisting the Board of Review during its deliberations;

9) assuring that a tape recording or transcript of the hearing is made and retained for use in the event an appeal is filed; and

10) forwarding a copy of the written Findings of the Board of Review to the president within ten (10) working days after the hearing and forwarding a copy of the Board's Confidential Recommendation(s) (if any) to the president as set forth in Section VIII below.

Section VI: Procedures for Requesting a Hearing

The grievant, within thirty (30) working days after the occurrence of the alleged act causing the grievance, shall file a written request for a hearing with the chair of the Board of Review stating the following:

§ the facts of the complaint, including the date, time, and place the act occurred and other pertinent facts, verified (sworn to) by the grievant;

§ the names of possible witnesses; and

§ a description of the evidence that tends to support the complaint.

The chair, within three (3) working days from the filing of the application for hearing by the grievant, shall determine whether the grievance is one that has been properly and timely filed and whether the nature of the grievance is one that may be properly heard by a Board of Review. If so, the chairman will instruct the parties as to the procedures to be followed in drawing the names of the members of the Board of Review and in conducting the hearing. If not, the chair will notify the parties and the president of his or her determination and give the reason(s). The president may, nevertheless, direct that the grievance be heard by a duly constituted Board of Review. The chair will within ten (10) working days following receipt of a grievance cause the panel and Board of Review members to be selected as provided in Section IV (2) above.

Section VII: Hearing Procedure

The hearing before the Board of Review will be conducted in private; however, the institution and the grievant may select one (1) person each to attend as an observer.

Attorneys are not authorized to participate in grievance hearings; however, the grievant may select an attorney to assist him/her at the hearing.

A tape recording, transcript, or written summary of the proceedings shall be kept and made available to the parties concerned at reasonable cost.

The parties shall be afforded a reasonable opportunity to obtain and present witnesses and documentary or other evidence, except personnel and other confidential records of college employees.

The parties shall have the right to cross-examine witnesses against them. Should a witness be unable to appear because of illness or other cause acceptable to the chair, the sworn statement (affidavit) of the witness may be introduced into the record.

An oath or affirmation shall be administered to all witnesses by a notary public.

The Board of Review will not be bound by strict rules of legal evidence. It may receive any evidence deemed by the chair to be of probative value in determining the issues involved. Every possible effort shall be made to obtain the most reliable evidence available. All questions as to the admissibility of evidence or other legal matters shall be decided by the chair.

The Board of Review shall make no decision on the merits but shall state its Findings, which shall be based on the evidence introduced at the hearing. The chair will report the Findings to the president, who will decide the case in the manner set forth in Section IX, below.

Public statements and publicity about the complaint shall be avoided, and the confidentiality of the hearing shall be preserved.

Section VIII: Findings and Recommendations by the Board

The Findings of the majority and Confidential Recommendations(s) (if any) to the president from the Board of Review shall be written by a member selected by the Board at the conclusion of the hearing. Findings shall be sent to the president immediately upon conclusion of the hearing but not later than ten (10) working days following the hearing, unless a transcript of the hearing is required, in which event Findings shall be sent no later than ten (10) working days following receipt of the transcript. The Board of Review may in addition to its Findings make Confidential Recommendation(s) (if any) to the president. Findings and Confidential Recommendation(s) (if any) made by the Board of Review to the president shall be advisory only and shall in no way bind or commit him/her to any suggested course of action.

Section IX: Action by the President

In making his/her decision, the president will not be bound by the Findings or Confidential Recommendation(s) (if any) of the Board of Review. The president should, within ten (10) working days after receipt of such written notification of the Findings and Confidential Recommendation(s) (if any) of the Board of Review, advise the faculty member or classified employee, his or her direct supervisor, and other parties concerned in writing of his/her decision, or the president may refer the matter back to the chair of the Board of Review for further response and recommendation(s) before rendering his/her final decision. An employee should also be advised by the president in writing of his/her right to apply to the Board of Regents for review of the president's final decision in accordance with the provisions of Article IX of the Bylaws of the Board of Regents.

Section X: Time Requirements of the Review Process

This procedure contemplates that grievance panels (nine [9] members) should be constituted (drawn by lot) within five (5) working days following receipt by the chair of an acceptable written grievance from any employee of Abraham Baldwin Agricultural College and that the final selection of a three (3) member Board of Review from the panel should be completed within ten (10) working days after the filing of the alleged grievance. The chair should give written notice of any hearing date to the members of the Board of Review and to the parties at least three (3) but no more than ten (10) working days prior to the date set for the hearing. Findings and Confidential Recommendation(s) (if any) should be forwarded by the Board of Review to the president within ten (10) working days from the conclusion of the hearing unless a transcript of the evidence is required. If a transcript of the evidence is required, such documents should be forwarded to the president within ten (10) working days after receipt of the transcript by the chair. The final decision of the president should be made within ten (10) working days thereafter unless he/she refers the matter back to the Board of Review for further response and recommendation(s).

Prohibition of Retaliatory Action

A grievant shall not be harassed, intimidated, or otherwise penalized for utilization of the grievance procedures.

Faculty Evaluations

Regents’ policies require each institution to establish definite and stated criteria against which the performance of each faculty member will be evaluated. The evaluation must occur at least annually and follow stated procedures as prescribed by the institution as a basis for promotion, tenure, merit salary increases and continued employment. It should be used by the faculty member as a guide for professional improvement.

The Review Process

Abraham Baldwin Agricultural College is committed to the concept that effective teaching is at the heart of its mission; consequently, the institution is committed to a comprehensive approach to documenting institutional quality, based on assessing effectiveness of several key components, including faculty performance. To document the quality of the instruction which creates the learning environment, the College works through its constituent bodies to create a meaningful process for evaluating the quality of teaching. The candidate under review will be apprized in a timely fashion of decisions at each step in the process.

Evaluation Committees

Faculty evaluation involves faculty input through the mechanism of two committees. The College Promotion and Tenure Committee consists of one member elected annually from each division of the College. That committee member will be a tenured faculty member, whenever possible. This standing committee of seven members will report its findings and make recommendations for or against promotion or tenure to the Vice President and Dean of Academic Affairs.

In addition, in those years when a division has a member scheduled for review, the division will elect a Division Promotion and Tenure Review Committee. The Division Promotion and Tenure Review Committee will, if possible, consist of three tenured faculty members in the division. Otherwise, non-tenured members from the division or members in another division (preferably in a related area) may be elected. This committee will be elected in August of the academic year in which the reviews will take place.

Annual Evaluation

The ongoing process of faculty evaluation is built on two documents, the Professional Portfolio and the Annual Update. The Portfolio is a document which establishes baseline data relating to credentials, qualifications, status, and performance and is updated annually in a briefer Annual Update. Together with other instruments, described below, the Portfolio and Annual Update serve as the foundation of the evaluative process for documenting the teaching effectiveness of faculty at Abraham Baldwin Agricultural College. Information gathered in this process is maintained in the office of the respective division chair. Information will be gathered annually as shown in the following table:

	Instruction	Advising	Services	Professional Growth
Self Evaluation	ü	ü	ü	ü
Student Evaluation	ü	ü
Division Chair Evaluation	ü	ü	ü	ü

The annual evaluation will be composed of the following:

Self Evaluation:

The Portfolio - The Portfolio is a collection of those documents which together summarize a faculty member's professional status. (See Appendix for Portfolio contents.)

Peer evaluation - For purposes of development, but not evaluation, faculty are expected to visit regularly the classrooms of colleagues within and outside the division, to be determined in consultation with the division chair.

Goals - Each faculty member, in consultation with the division chair, will prepare a list of goals, tied to the Unit’s Effectiveness Plan, toward which to work in the upcoming year. After the initial year, this may include areas of weakness needing attention, spelled out in an Action Plan.

Annual Update - The Annual Update is a brief report by the faculty member of accomplishments for the year, including productivity measures (number and level of courses taught, number of preparations, number of students taught, number of students advised, grade distribution, and other teaching statistics) and updates of the Portfolio. Particular attention should be given to the goals developed for the year.

Faculty undergoing a personnel review, which requires the early preparation of a portfolio, will be required to submit an abbreviated update of the portfolio to the division chair at the time of annual review. The update will cover the remaining part of the academic year not covered by the portfolio.

Student Evaluations:

Instruction - Each class, each term, or at the discretion of the division chair, will evaluate the faculty member, using the institutional form, according to institutional guidelines.

Advising - Students will regularly evaluate the academic advising of each advisor according to a procedure presently being developed.

Division Chair’s Evaluation:

Annually, the division chair will prepare a written summary of the faculty member’s activities, based on information gathered from classroom observations, student evaluations, peer evaluations, portfolio and annual updates, and other observations as appropriate. The Chair will write a summary report for the Vice President and Dean of Academic Affairs, filing a copy in the faculty member's record, and will then meet with the faculty member to summarize that information. The evaluation will include the areas of effective teaching, in combination with other professional duties, including good advising, scholarly growth, and service to the institution and community. The evaluation will reflect progress toward meeting the faculty member's goals and objectives.

A faculty member may rebut or clarify any point in a letter which will be attached to the Chair's report to the Vice President and Dean of Academic Affairs.

Pre-Tenure Review

Consistent with Regents’ guidelines, all tenure-track faculty shall undergo the pre-tenure review during their third year of tenure-track service at ABAC. The motivation for the pre-tenure review is to assure the College of effective teaching, in combination with other professional duties, including good advising, scholarly growth, and service to the institution and community, with the goal of maintaining a quality faculty. This intensive review will provide the faculty member and the institution with documentation of that individual's strengths. It will also assist both parties in discovering any areas for improvement that need to be addressed and rectified before a tenure decision is rendered. While including the same material as the annual evaluation, pre-tenure review is more comprehensive and includes a formal recommendation relating to a faculty member's progress toward attaining tenure.

Faculty hired at the rank of Instructor with one, two or three years of probationary credit will undergo a pre-tenure review during their second year. Those hired at the rank of Assistant Professor with one year of probationary credit will undergo a pre-tenure review in the second year. Those hired at the rank of Assistant Professor with two or three years probationary credit will not undergo a pre-tenure review, since the tenure review will take place in two (or three) more years.

1) The Division Promotion and Tenure Review Committee will study the faculty member's pre-tenure review packet. This packet should include the following items:

a) the Portfolio and previous Annual Updates,

b) summaries of previous evaluations by division chair,

c) information relating to student evaluations of classroom performance,

d) information relating to advisee evaluations of the candidate’s performance as an academic advisor.

The faculty member and the division chair are responsible for developing this packet and providing it to the Committee. This material should be compiled and submitted to the committee members according to the timetable provided in the Appendix. Until then, the faculty member shall have access at any time to the review packet and shall also have the right to add any additional material including statements and documents.

2) The Division Promotion and Tenure Review Committee will submit a written report and a recommendation to the division chair. The committee conducting the review should provide informed and candid feedback to the division chair in its report on the faculty member's accomplishments, quality of contributions, and any weaknesses or deficiencies. The committee will also provide guidance on improving performance. The report will consist of a standardized instrument so as to ensure consistency and equity across divisions for each candidate. A pre-tenure review of faculty members may result in one of two findings: satisfactory or unsatisfactory.

3) The division chair will review the Division Promotion and Tenure Review Committee's findings and will produce a chair’s report, which will be used that year in place of the faculty member's annual evaluation. The division chair will provide the faculty member with a copy of this written report, including any areas which need attention and action.

The division chair should also rate the faculty as satisfactory or unsatisfactory.

4) Within two weeks, the faculty member may respond in writing to any parts of the division chair's summary report. The response will be filed with the report. In the case of an “unsatisfactory” finding, the following procedure will be instituted:

a) the Committee and the division chair will specify weaknesses and deficiencies.

b) the division chair and the faculty member will together prepare an Action Plan to address those problems, with a timetable for accomplishing the prescribed activities. If funding is required, appropriate resources (where available) will be identified.

c) the division chair will monitor the faculty member's activities and report progress in subsequent annual evaluations.

5) The division chair will submit the completed review (and any written response by the faculty member) to the Vice President and Dean of Academic Affairs.

6) Appeals may be made to the Vice President and Dean of Academic Affairs.

7) Any further appeal may be heard by the President.

8) Performance will be reflected in merit pay.

9) A faculty member undergoes pre-tenure review only once.

Tenure Review

The awarding of tenure represents a significant commitment of the College and is an act that must be shaped by substantial, informed opinion of a broad constituency that the relationship is in the long-term best interests of the institution and will advance the Mission of the institution to provide effective teaching, in combination with other professional duties, including good advising, scholarly growth, and service to the institution and community. Awarding tenure represents the institution's belief that past excellence justifies its expectation of continued, future excellence. It is not to be construed as a guaranteed life-time contract. Once all faculty have undergone pre-tenure review, the tenure process will represent a logical extension of continuing evaluation, response, and review. Such a continuous process will allow the institution to document that excellent teaching is the norm and that, should deficiencies be noted, the institution will make every effort to assist the faculty member.

1) For purposes of rendering a tenure recommendation, the Division Promotion and Tenure Review Committee will review the progress of faculty members listed by the Vice President for Academic Affairs as fifth-year candidates at the rank of assistant professor or higher. Documents to be considered in the review process will include:

a) the Portfolio and previous Annual Updates,

b) summaries of the five most recent evaluations by division chair,

c) information relating to student evaluations of classroom performance,

d) information relating to advisee evaluations of the candidate’s performance as an academic advisor, and

e) the Pre-Tenure Review (if applicable).

2) The Division Promotion and Tenure Review Committee will submit a written report and a recommendation to the division chair. In its report on the faculty member's accomplishments, quality of contributions, and any weaknesses or deficiencies, the committee conducting the review should provide informed and candid feedback to the division chair, and include guidance on improving performance. The report will consist of a standardized instrument so as to ensure consistency and equity across divisions for each candidate. The Committee will recommend for or against tenure.

3) The division chair will review the Division Promotion and Tenure Review Committee’s findings and will produce a summary report from that information for the College Promotion and Tenure Committee including his/her own recommendation and justification for or against tenure.

4) The College Promotion and Tenure Committee will review all materials supporting the recommendation of the division chair and the Division Promotion and Tenure Review Committee and will submit to the Vice President and Dean of Academic Affairs a recommendation for or against tenure, with justifications.

5) The Vice President and Dean of Academic Affairs will review all materials supporting the recommendation of the Division Promotion and Tenure Review Committee, the division chair, and the College Promotion and Tenure Committee and will submit to the president of the College justification of recommendation for or against tenure.

6) The president, after reviewing all materials and in the case of a positive finding, will send forward a justification for tenure to the Regents, in accordance with Regents’ guidelines. (Any appeal must go forward within 30 days.)

7) Candidates under review will be provided a summary at each stage of the review process, provided in a timely fashion.

8) In the case of a negative rating, the following procedure will be instituted:

a) the Committee and the division chair will specify weaknesses and deficiencies.

b) the division chair and the faculty member will together prepare an Action Plan including steps to address those problems, with a timetable for accomplishing the prescribed activities. If funding is required, appropriate resources (where available) will be identified.

c) the division chair will monitor the faculty member's activities and report progress in subsequent annual evaluations.

9) Candidates failing to receive tenure at the end of their fifth year are eligible to re-apply during their sixth year, according to the process in #1-7, above. One who is denied tenure a second time will be given a terminal contract for their final year of employment.

Post-Tenure Review

The purpose of Post-Tenure Review, which will be conducted at five-year intervals following tenure with the College, is to ensure that effective teaching, in combination with other professional duties, including good advising, scholarly growth, and service to the institution and community, is taking place. It also ensures that a faculty member continues to be current in the discipline, employs appropriate pedagogy, including the use of technology when appropriate, and creates a positive and stimulating learning environment within the classroom. This opportunity will allow for the identification of opportunities for mid-career redirection and renewal, ensuring a continuing career of excellence, as a faculty member is encouraged to grow toward his/her fullest potential. The opportunity is provided wherein one may look toward new challenges and other career refinements.

1) The division chair will initiate the post-tenure review process in the spring of the year before a faculty member’s sixth year of tenure.

2) The Division Promotion and Tenure Review Committee will conduct an intensive review during the fall of the sixth year following tenure and report its results to the division chair. Documents to be considered in the review process will include:

a) the Portfolio and previous Annual Updates,

b) summaries of the five most recent evaluations by division chair,

c) information relating to student evaluations of classroom performance,

d) information relating to advisee evaluations of the candidate’s performance as an academic advisor, and

e) the Pre-Tenure Review (if applicable).

A standardized feedback instrument will be utilized by the Committee to ensure a consistent and equitable process in each case. The Division Committee will rate the faculty as satisfactory or unsatisfactory.

3) Utilizing the report from the Division Promotion and Tenure Review Committee, and after interviewing the candidate, the division chair will rate the faculty as follows:

a) exemplary

b) good, with no deficiencies;

c) satisfactory, with minor deficiencies; or

d) unsatisfactory, with major, severe, or chronic deficiencies.

The division chair will then summarize the results of the Division Committee’s report and prepare his/her own report, including both strengths and areas needing attention. The faculty member may respond to any of the findings in the report in a letter which will be attached. The chair’s report will be communicated by the division chair to the Vice President and Dean of Academic Affairs by the scheduled date, usually mid-December.

4) In the case of an unsatisfactory rating, the faculty member, in consultation with the division chair and using the report as a resource, will respond to the specific objectives and prepare an individual Action Plan to address problems. The plan will become a part of the post-tenure review and will include:

a) specific goals to be reached to overcome the difficulties,

b) an outline of specific activities to be undertaken by the faculty member,

c) a timetable and criteria for accomplishing the goals, and

d) a means for identifying any funds needed to address deficiencies, where available.

5) A faculty member who disagrees with the findings of the evaluation may appeal to the Vice President and Dean of Academic Affairs who may refer the matter to the College Promotion and Tenure Committee for its recommendation.

6) The dean’s report, including any recommendation, will then be forwarded to the president of the College.

7) A faculty member dissatisfied with the dean’s recommendation may appeal for reconsideration by the president.

8) Should the subsequent annual evaluations reveal that the faculty member has not shown progress toward the goals according to the criteria and timetable, the review process will be repeated. At this time, the faculty member will not be eligible for salary increases.

9) If at the end of three years from the first review, satisfactory progress has not been demonstrated, a report by the division chair will be prepared for the Vice President and Dean of Academic Affairs, who will notify the president that he may wish to institute administrative steps for removal, according to Regents’ and College procedures outlined in the Policy Manual.

10) Performance will be reflected in merit pay and other recognition.

Promotion

The procedure for promotion is designed to reward faculty who perform meritoriously. Candidates for promotion must meet all criteria outlined by the Board of Regents and by the Policy Manual of Abraham Baldwin Agricultural College. The Board of Regents Academic Affairs Handbook makes the following statements concerning promotion:

“Minimum for all three types of institutions (Universities, Senior Colleges, and Two Year Institutions) in all professorial ranks:

§ Superior teaching.

§ Outstanding service to the institution.

§ Academic achievement.

§ Professional growth and development.

Noteworthy achievement in all four of the above need not be demanded, but should be expected in at least two. A written recommendation should be submitted by the head of the department concerned setting forth the reasons for promotion.

The faculty member's length of service with an institution shall be taken into consideration in determining whether or not the faculty member should be promoted.

Two Year Colleges: In addition to [1-5] above ... the number of years in rank at the current institution [is] as listed below:

Promotion to:

§ Assistant Professor — three years as Instructor

§ Associate Professor — four years as Assistant Professor

§ Professor — five years as Associate Professor”

(Academic Affairs Handbook, Section 4.03.01)

See pages 57-58 of this policy manual for the college’s criteria for promotion.

Promotion Procedures for the College

1) Faculty members who meet eligibility requirements for promotion must notify their division chair by the end of the spring term preceding the next academic year for which they wish to be considered.

2) The candidate for promotion will be asked to assemble the following documents for consideration by the Division Promotion and Tenure Review Committee:

a) the Portfolio and previous Annual Updates,

b) summaries of the five (or number appropriate to time of service) most recent evaluations by the division chair,

c) information relating to student evaluations of classroom performance,

d) information relating to advisee evaluations of the candidate’s performance as an academic advisor, and

e) the Pre-Tenure Review (if applicable).

Following a review of the documentation and utilizing standardized materials to ensure consistency and equity for candidates across all divisions, the Division Promotion and Tenure Review Committee will make a recommendation to the division chair for or against promotion, with justifications.

3) The division chair will review all pertinent documents, forward the Division Committee findings, and make a recommendation for or against promotion in a letter to the College Promotion and Tenure Committee.

4) The College Promotion and Tenure Committee will review all materials supporting the recommendation of the division chair and the Division Promotion and Tenure Review Committee and will submit, to the Vice President and Dean of Academic Affairs, a justification of recommendation for or against promotion.

5) The Vice President and Dean of Academic Affairs will make a recommendation for or against promotion and will communicate it, with substantiation, to the president.

6) The President will make a recommendation for or against promotion to the Board of Regents.

7) A candidate may appeal a negative decision to the Regents.

Other Faculty Evaluations

College employees holding faculty rank but who do not teach credit courses or those administrators who teach only one or two courses per year will be evaluated by their immediate supervisors using evaluation instruments designed for that purpose. The criterion against which each faculty member shall be evaluated is the job description which is listed in the Chapter I. The forms used by the various evaluators are available from the immediate supervisor or the Academic Affairs Office.

Administrative Evaluations

The purpose of administrative evaluations is to provide feedback in order to enable administrators to assess and improve their effectiveness.

The President is annually evaluated by the Chancellor of the University System of Georgia. The cabinet members are evaluated by the President. A component of the evaluation process for all top-level administrators is an evaluation survey completed by other cabinet-level administrators and by employees who report directly to the individual. The results of these evaluations are on file in the President’s office.

The vice presidents and directors also annually evaluate supervisors and various administrators in their areas. The results of these evaluations are on file in the respective offices of the vice presidents and directors.

Classified Staff Evaluations

For procedures for classified staff evaluations see the Classified Personnel Handbook.

Security of Faculty Records

Security of records concerning faculty personnel is a responsibility of the Vice President and Dean of Academic Affairs. When a new person has been employed as a member of the faculty, his personnel folder will be established in the office of the Vice President and Dean of Academic Affairs and will remain there.

Security of records concerning classified staff is the responsibility of the director of human resources. When a new person has been employed as a member of the classified staff, his personnel file will be established in the office of the director of human resources and will remain there.

Documents, letters of reference, recommendations, and other items in the personnel folder of the faculty or staff member are considered confidential. Freedom of Information guidelines spell out access to such records.

The individual member of the faculty or classified staff may review the folder, but may not remove the folder from the office. Copies of the folder may be provided on request.

The individual member of the faculty is responsible for providing transcripts of academic work and other documents as required to keep the permanent folder current.

A record of the address of each faculty member is maintained in the office of the Vice President and Dean of Academic Affairs. In addition, other administrative offices will maintain a record of faculty addresses as needed. Any change of address or telephone number should be reported in writing immediately to the immediate superior. Summer addresses, if changed, should be filed before leaving the campus for the summer.

Remission and Reimbursement

Policy Statement

The performance management and appraisal model adopted by Abraham Baldwin College (Fall 1996) contained the important component of faculty/staff development. The institution realized that employees must be given both opportunity and encouragement to continue their professional development. The ensuing policies and guidelines thus emerged as an effort to assist faculty/staff in their educational development pursuits.

The college maintains that professional development is key to employee performance enhancement and job satisfaction. The college also acknowledges that employees need assistance in pursuing additional education and training. The tuition remission and reimbursement provisions will help meet this need. The following material is meant to serve as an informational source for users and as guidelines for those charged with administering the tuition remission and reimbursement policy.

The college views employee development as part of the overall function of personnel management. Thus, the first line of authority in implementing the tuition remission and reimbursement policy will reside administratively in the Human Resources office. The president and six chief administrators will have overall responsibility for overseeing policy within their areas. Any individual seeking relief from an adverse decision relative to program participation may appeal to the Faculty/Staff Development Committee.

The tuition remission and reimbursement program is internally funded; thus with limited resources, participants will be served on a first come, first served basis.

Participant Eligibility Requirements

The Georgia Constitution (Article 8, Section 7, 1.) allows the Board of Regents to waive tuition and fees on behalf of its employees. Consequently, full-time regular employees of University System of Georgia institutions or the Central Office who have been employed for at least six months with the University System can participate in this program.

Abraham Baldwin Agricultural College employees are covered by the general eligibility requirements outlined above. Participation in the program will occur in a manner which will protect the integrity of department services and activities (job functions) and foster development opportunities for participants.

Participation in the program will be limited to full-time University System employees enrolled in job- or career-related courses. The program will also be open to Department of Adult and Technical Education Institutions. These provisions will cover both nine and twelve month employees. The policy will not cover temporary full-time employees, adjunct faculty, spouse or dependents.

Supervisory Approval

The procedure for approving program participation will follow the same process for other campus approvals. Initial approval will begin at the supervisor level. The supervisor will approve by signing the Employee Tuition Reimbursement/Remission Supervisory Approval Form. Approval signifies that course attendance will not adversely affect department services or activities (job functions) and that the course(s) is job- or career-related. Central administrators will route forms to the Director of Human Resources, who will in-turn, forward to The vice president for fiscal and physical affairs (the designated campus approval official) for final approval. If approved, copies will be sent to the applicant, supervisors, and the Director of Human Resources.

Information Dissemination

The college’s web site will facilitate participation by both ABAC and non-Abraham Baldwin employees. The following procedures will be used to distribute information on the Tuition Reimbursement and Remission policy:

1) Prior to the fall term, provide information regarding the policy to all full-time faculty/staff via campus mail (printed) and e-mail. This information will include a statement directing the employee to the College Policy Manual and/or division chairs/unit directors for further information. Specific information regarding participation, registration procedures and related incidentals will be made available each term by the offices of Human Resources and Registrar.

2) Information regarding the policy will be provided during the Fall faculty/staff meeting at the Fall Conference. New full-time employees will be given printed information regarding the policy at employee orientation sessions and through division chairs/unit directors. Information regarding the policy and its guidelines will be included in the College Policy Manual, Classified Personnel Handbook and other appropriate documents.

3) The Tuition Remission and Reimbursement Policy will be updated and disseminated as needed.

Attendance-USG-DTAE/non USG-DTAE Institutions

Employees eligible to participate in the Tuition Remission and Reimbursement Program will be subject to the same requirements as non-tuition remission/reimbursement students when applying for admission. Stipulations are as follows:

Must be employed on a “permanent” full-time basis for at least six months at the institution

If course(s) desired is not offered at ABAC the employee may attend a USG-DTAE Institution.

If the course(s) desired is not offered at a USG-DTAE Institution within 70 miles, the employee may attend a non-USG-DTAE Institution. The Director of Human Resources will assist employees qualified to attend non-USG-DTAE Institutions.

Other USG-DTAE employees desiring to attend ABAC on their institution’s tuition remission/reimbursement plans will follow the admissions/enrollment procedures appropriate to their enrollment status.

The Human Resources office will check the above for compliance.

Registration Procedures

Employee Registration - A one-hour period of time, after regular registration closes, will be set aside for employees covered by the tuition remission/reimbursement policy. Employees will register only during this registration period and only if courses are available. If they register during regular student registration, they can take the course, but will not be eligible for tuition remission or reimbursement. Employees will have to show, in writing, the time and date they registered for classes in order to receive remission or reimbursement.

Courses/Fees that qualify under this policy

1) Courses whose content is of direct and significant assistance to the employee in carrying out present duties and responsibilities or in his/her professional development. Courses that are not directly related to a specific job but form part of a job-related degree program (career related) also qualify for this benefit.

2) Graduate, undergraduate, professional school, and career/technical courses qualify if they are job- or career-related. “Career-related” relates to the employee’s present career or to help qualify him or her for another career within the University System.

3) Courses that are not directly related to a specific job, but form part of a job-related degree program that relates to the employee’s career also qualify.

4) Independent study or in-service courses qualify if they meet the job and career-related criteria and are regular academic credit courses that are part of the institution’s instructional program.

5) Courses must be taken for credit at a regionally accredited, degree-granting institution, including any University System institution or Department of Technical and Adult Education institution.

6) If courses are taken at private institutions, the employee will be reimbursed only if such courses or their equivalents are not available at a University System institution within 70 miles of the home institution. Reimbursement for private institution courses will be limited to the in-state rates of an equivalent course at the home institution-- a full tuition reimbursement will not be made.

7) Up to two academic credit courses may be taken each term. If an employee is carrying a full-time student load, a portion of his/her tuition will be waived or reimbursed if the courses qualify.

8) Both matriculation tuition and all applicable non-matriculation fees will be waived. However, employees may participate in the waived fee activities.

Courses/Fees that do not qualify under this policy

1) Courses or training undertaken at an employee’s initiative for self-enrichment do not qualify.

2) Continuing education courses or audit courses do not qualify.

3) The admissions’ application fee will not be waived.

4) Courses scheduled during regular registration do not qualify for tuition remission or reimbursement.

Registration Steps

1) Prior to actual registration, the employee will have completed a Supervisory Approval Form and will have met with his/her academic advisor to complete a Registration Form. Since tuition remission/reimbursement is limited to classes on a space available basis, the employee should be encouraged to list several alternate courses in case the first-choice classes are full.

2) Employees seeking remission/reimbursement can register only during the time set aside for employee registration--the hour following the close of regular registration on the day before classes begin.

3) A copy of the student’s schedule showing the time and date of registration plus the billing invoice, Supervisory Approval Form, and either a grade report or certificate of completion if the student has participated in the program during the preceding year must be submitted to the Business Office for processing.

Employee Job Impact

Courses taken under the Tuition Remission and Reimbursement Policy should have direct and significant effect on the employee’s current job duties and responsibilities or on his or her professional development. Courses that are not directly job related but are necessary for a job-related degree program for the employee’s career development may also qualify. Employees should be advised that anyone found abusing this career and job related opportunity will be removed from the program.

Qualifying courses must be taken for credit at a regionally accredited, degree-granting college, university, or technical institute. Audited courses do not qualify. Correspondence courses, continuing education courses, or other instruction principally supported by receipts from enrollees are also excluded from the tuition waiver privilege.

Every effort should be made to take courses outside of scheduled working hours. If this is not possible, the employee must make up all time missed from regular work hours for classes or course related activities. The supervisor and the employee have the responsibility for working out a schedule suitable to both parties that meets employment obligations.

The employee’s direct supervisor will review requests to determine if course work is job or career related and the supervisor will grant approval as deemed appropriate. Approval by the supervisor will also denote that enrollment in the requested course will not interfere or conflict with the satisfactory performance of normal employment obligations.

Grade and Course Work Completion Verification

Grade and course work completion verification will be accomplished through the submission of an officially stamped form signed by the Registrar of the institution at which the courses were taken (see sample in appendix).

Internal Accounting and Auditing Procedures

Remission

The employee requesting the fee waiver will have the main responsibility for providing documentation for the fee waiver. Verification of the employee’s eligibility will be obtained by the employee from the Registrar’s Office and the Human Resources Office. Two forms will be required for this process of documentation -- Employee Remission of Tuition Form and Employee Verification Form (See appendix.)

The Employee Remission of Tuition Form provides the Business Office with the registration information for the current year. This form will be used as documentation to waive the related fees. This form will be submitted at the beginning of the term during which courses will be taken.

The Employee Grade Verification Form will provide the Business Office with the needed verification that the employee completed the courses with the required “C” or better grade. The verification form will be completed by the Registrar’s Office. If the employee fails to earn a “C” or better, the Business Office will bill the employee for term’s cost, (the cost includes, health, activity and other applicable fees). This form also provides verification from the Human Resources Office that the employee met the requirements for remission relative to job requirements. This form should be submitted at the end of each term in which courses are taken. If the form is not received prior to registration for the next term, the employee will not be allowed to participate in the program for that term.

Employees who are eligible and receive financial aid will be granted a waiver based on the amount of fees not covered by the financial aid. This policy is based on the HOPE Grant distribution policy.

Waivers will be delayed, and the employee will be expected to pay his/her fees at the time of registration if the employee has not applied for HOPE. BANNER will provide the Business Office with this information at the time of registration. Application of HOPE for eligible employees is a requirement of the program. At the time of registration and submission of the Employee Remission of Tuition Form, the Business Office will verify the financial aid status and determine if the waiver is valid. If the employee is denied remission based on incomplete application of the HOPE, the employee may file a Request for Authorization to Reimburse Employee’s Fees/Tuition Form at the end of the term to be refunded.

Employees who qualify for assistance from Faculty/Staff Development funds (such as employees enrolled in out-of-state institutions or on educational leave) will not qualify for reimbursement under the Tuition Remission and Reimbursement policy. These employees should apply only to the Faculty/Staff Development fund.

Reimbursement

An ABAC employee attending another institution may apply for reimbursement of fees by submitting a Request for Authorization to Reimburse Employee’s Fees/Tuition Form. This form will require verification of employment status from the Human Resources Offices and a fee receipt verifying payment of fees by the employee must be attached.

The completed Request for Authorization to Reimburse Employee’s Fees/Tuition Form, receipt, and verification from Human Resources will provide the needed documentation to refund the employee’s tuition. Verification of a grade of “C” or better from the Registrar of the institution at which the course(s) was taken will be required before reimbursement.

Reimbursements will be issued after the term has ended since validation of grades is required.

Tax Consequences (Educational Aid as Taxable Income)

It is the responsibility of the employee as a taxpayer to assess the tax consequences and comply with the current tax codes. Employees are advised to check with their accountant or other qualified tax advisors in terms of how they should report educational expense reimbursements. Such reimbursements are subject to the existing provisions of the Internal Revenue Code, although as a general rule educational expenses qualifying as job-related are not reportable by the College as income to the employee.

Abraham Baldwin’s Existing Tuition Assistance Policy

The College presently offers some (faculty/staff development) tuition assistance to faculty and staff (enrolled in out-of-state institutions or on educational leave) through funds provided by the ABAC foundation. The Board of Regent’s Tuition Remission and Reimbursement Policy will not replace existing tuition assistance programs.

Appeals Procedure

Should the employee believe that he/she has not been treated fairly according to these guidelines for remission/reimbursement of fees, he/she should appeal through the Director of Human Resources to the Faculty/Staff Development Committee.

Life and Health Insurance, Long-Term Disability Insurance, Social Security, and Workmen's Compensation

The college has a program of group life and health insurance for employees. Various options are available under these programs. Part of the premium cost is paid by the College. Upon retirement, if an employee elects to continue in the college's insurance program, the College continues to pay its portion of the premium cost.

The college also has a program of long-term disability insurance. This program is strictly on a voluntary basis, and the whole premium cost is paid by the employee. In addition, the College makes available to employees, their spouses, and/or parents, a policy which provides nursing home insurance.

Details of these programs are available from the Human Resources Office.

All full-time employees of the College, excluding student workers, are covered by the Social Security program. Details concerning the Social Security program may be obtained from any Social Security Office.

Faculty and staff are entitled to workmen's compensation. The Human Resources office will process forms on any injury. Any person sustaining an injury while on official college business must file a report immediately with his supervisor.

Teachers Retirement System of Georgia

Most members of the faculty and staff of the College are required to be members of the Teachers Retirement System of Georgia. The contribution rate is five per cent of the total monthly salary. Current information relating to the retirement system may be obtained from the Human Resources Office.

Employees nearing retirement should begin investigating options and be sure all forms are completed far enough in advance to allow for an orderly financial transition from employment to retirement.

Optional Retirement Plan

Faculty and administrators appointed by the Board of Regents can elect to participate in an optional retirement plan in lieu of the Teachers Retirement System of Georgia. The contribution rate is five percent of gross salary. The matching rate is four percent of gross salary with immediate vesting. Details may be obtained from the Human Resources Office.

Georgia Defined Contribution Plan

This is a retirement plan for employees not eligible for membership in either the Teachers Retirement System of Georgia or the Optional Retirement Plan (i.e., part-time and temporary employees). The contribution rate is 7.5 % of salary. Current information relating to this retirement plan may be obtained from the Human Resources Office.

Leave

Annual Leave

All Personnel Who Earn Leave

1) Annual leave may be taken any time during the calendar year provided that the time of leave is arranged cooperatively with the administrative officer concerned. It is the responsibility of the immediate supervisor to compute the earned annual leave of each employee under his/her supervision and to keep a record of annual leave, holidays, and time off taken by each employee. This record is to be filed as an official document in the Human Resources Office (staff) or the Academic Affairs Office.

2) If twelve-month employees are absent from work on days other than official holidays and for reasons other than illness, such time shall be considered as annual leave taken. Days between terms and between holidays are work days for such employees.

3) All "time off" for any purpose other than actual sick leave as described constitutes a part of the annual leave time. Official national and state holidays, when declared as such by the College president, do not constitute a part of the annual leave time.

4) Employees are not authorized to borrow or use sick or annual leave prior to earning it. A terminating employee shall not accrue any vacation leave after the last working day of his employment.

5) College employees on leave (educational with or without pay, personal, sick without pay), shall not accrue sick leave; neither will sick leave be charged against an individual while on such leaves.

Faculty

1) The administrative officers of the College and faculty members on a twelve-month contract shall earn leave annually at the rate of one and three-fourth (l 3/4) days per month. Earned annual leave will not accrue beyond forty-five working days.

2) The administrative officers of the College and faculty members on a nine-months' contract do not earn annual leave per se. However, such personnel may be considered "on leave" upon completion of their administrative and other required duties during those periods between terms, or on officially declared holidays that may fall during the nine-month academic year.

3) Prior approval for taking annual leave must be secured from the individual's immediate supervisor.

4) During educational leave, a faculty, member will receive the average salary raise for each year on leave.

Classified Personnel

See ABAC Classified Personnel Handbook.

Sick Leave

For all regular full-time employees of the College, sick leave shall be accumulated at the rate of one working day per calendar month of service. Regular part-time employees working one-half time or more will accumulate sick leave in an equivalent ratio to their percentage of time employed. Sick leave for employees shall be cumulative.

Sick leave may be granted upon approval of the employees' supervisor for any of the following reasons:

§ Illness or injury of the employee.

§ Medical and dental treatment or consultation.

§ Quarantine due to a contagious illness in the employee's household.

§ Illness, injury or death in the employee's immediate family requiring the employee's presence.

If sick leave is claimed for a continuous period in excess of one week, a physician's statement is required to permit further claim of sick leave rights by the employee-patient.

A terminating employee shall not accumulate sick leave or be entitled to receive sick pay after the last working day of his or her employment.

College employees on leave (educational with or without pay, personal, or sick without pay) shall not accrue sick leave; neither will sick leave be charged against all individuals while on such leaves.

Any payment made under the provisions of this regulation for illness or injury covered by the Workmen's Compensation Act shall be reduced by the amount of any payment received under the provisions of the Act (Minutes, Board of Regents, 1964-65, p. 470).

Sick Leave Credit Toward RetirementError! Bookmark not defined.

Employees are encouraged to save their sick leave because unused sick leave can count toward years of service credit in Teacher’s Retirement.

Sick Leave Without Pay

Any employee unable to return to work after exhausting all accumulated sick leave and accrued vacation leave may be granted sick leave without pay for a period not to exceed one year. Furthermore, such approved sick leave shall allow the employee the right to elect to continue his or her group insurance benefits, and the institution will continue its share of the cost for such period. All other benefits are prohibited which otherwise would accrue to the employee.

Family Leave

Any employee who has been employed on a half-time basis or greater for at least twelve months is eligible for twelve work weeks of family leave during a twelve-month period commencing on the date the family leave begins. Family leave shall be unpaid sick leave; however, if an employee is eligible to use accumulated sick leave, the employee, after obtaining permission from the employer, may do so exclusive of the twelve weeks of family leave. The employee may also utilize any accrued annual leave with the approval of the employer.

Family leave shall be granted to an eligible employee in the event of:

§ the birth of the child of the employee;

§ the placement of a child with the employee for adoption;

§ a serious health condition of the employee's child, spouse, parent or spouse's parent necessitating the employee's presence; or

§ a serious health condition of the employee which renders him/her unable to perform the duties of his/her job.

With certain exceptions as indicated in the Family Leave Acts (Public Law 103-3 and Georgia Laws 1992, p. 1855; O.C.G.A. Title 45, Chapter 24), family leave entitles the employee to be restored to the position held prior to going on family leave or to an equivalent position with equivalent benefits and pay. Family leave allows the employee to maintain his/her employee benefits during the period of leave with institutional participation in the payment of premiums.

Institutions within the university System must comply with all other provisions of federal Public Law 103-3 and Code Section 45-24 O.C.G.A.

Educational Leaves for Administrative Personnel and Faculty

ABAC allows and encourages faculty and administrative personnel to take leave with or without pay for up to a period of one year for study, research, scholarly and creative activity, instructional improvements, or retraining. The College provides state funds, as well as receives funds from the ABAC Foundation that can be used to assist with professional development activities. The faculty member should begin the leave request with the respective division chair or unit leader who will in turn discuss the request with the respective vice president.

1) The president of an institution may, with the approval of the chancellor and the Board of Regents, grant leaves of absence, with or without pay, to members of the institution's faculty or administrative staff. Leaves of absence of one academic term or less, with or without pay, may be granted by the institution's president, with notification to the chancellor. Such leaves may not be renewed or extended without the approval of the chancellor and the Board.

2) Recommendations for leaves without pay will, as a rule, be approved by the Board whenever it appears that the granting of such leaves will not be prejudicial to the interests of the institution.

3) In considering a request for leave with pay, the president should bear in mind that it is the policy of the Board that such leaves shall be granted only for the purposes of promoting scholarly work and encouraging professional development. The president should examine carefully the program or project on which the applicant for a leave proposes to work, and he should also consider the likelihood of the applicant's being able to accomplish the purposes for which the leave is required.

4) In considering a request for a leave, the president should take into consideration the effect that the granting of the leave will have on the institution or on the department of which the applicant is a member. If the applicant's work cannot be handled by other faculty members and if funds are not available for the employment of a substitute, the president will be justified in refusing to recommend that the leave be granted or in deferring action upon the request for a leave.

5) If, after careful consideration, the president feels the interests of the institution and of the faculty member will be served by the granting of the leave requested, he shall submit a recommendation through the chancellor to the Board to this effect, together with a statement of the reasons supporting his recommendation.

6) The Board ordinarily will not approve a request for a leave with pay if the applicant has been employed at an institution for a period of less than three years, nor will it ordinarily approve a leave with pay for a person in an academic position who has not already completed the requirements for a master's degree.

7) Before being granted a leave, the faculty member or administrator would have to sign an agreement indicating that:

a) For a leave without pay of less than a year, he/she will return to the institution at the termination of the leave for a period of at least one year.

b) For a one-year leave with pay, he/she will return to the institution at the termination of the leave for a period of at least two years.

c) If he/she does not return to the institution for the full amount of time specified in the agreement, he/she will reimburse the institution for the amount of compensation received while on leave, as well as any other expenses paid by the University System of Georgia during the leave.

This agreement form may be obtained from the office of Vice President and Dean of Academic Affairs, and must be signed by the individual requesting leave, the division chair or unit leader, the respective vice president, and the President.

8) No leaves of absence will be granted to persons in the University System who are retired from active duty and who are drawing retirement benefits from the Teachers Retirement System of Georgia or from the University System. (Minutes, 1949-50, pp. 452-453)

9) It is the policy of the Board of Regents to grant leaves of absence to employees of the University System who enter military service of the United States. Board policy concerning such leaves is as follows:

a) "Military duty" for the purpose of these regulations, shall include any ordered military duty in the service of the state or the United States. It shall include schools conducted by the armed forces of the United States. To be identified as "military duty" such duty must be performed by a member of one of the armed forces and must be of less than thirty days' duration.

b) Regular employees shall be entitled to leave with pay while engaged in the performance of military duty and while going to and from such duty.

c) The maximum length of military leave with pay shall be eighteen work days in any one calendar year and shall not exceed eighteen work days in any one continuous period, except that in the event the governor declares an emergency and orders an employee to state active duty as a member of the National Guard, the leave shall not exceed thirty days in any one continuous period of such state active duty service.

d) Periods of absence for military duty in the service of the state or the United States of thirty (30) days or more, but not exceeding six calendar months, shall be treated as leave without pay. No employee shall be entitled to be absent in excess of a total of six months during any four-year period, except in the case of declared emergency.

10) Presidents of institutions of the University System may recommend, at their discretion, leaves of absence without salary for employees of the University System who take civilian positions with the United States government or with defense industries. (Minutes, Board of Regents 1950-51, pp. 229-231)

11) In addition to the Board of Regents' policies governing leave that are stated above, the College further stipulates that

a) Notification of acceptance into the proposed graduate school is a pre-requisite for recommending leave to the chancellor and Board of Regents

b) The faculty member will return to the College and serve two years for each year of leave granted, (Leave is approved for only one year at a time by the Board of Regents.) A faculty member and the college official may agree on a longer range plan, but no one can guarantee Board approval.

c) Leave for educational travel, research, or study where graduate credit toward an approved degree program is not earned will be individually considered.

d) Faculty or administrative personnel who have been granted leave for one to three years, with or without pay, will not be eligible for leave until ten years after the conclusion of the previous leave.

After two years of satisfactory full-time service to the College at the rank of instructor or higher, a faculty member may be recommended for educational leave without pay by the president to the chancellor and Board of Regents. The person requesting leave should stipulate in writing to his/her division chair (with a copy to the Vice President and Dean of Academic Affairs) the institution, the degree objective, and the major. The major must be in the subject area being taught at Abraham Baldwin or expected to be taught upon return to the campus.

After three years of satisfactory full-time service to the College as a faculty member, a faculty member may be recommended for educational leave with pay by the president to the chancellor and Board of Regents. The person requesting leave with pay will be expected to pursue a doctoral degree or post-doctoral program of study approved by his/her division chair, Vice President and Dean of Academic Affairs, and president. The institution, degree objective, and major must be stipulated in writing to the division chair, with copies to the Vice President and Dean of Academic Affairs and the president. The major must be in the discipline(s) presently being taught by the person or expected to be taught upon return from leave. The request should give a detailed plan with dates for completion of the various steps toward the degree.

The amount of pay to a person on leave will depend on funds available, but in no case will the pay exceed 50 per cent of the salary received the year prior to going on leave for the first year of leave; should a second year's leave be granted with pay, the amount will not exceed 30 per cent of the salary received the year prior to going on leave, and should a third year's leave be granted with pay, the amount will not exceed 25 per cent of the salary received the year prior to going on leave. Normally, the faculty member on leave will accrue merit pay each year at the average institutional rate, as set by the USG. Funds will not be provided through the College for additional leave. A maximum of three years' (whether consecutive or not) leave with pay will be awarded any faculty member working toward an advanced degree. The faculty member must agree to return to the College and serve two years for each year's leave with pay or repay all funds received from the College while on leave. (Adapted from Regents' Policy)

Once a faculty member completes the doctoral work, the deadline for having the graduate school notify the College officially that a candidate has successfully completed all degree requirements must be submitted by the date of returning for fall conference.

Travel

Abraham Baldwin's travel regulations are developed from the travel regulations issued by the Board of Regents of the University System of Georgia. Refer to ABAC’s web page for travel regulations and updates.

Official Holidays

The president will declare twelve official holidays each year at which time the College will be closed officially. Normally, these will be observed:

§ New Year's Day - January 1

§ Martin Luther King, Jr. Birthday - Third Monday in January

§ Independence Day - July 4

§ Labor Day - First Monday in September

§ Wednesday before Thanksgiving, Thanksgiving and Friday following

§ Christmas Day and Christmas Eve

Depending upon how Christmas Day, Independence Day, and New Year's Day fall, the College sometimes closes December 23 and 26, December 31 or January 2, as well as July 3 and 4. The president will give official communiqués in advance to clarify when the College will close.

Employee Auditing of Courses

Employees of an institution of the University System of Georgia may attend classes offered by the same institution while registering as "auditors" and without credit being offered for such attendance. This provision applies to credit courses on a space-available basis. Institutions may permit employees to attend job-related continuing education classes, as determined by appropriate supervisory authority, at a reduced rate or without payment of a fee.

Gratuities

An employee of the University System shall not accept gratuities, courtesies, or gifts in any form whatsoever from any person or persons, corporations, or associations that, directly or indirectly, may seek to use the connection thus formed for securing favorable comment or consideration on any commercial commodity, process or undertaking.

Garnishment of Pay

The University System considers the acceptance and settlement of just and honest debts to be a mark of personal responsibility. Upon receipt of a garnishment subpoena, the institution shall contact the Central Office for instructions. However, each institution shall establish procedures to counsel with employees whose failures to meet their personal financial obligations cause discredit to the institution. Repeated instances of default in payment by employees of the University System, after appropriate counseling, shall be considered sufficient grounds to terminate for cause.

Withholding of Pay

Units of the University System are authorized to withhold paychecks or deduct from paychecks amounts owed by employees of the institution for any fine, fee, penalty or other financial obligation(s) to the institution of employment.

Outside Activities

An employee of the University System of Georgia should avoid actual or apparent conflict of interests between his or her college or university obligations and his or her outside activities.

Occupational

An employee of the University System shall not engage in any occupation, pursuit, or endeavor which will interfere with the regular and punctual discharge of official duties.

All full-time faculty, administrators, and other professional staff members employed by a unit of the University System are expected to give full professional effort to their assignments of teaching, research, and service.

Professional employees are encouraged to participate in professional activity that does not interfere with the regular and punctual discharge of official duties provided the activity meets one of the following criteria: 1) is a means of personal professional development; 2) serves the community, state or nation; or 3) is consistent with the objectives of the institution.

For all activities, except single-occasion activities, the employee shall report in writing through official channels the proposed arrangements and secure the approval of the president or his designee prior to engaging in the activities. Such activities include consulting, teaching, speaking, and participating in business or service enterprises.

Consulting

Recognizing that teaching, research, and public service are the primary responsibilities of faculty members in the University System of Georgia, it shall be considered reasonable and desirable for faculty members to engage in consulting activities, which are defined for purposes of this policy as any additional activity beyond duties assigned by the institution, professional in nature and based in the appropriate discipline for which the individual receives additional compensation during the contract year.

Each unit of the University System shall adopt guidelines governing consulting activities of faculty members which shall include the following:

1) A plan for reimbursing the institution for use of the institution's personnel, facilities, equipment and/or materials consistent with rates charged outside groups or persons.

2) A procedure for obtaining prior approval of the president or his designee.

3) A procedure for defining and prohibiting conflicts of interest.

Political

As responsible and interested citizens in a democratic society, employees of the University System are encouraged to fulfill their civic obligations and otherwise engage in the normal political processes of society. Nevertheless, it is inappropriate for System personnel to manage or enter political campaigns while on duty to perform services for the System or to hold elective political office at the state or federal level while employed by the System. Therefore, the following policies governing political activities are hereby adopted:

1) Employees may not manage or take an active part in a political campaign which interferes with the performance of duties or services for which they receive compensation from the System.

2) Employees may not hold elective political office at the state or federal level.

3) Employees seeking elective political office at the state or federal level must first request a leave of absence without pay beginning prior to qualification as a candidate in a primary or general election and ending after the general or final election. If elected to state or federal office, such person must resign prior to assuming office.

4) Employees may seek and hold elective office at other than the state or federal level, or appointive office, when such candidacy for or holding of the office does not conflict or interfere with the employee's duties and responsibilities to the institution or the System.

Romantic Relationships

Romantic relationships that might be appropriate in other circumstances are prohibited between a member of the faculty/staff/administration of the College and a student with whom he or she has a professional or supervisory relationship. No faculty member shall have a romantic relationship (consensual or otherwise) with a student who is enrolled in a course being taught by that faculty member, even when both parties appear to have consented to the relationship.

Romantic relationships occurring between a member of the faculty/staff/administration and a student when that student is not under the instructional or supervisory control of that faculty/staff/administrator may lead to difficulties, but are not prohibited so long as the faculty/staff/administrator avoids participation in decisions that could penalize or reward the other party. Faculty/staff/administrators should always be aware that any romantic involvement with students or other faculty/staff/administrators makes them potentially subject to formal actions against them if a sexual harassment complaint is initiated by a party in the relationship.

Part-time Faculty Recruitment and Employment

Pre-Employment

The recruitment of part-time faculty at ABAC is as important as that of full-time faculty. Accordingly, it is the College's intention to ensure that part-time instructors meet the same qualifications and the same performance expectations as their full-time counterparts.

The responsibility for the recruitment of part-time instructors rests with the division chairs. As with full-time faculty, every effort will be made to employ the best qualified individuals available. Except in emergency cases where because of time constraints a search is not possible, it is expected that local area searches will be conducted for part-time faculty so that a pool of candidates can be generated.

The master's degree in the teaching field or the master's degree with 18 graduate semester hours in the teaching field will normally be the minimum requirement for part-time faculty employment and the doctorate will be preferred. Prior teaching experience will be desirable.

Candidates for part-time faculty employment must have personal interviews with the division chair and, where possible, with the Vice President and Dean of Academic Affairs. Candidates should also spend some time with one or more full-time teaching faculty members in the same field of study. Once the decision to employ a part-time faculty member has been made, the nomination and appointment process will proceed to the Board of Regents in the same manner as that outlined for full-time faculty, except for the matter of faculty rank. Part-time faculty will hold the rank of instructor only. The period of appointment will normally be one term, although in some instances it may be advisable to recommend an appointment for an academic year on an as-needed basis.

Prior to beginning their first term of teaching, and every fall thereafter, part-time faculty members will be required to take part in an orientation process under the supervision of the division chairs and the director of evening and off-campus programs. The orientation sessions will include coverage of classroom and office hour expectations, academic policies and procedures, and other appropriate information that will ensure a fully informed instructional staff. In addition, each new part-time faculty member will work with a full-time "mentor" so that advice and guidance can be made as accessible as possible.

Part-time faculty will be compensated at the rate of $700* per semester hour.

*Effective January 1, 2007.

During Employment

Part-time faculty members do not receive formal contracts from the College. Instead, the written record of the appointment, together with other personnel records, provide the documentation necessary for employment on an as-needed basis. Part-time/temporary faculty members likewise cannot earn tenure or promotion in rank, so in these respects the conditions of employment vary from those of full-time faculty.

Part-time instructors are expected to provide a teaching-learning environment that is consistent with that of the full-time faculty and the expectations of the College as a whole. It is for this reason that, during the terms in which they teach, part-time faculty will be provided close guidance and supervision by the division chair and by the director of evening and off-campus programs. Since the evening program director maintains office hours while evening courses are in progress, part-time instructors have access to administrative support at all times when classes are in session.

All faculty, whether full or part-time, are required to administer student evaluations of the instructor each term in each course. This information, together with the supervisor's observations and various other means, is used to evaluate all faculty members on an annual basis. The evaluations of part-time faculty each year are completed in writing by the division chair, but these evaluations are limited to teaching effectiveness since part-time instructors are not held responsible for advising, committee service, or other areas typically ascribed to full-time personnel.

Part-time faculty are required to provide opportunities for student conferences outside of the regularly scheduled class period. Part-time faculty share the same responsibility as full-time faculty to ensure that they are accessible to their students for academic assistance on a regular and as needed basis. Instructors must clearly articulate to their students on the first night of class, and publish in their syllabus, the times at which they will be available for student conferences outside of the scheduled class time. Part-time instructors normally are expected to be available, as a minimum, during the time immediately preceding and following class to provide academic assistance to students who desire it. In addition, instructors should fully inform students of their status as "part-time" and publish their home telephone number and/or regular work number through which they may be contacted.

Termination of Employment

Since part-time faculty serve only on a term basis, termination occurs at the end of the term unless the division chair makes arrangements for the individual to continue in a subsequent term. No letters of termination or resignation are issued unless special circumstances arise which require termination while a term is in progress. Should such an occasion arise, the "Procedures for Removal of Faculty Members" outlined elsewhere in this section will be employed.

Mediation Procedures for Employees and Students

Definitions

The term “disputant(s)” shall mean an employee or group of employees, a student or group of students who have a perceived conflict or controversy.

“Mediation” is a structured conflict resolution process in which a person with no interest in the outcome of the conflict/dispute assists the parties in reaching a negotiated settlement of their differences. The mediation process is generally voluntary and aims at a signed agreement defining the future behavior of the parties. However, the process may be mandatory or encouraged by the College. A mediator helps parties communicate, negotiate, and reach agreements and settlements but is not empowered to render a decision.

Certified “mediators” are those employees trained and certified by the Negotiation Institute of the Consortium on Negotiation and Conflict Resolution in conjunction with the Chancellor’s Committee on Alternative Dispute Resolutions.

“The Conflict Resolution Committee” (also referred to as the Alternative Dispute/Mediation Committee) is a relatively new committee of Abraham Baldwin Agricultural College with standing committee designation.

Preliminary Steps to Entering the Mediation Process

It is advised that all problems should be resolved, whenever possible, before entering the mediation process. The parties involved are encouraged to informally resolve disputes whenever possible. Open communication between employees, students, and administrators is encouraged to resolve conflict so that resorting to a formal conflict resolution procedure would not normally be necessary. If no resolution is made at this level of communication, participants are required to pursue mediation as the next step. If this fails, a formal grievance statement should be filed with the Director of Human Resources or the EEO officer at the College or the College president.

Purpose

The purpose of this procedure is to provide a means to hear the disputes of college employees (faculty members and classified personnel), and students who have exhausted all other normal channels but who have not received satisfaction in the resolution of the dispute. Normally, an employee with a complaint would first bring it before his supervisor (in the case of students the complaint should first go to the vice president for student & enrollment services or to the Vice President and Dean of Academic Affairs in the case of academic matters). If the supervisor does not resolve it to the satisfaction of the disputant, then the disputant would approach the next level of supervision. If the disputant (faculty, classified personnel, or student) did not receive full satisfaction from the higher level of supervision regarding his/her dispute, then he/she would submit the dispute to the Conflict Resolution Committee for mediation. Only after mediation is found not to resolve the dispute, should the dispute then be filed as a written grievance. If the grievant is not satisfied with the resolution of the Board of Review, then and only then should an appeal be made to the Board of Regents. For decisions concerning salary, promotion, tenure, and non renewal, the next level of review following the president’s decision is the Board of Regents, according to the provisions of Article IX of the Bylaws of the Board of Regents.

Jurisdiction

The Conflict Resolution Committee shall have jurisdiction to consider disputes of any student or employees (faculty or classified staff)* of Abraham Baldwin Agricultural College. Disputes heard by the Conflict Resolution Committee shall include, but not be limited to the following

1) Complaints reasonably related to terms and conditions of employment supported by affidavit of the disputant or other credible evidence, when properly and timely filed in accordance with the procedures set forth in Section VI.

2) Disputes concerning salary, promotion, tenure, or non-renewal of employment, when it reasonably alleged that the dispute was the result of discrimination based on race, color, gender, religion, creed, national origin, disability, or age. Examples of disputes that also might be brought before the Committee could be circumstances involving the following: committee appointments, leaves of absence, faculty assessment, teaching loads, teaching overloads, summer employment, class scheduling, advisement, academic freedom and travel requests. (For decisions concerning salary, promotion, tenure, and non renewal, the next level of review following the president’s decision is the Board of Regents according to the provisions of Article IX of the Bylaws of the Board of Regents.)

3) Any dispute concerning sexual harassment or other occurrences pertaining to denial of students, faculty, and staffs rights.

4) Any dispute referred to the Committee for hearing by the president of Abraham Baldwin Agricultural College or the Board of Regents of the University System of Georgia.

In cases of termination (dismissal) of tenured faculty or non tenured faculty during their contract term pursuant to Article VI, Section B., paragraph [d]) of the Bylaws of the Board of Regents. Disputes related to the termination (dismissal) of classified employees, may be pursued through procedures for appeal set forth in the Business Procedures Manual of the Board of Regents. After exhausting the procedures set forth therein, and obtaining a final decision of the president, a classified employee may apply to the Board of Regents for review of his or her termination in accordance with the provisions of Article IX of the Bylaws of the Board of Regents.

*Classified employees shall be construed to mean those employees of the College other than faculty and administration.

Conflict Resolution Committee

There shall be a standing Conflict Resolution Committee to which all college employees and students shall have access. The Conflict Resolution Committee shall have the authority to mediate individual or group disputes, to attempt a negotiated agreement, and present to the president the outcome of the process and recommendations, if any.

Committee Selection

The Conflict Resolution Committee shall be composed of at least five (5) individuals, one of which shall be a student and the remainder shall include faculty and staff from different units of the College. This Committee will be appointed by the Committee on Committees and approved by the faculty and staff in session at the fall term faculty/staff workshop.

Eligibility for Service on Conflict Resolution Committee

All full-time employees (faculty* and classified staff, as defined in Section IV), having at least one (1) academic year (nine months) of continuous service at the College and all currently enrolled second year students are potential members of the Conflict Resolution Committee.

*Full time teaching faculty shall be construed to mean those full-time persons having faculty status: excluding the President, Vice President & Dean of Academic Affairs, Vice President of Student & Enrollment Services, Director of Public Relations, Director of Development & Alumni, Vice President for Fiscal Affairs, the Director of College Services and all Division Chairs

Mediation Process

1) The disputant, within ten (10) working days after the occurrence of the alleged incident leading to the dispute will file in writing the dispute with the Conflict Resolution Committee, so that it can be determined if the complaint is appropriate for mediation.

2) If the dispute is not appropriate for mediation, the disputant may proceed with filing an official grievance.

3) If mediation is deemed appropriate, the Conflict Resolution Committee will assign a certified mediator to the case.

4) The first meeting date will be arranged by the mediator.

5) The disputants will meet with the mediator who will guide their discussion and help them work toward a mutually satisfactory solution.

Harassment Policies and Procedures

Introduction

Abraham Baldwin Agricultural College promotes the advancement of knowledge through the opportunity for participation in a campus climate that promotes the full participation of students, faculty, and staff of the College. The college serves its students, faculty, staff, and society in general through a creative climate of free inquiry and free expression.

Abraham Baldwin Agricultural College is committed to maintaining a working and learning environment in which the respect, dignity, and worth of all are acknowledged. To foster this environment faculty, staff, and students are expected to practice the highest ethical principles and standards of conduct.

Discriminatory harassment and sexual harassment are highly destructive to the college environment. In order to establish a clear college policy and to protect and aid all parties, policies and grievance procedures are described in the following paragraphs.

Protection for Participants

Retaliation against a person who expresses a complaint in good faith is a violation of state and federal laws and may lead to disciplinary action against offenders.

Complainants and the accused have rights guaranteed by the federal Constitution, state and federal laws, and by University System of Georgia policies and procedures.

Efforts will be made by the College to maintain confidentiality of the proceedings and participants as far as legally possible. However, records from procedures relevant to a particular complaint may be obtained under state or federal laws and legal proceedings. Information on record keeping is described in each procedural sub-section of the complaint procedures.

Educational Programs

Educational efforts are essential to the establishment of a campus community that respects the dignity and worth of the individual. Such educational programs require special attention on a culturally diverse campus like that of ABAC. There are at least four goals to be achieved through education: l) informing individuals of the conduct that is prohibited; 2) ensuring that all college personnel are aware of their rights; 3) informing administrators about the proper ways and means to address complaints of violations of these policies; and 4) helping educate the college community about the problems these policies address.

The Director of Human Resources and the Vice President and Dean of Academic Affairs are charged with distributing information about these policies to all current members of the college community. Faculty and staff will be reminded annually about the policies. Information about these policies will be included in student orientation materials and in the Student Handbook. In addition, copies of the policies will be included and made available in the Policy Manual and the Classified Staff Handbook. All new faculty and staff members will be given a copy of these policies as a part of their orientation program.

The president and the director of human resources require that a series of training sessions for the faculty, staff, and students be held to provide an increased knowledge base of what constitutes harassment. These training sessions will use the educational videos that have been purchased and placed on reserve in the Baldwin Library.

This document will be reviewed and updated annually by the director of human resources, the Minority Affairs Committee, and the Gender Awareness Task Force. The director of human resources will update the president, the Minority Affairs Committee, and the Gender Awareness Task Force annually relative to the training sessions held for faculty, staff, and students.

Definitions

A complaint is an allegation of a misinterpretation, incorrect application, or violation of a policy, practice, or procedure not pursued by the complainant in a forum outside of the College. The use of ABAC Grievance Procedures is not available if a formal complaint has been filed with a government agency or a court action has been initiated based upon substantially similar facts, in which case any investigation then in progress by the College will be terminated relative to the grievance process.

A complainant is a college community member who seeks resolution of a complaint through the informal or formal procedures outlined herein.

A respondent is a person against whom a complaint is filed.

Discriminatory Harassment Policy

Introduction

An institution of higher education must allow the free inquiry into all ideas and the free expression of opinions by those within it as part of the basic process of education. Yet, in the presence of harassing behavior, a person's learning or working ability may be impaired. This discriminatory harassment policy acknowledges protection for free speech, which is guaranteed by the First Amendment of the United States Constitution, while at the same time requiring that the dignity and worth of the individual be nurtured and protected.

Non-Discrimination Policy Statement

Abraham Baldwin Agricultural College will not tolerate discrimination on the basis of race, gender, sexual orientation, age, disability, national origin, or religion. Every student and employee within the college community has the responsibility not to engage in any unlawful discrimination.

The right of free speech, although fundamental to our democratic system of government and essential to the exchange of ideas in an institution of higher education, is not absolute. The Supreme Court of the United States has held that certain categories of speech are not entitled to First Amendment protection. These categories include obscenity, fighting words, and, to a limited extent, defamation. There is no place on the ABAC campus for speech or other expression that personally vilifies another individual. Such personal vilification is even more distasteful when it involves insults that are based on race, gender, sexual orientation, age, handicap, national origin, or religion.

Prohibited Discriminatory Harassment

Harassing behavior can seriously interfere with the work or study performance of the person(s) to whom it is addressed. It is indefensible when it makes the work, study, or service environment hostile, intimidating, or demeaning. In determining whether an act constitutes harassment, the College must carefully review the totality of the circumstances that pertain to any given incident. In addition, protection of individual rights, freedom of speech, and academic freedom must be assured.

Among the factors that will be considered are: repetition or pattern of objectionable behavior; intent of the behavior (e.g., words or actions with the intent to injure are prohibited, but words or actions as part of an exchange of ideas, ideology, or philosophy will be protected); location of behavior (different concerns exist between areas used a public forums, classrooms, or other settings); and the degree to which the behavior is commonly considered to be demeaning to members of the group in question who are of average sensibilities.

Discriminatory harassment is prohibited at Abraham Baldwin Agricultural College. Harassment can result in dismissal of the student, staff, or faculty member from the College. Discriminatory harassment is defined as speech or conduct that:

1) is addressed directly to the individual or individuals whom it insults or stigmatizes and,

2) the speaker knows, or reasonably should know, would constitute "fighting words." "Fighting words" are words, pictures, or other symbols that, by virtue of their form, are commonly understood to convey direct or visceral hatred or contempt for other human beings and would naturally tend to provoke acts of violence or imminent harm.

Discriminatory Harassment Grievance Procedure

Overview

Complainants who believe that they are victims of discriminatory harassment are encouraged to use the College's internal procedures as described here to resolve complaints. They may also file discriminatory harassment complaints with appropriate state or federal agencies under Title VII of the Civil Rights Act of 1964.

The complainant may elect any of several procedures. The complainant may seek an informal resolution by l) conferring with the administrators who oversee the respondent; or 2) submitting a written complaint to one of the individuals identified on the ABAC campus for receiving complaints. The complainant may also initiate the formal procedures with the Affirmative Action officer for the College. The ABAC Counseling Office is also available for personal counseling.

Complainants are encouraged to explore informal procedures before filing a formal complaint. At the informal stage, efforts can be made to educate both parties about discriminatory harassment including what it does and does not involve. The review can be constructively educational for all parties. For minor violations, an apology and promise not to repeat the offense may be sufficient restitution. However, where a serious violation of the policy is found, or resolution at the informal level is not satisfactory to the complainant or respondent, then the formal procedures may be initiated.

Discriminatory Harassment Informal Procedures

Director of Human Resources

ABAC's director of human resources helps all members of the faculty and staff, on a confidential and informal basis. The Director of Human Resources can provide information about complaint procedures and rights of appeal and, if requested, may assist in seeking informal resolution between the complainant and the respondent.

Any action by the director of human resources, beyond simply consulting with the complainant, must include contacting the alleged harasser about the nature of the complaint and allowing the alleged harasser to reply. If the Director of Human Resources takes action beyond talking to the complainant, then the department chair or immediate supervisor of the respondent may be informed relative to the alleged incident. The Director of Human Resources may act as a mediator during these informal procedures.

The mediation process is informal and educational in nature; therefore, the mediator will only record the number of persons seen, administrative units involved, dates, and outcomes in general terms. A report of this mediation process is filed with the president.

Student & Enrollment Services

The ABAC Student Enrollment Services and various staff members provide assistance to students on a confidential and informal basis. The Vice President and Dean of Student & Enrollment Services can provide information about complaint procedures and rights of appeal and, if requested, can seek informal resolution between the complainant and the respondent. Alleged incidents between students may be settled on an informal basis and may include mediation. Serious incidents between students may result in formal action being taken through administrative processes or through the Student Life Hearing Panel.

Alleged incidents involving students with faculty or staff may be initiated through one of the coordinators identified through the College but should also be referred by those coordinators to the director of human resources. The coordinator, in conjunction with the director of human resources, will then involve other college administrators in the informal process to resolve the complaint.

It is the responsibility of each unit to use its complaint process and other resources in a way that minimizes the burden imposed on the person who has complained and that resolves matters in such a way that discriminatory conduct is discouraged.

Discriminatory Harassment Formal Procedures

The formal grievance procedure will follow the established college grievance procedures for all faculty and staff as outlined in the elsewhere in this chapter. The formal grievance procedure for students will follow the guidelines of the ABAC Student Handbook.

Sexual Harassment Policy and Procedures

Introduction

In its effort to foster a community in which there can be a free and open development of ideas, Abraham Baldwin Agricultural College is committed to maintaining a working and learning environment free of sexual harassment. Faculty, staff, and students will flourish in an atmosphere in which the respect, dignity, and worth of all are acknowledged.

If the highest ethical principles and standards of professional conduct are to be maintained, all members of the college community should understand that there is no place for sexual harassment. The exploitation, coercion, intimidation, and reprisal connected with sexual harassment create an environment that subverts the College's mission. Moreover, primary responsibility for maintaining high standards of conduct resides with faculty and supervisors, since they exercise significant authority and power over others.

Sexual Harassment Policy Statement

Sexual harassment of any member of the college community is prohibited and will subject the offender to the possible disciplinary action up to and including dismissal from the College after compliance with due process requirements. Sexual harassment is also prohibited by the University System of Georgia and by state and federal law.

Definition of Sexual Harassment

The Equal Opportunity Commission definition states that unwelcome sexual advances, request for sexual favors, and other verbal or physical contact of a sexual nature constitute sexual harassment when:

1) submission to such conduct is made explicitly or implicitly a term or condition of an individual's employment or academic standing; or

2) submission to or rejection of such conduct by an individual is used as a basis for employment or academic decisions affecting an individual; or

3) such conduct unreasonably interferes with an individual's work or academic performance or creates an intimidating, hostile, or offensive working or academic environment.

Persons Who May be Involved in Sexual Harassment

Sexual harassment most frequently occurs when a person in authority harasses someone with less power (faculty member/student, administrator/faculty member, supervisor/staff member). However, it is possible for a person with less power to harass a person in authority. Sexual harassment may also take place between persons of the same status (faculty/faculty, student/student, staff/staff). It may take place between persons of the opposite sex, or between persons of the same sex.

Sexual Harassment Grievance Procedures

Summary of Options

Persons who complain that they are victims (referred hereafter as "complainant") of sexual harassment are encouraged to use these procedures relative to complaints. The college has established suggested procedures for handling sexual harassment complaints as illustrated in subsequent paragraphs. Complainants may also file harassment complaints with the appropriate state or federal agencies under Title VII and Title IX.

The complainant may elect any of the following college procedures. The complainant may informally consult with the supervisor or administrator of the respondent's area of employment and seek an informal or mediated cessation of alleged sexual harassment activities. The complainant may also informally consult with the director of human resources or one of the campus coordinators to seek advice and counsel relative to the cessation of alleged sexual harassment activities. Student complainants are encouraged to contact one of the campus coordinators for informally discussing complaints that involve other students. The complainant may also choose to use the services of the College's counselor. The complainant may also choose to file a formal complaint with the director of human resources. In any case, harassing supervisors may be bypassed in registering complaints.

In general, the college counselor is used when the complainant desires individualized assistance in dealing with what appears to be a sexual harassment problem. Actions of the director of human resources and other college administrators focus on communication, education, and possible resolution. Formal grievance procedures focus on investigation and discipline. A complainant may use any of the procedures initially and may move among them as the situation dictates. All complainants are encouraged to explore informal procedures before filing a formal complaint.

Sexual Harassment: Assistance Available by ABAC

College Counseling

Any members of the college community who believe themselves to be victims of sexual harassment may consult with a college counselor at any time during the complaint procedure. The counselor can work with the complainant to clarify possible experiences of sexual harassment. The counselor can also discuss alternative courses of action, including ways that complainants might address the situation themselves.

Complainants will not be required to reveal the alleged harasser's identify. Records of complainant's visits will be general in nature and will not mention the type of harassment per se if harassment is involved nor will they contain the respondent's name.

If the complainant, in consultation with the counselor, is not able to resolve the situation, the counselor will inform the complainant about other informal and formal procedures.

Mediation

The mediation procedure is available to complainants who want action taken in their behalf but do not wish to use informal or formal complaint procedures at this stage. The complainant does not wish to file an informal or formal written complaint at this stage.

The complainant could contact one of the college's sexual harassment representatives or the Director of Human Resources or other college administrator to report the alleged sexual harassment. Complainants should be made aware of the channels for informal and formal reporting of sexual harassment incidents. Normally complaints would be referred to the Director of Human Resources or the Vice President and Dean of Student & Enrollment Services at this stage for possible resolution. Any actions, beyond simply consulting with the complainant, must include having either the Director of Human Resources or the Vice President and Dean of Student & Enrollment Services contact the respondent for a reply. If action is taken beyond talking, then the appropriate supervisors should also be communicated with in order to seek an informal resolution. The suggested procedures for informal sexual harassment complaints can be found in subsequent paragraphs.

These informal actions should make every effort to be resolved within 15 days of the complaint. If no acceptable informal resolution can be found, the complainant may file a formal complaint with the Director of Human Resources for faculty and/or staff complaints or with the Vice President and Dean of Student & Enrollment Services for student complaints.

Sexual Harassment Formal Procedures

The formal procedure may be initiated in two ways:

1) The complainant may file a signed sworn statement as described in subsequent paragraphs.

2) The college's Affirmative Action officer may initiate a formal investigation in cases where none of the complainants are willing to be the sole initiator of a formal complaint. Such college-initiated investigations will be based on written statements by the complainants. In all cases, the complainants should be as complete as possible, citing any alleged incident(s) and date(s), identifying potential witnesses, and considering due process rights of all parties.

Formal complaints must be submitted within one year of the most recent alleged sexual harassment act. Abraham Baldwin Agricultural College will follow the formal guidelines for a grievance hearing as outlined elsewhere in this chapter, as well as the College's suggested procedures as contained in subsequent paragraphs of this section. Formal complaints involving student to student alleged sexual harassment will follow the procedures outlined in the ABAC Student Handbook for the Student Life Hearing Panel.

Examples of Sexual Harassment

Sexual attention that is unwanted may constitute sexual harassment. The behavior may be blatant or subtle, explicit or implicit, verbal or nonverbal. Examples of the verbal or physical conduct that may be prohibited include, but are not limited to:

1) unwelcome sexual intercourse or other physical assault;

2) direct or implied threats that submission to sexual advances will be a condition of employment, work status, promotion, grades, or letters of recommendation;

3) direct sexual propositions;

4) a pattern of conduct that causes discomfort or humiliation, or both, through one or more of the following directed to a person:

a) unwelcome touching, patting, pinching, hugging, or brushing against a person's body;

b) inappropriate remarks of a sexual nature about a person's clothing or body;

c) inappropriate remarks about sexual activity or speculations about previous sexual experience;

d) impeding or blocking of movement;

e) suggestive sounds, whistles, or gestures; or

f) sexual insults;

5) a pattern of conduct (not legitimately related to the subject matter of a course or function of the job) that causes discomfort or humiliation, or both, through one or more of the following:

a) sexual innuendo;

b) sexually explicit statements, questions, jokes, or anecdotes; or

c) posting of nude pin-up pictures.

Note that an isolated comment usually does not meet the hostile environment definition of sexual harassment. Hostile environment harassment usually requires repeated instances of offensive behavior.

1) A person (students, staff, faculty) who feels that he/she has been sexually harassed shall express that concern verbally to the appropriate sexual harassment representative(s) and the Director of Human Resources, and provide them with a written statement of the incident. The representatives are as follows:

Students:

Vice President For Student & Enrollment Services (391-5130)

Coordinator of Health Services (386-3224)

Staff:

Director of Human Resources (391-4888)

Faculty:

Vice President of Academic Affairs (391-4780)

Designated Faculty Member

2) A copy of the written statement shall be distributed within five working days to the person named in the statement and to the president of the College. The President will then notify the immediate supervisor (faculty and staff only).

3) An informal meeting comprised of two of the above representatives and the person named in the statement shall be held to discuss the incident within ten days from the date of the complaint. Based on the results of this meeting, a decision will be made as to whether the issue may be resolved at this juncture or if further action is appropriate.

4) If deemed necessary, the person named in the statement, the immediate supervisor (faculty and staff only), two of the above representatives, the President, and the alleged victim shall meet and an informal resolution of the matter will be decided on.

NOTE: A copy of the resolution of this informal complaint will not be maintained in the personnel file and shall not be included in any evaluative methods.

1) The complainant will contact his/her respective sexual harassment representatives and will state the nature of the problem. If the complainant wishes to pursue the matter informally, then procedures for "Informal Complaints" will be followed.

2) A complainant will be afforded the opportunity to file a sworn statement (affidavit) with the institution's Affirmative Action officer, and in the presence of one or both corresponding sexual harassment representatives, setting forth in substantial detail the alleged incident(s) of sexual harassment, including the action requested. Documentation from the meeting shall be sent to the president.

3) The Affirmative Action officer will invite sworn statements from witnesses suggested by the complainant. [Total elapsed time from date of complaint to completion of this step: five (5) working days.] Documentation shall be forwarded to the President.

3)The Affirmative Action officer will present the alleged harasser with a copy of the victim's complaint and other sworn statements, if any, and provide the accused an opportunity to file a reply sworn statement (affidavit). Documentation shall be forwarded to the president.

4) The Affirmative Action officer shall then invite sworn statements from witnesses named by the accused. [Total elapsed time from date of complaint to completion of this step: 10 working days.] Documentation shall be forwarded to the president.

5) Depending upon the state of the evidence at this stage (e.g., admission or denial by the employee; corroborative witnesses supporting complainant's allegations; corroborative witnesses who support the employee's denial), the Affirmative Action officer may choose to invite both the complainant and the accused and the Grievance Committee to appear and discuss the status of the case, affording each an opportunity to summarize their respective positions. No attempt will be made to discourage the complainant from pursuing the sexual harassment charge. [Total elapsed time: fifteen (15) working days from date complaint received.] Documentation shall be forwarded to the President.

6) A full report of the investigation, with the statements and other evidentiary matter attached, will be provided by the Affirmative Action officer to a properly constituted Grievance Committee. The Grievance Committee shall make findings of fact and recommendations to the President or his designated representative concerning the disposition of the case (i.e., whether the evidence fairly describes the elements of a charge of sexual harassment, in light of all evidence submitted by both sides). [Total elapsed time from receipt of complaint to presentation of the case to the Grievance Committee: 20 working days.]

7) If the president accepts the findings of the Grievance Committee that sexual harassment has occurred, or recommends that further action is warranted, the president, or his designated representative, will commence due process procedures identical to those appearing in the Regents' Bylaws, pages 12-15, Procedures for Removal of Faculty Members. In the case of classified employees, the due process procedure set forth in the Business Procedures Manual, Vol. 3A, Section II-I and K, shall be followed. In the case of a student, due process beyond the College is direct appeal to the Board of Regents.

8) The faculty member, classified employee, or student will be provided with a notification letter similar to that described in Bylaws of the Board of Regents, paragraph VI-B-8d.3. [Elapsed time from receipt of complaint to service of the notification of letter: 30 working days.]

9) In the event a due process hearing requested by the employee is held, the President shall receive and review the findings and recommendations of the Hearing Committee as provided for in the Regents' Bylaws or Business Procedures Manual referred to above. The President may approve such findings which he/she determines are supported by substantial evidence. Adverse personnel actions may include termination, or a lesser sanction, as determined by the President in his/her discretion. [It is contemplated in these guidelines that the President's final action will be completed not later than 60 days from receipt of the complainant's affidavit alleging sexual harassment.]

NOTE: Processing time standards contained herein serve as institutional guidelines only, and neither complainants nor employees derive rights or benefits there under.

Sexual Assault Victim's Bill of Rights

The following rights shall be accorded, by all campus officers, administrators, and employees of Abraham Baldwin Agricultural College, to victims of campus-related sexual assaults:

1) The right to have any and all sexual assaults against them treated with seriousness; the right, as victims, to be treated with dignity; and the right for campus organizations which assist such victims to be accorded recognition.

2) The right to have sexual assaults committed against them investigated and adjudicated by the duly constituted criminal and civil authorities of the governmental entity in which the crimes occurred; and the right to the full and prompt cooperation and assistance of campus personnel in notifying the proper authorities. The foregoing shall be in addition to any campus disciplinary proceedings.

3) The right to be free from any kind of pressure from campus personnel that victims not report crimes committed against them to civil and criminal authorities or to campus enforcement and disciplinary official; or report crimes as lesser offenses than the victims perceive them to be.

4) The right to be free from any kind of suggestion that campus sexual assault victims not report, or under-report, crimes because:

a) victims are somehow responsible for the commission of crimes against them;

b) victims were contributorily negligent or assumed the risk of being assaulted; or

c) by reporting crimes they would incur unwanted personal publicity.

5) The same right to legal assistance, or ability to have others present, in any campus disciplinary proceeding that the institution permits to the accused; and the right to be notified of the outcome of such proceeding.

6) The right to full and prompt cooperation from campus personnel in obtaining, securing, and maintaining evidence (including a medical examination) as may be necessary to the proof of criminal sexual assault in subsequent legal proceedings.

Policies and Procedures for Fund-Raising

Abraham Baldwin Agricultural College, as a two-year college within the University System of Georgia, recognizes and acknowledges the role and importance of fund-raising in advancing the purpose and mission of the College. As a state-assisted institution, ABAC has increasingly become involved in fund-raising to provide for activities that are beyond the state allocation to the College.

All fund-raising at ABAC is in direct support of the purpose of the College as stated in the college catalog. Although not limited to the following, fund-raising activities provide financial support for:

§ scholarships,

§ faculty and staff professional development,

§ endowments,

§ capital improvement,

§ support for programs and related services,

§ instructional equipment and library support,

§ college promotion and related services not provided for by state funds, and

§ salaries or salary supplements.

The college is actively involved in the pursuit of external funding in both the private and public sectors. At ABAC external funds are raised through the following:

§ The Abraham Baldwin Agricultural College Foundation, Inc., which is a tax-exempt organization as defined under §501© (3) of the Internal Revenue Code

§ Federal and State grants

§ Private and corporate foundations

§ ABAC Alumni Association

§ Student organizations

Solicitation Policies

The college has had a policy over many years that limited private fund-raising by anyone at the College other than through the ABAC Foundation. The only general exception to this policy has been the efforts by the various faculty members involved with intercollegiate athletics, but even then those funds raised in support of the various athletic teams are held in ABAC Foundation accounts. The increase in the number of activities at the College that seek outside funding has led to the development of the following policies and procedures:

1) Institutions of the University System are authorized and encouraged to solicit gifts and grants, in support of the mission and objectives of the institution, including funds for student scholarships, construction of physical facilities and gifts or grants for other purposes as may be designated by the donor; however, institutions are not authorized to commit any state funds for challenge or matching grants or gifts for the construction of facilities or for other purposes without prior approval of the Board of Regents.

2) All fund-raising undertaken by Abraham Baldwin Agricultural College is under the proper supervision and authority of the president of the College. The president has delegated the responsibility for coordinating certain aspects of fund-raising to administrators who answer directly to him concerning those operations. The president has designated the Director of Development & Alumni as the person responsible for coordinating the fund-raising of the Abraham Baldwin Agricultural College Foundation, Inc., which includes the annual fund drive. The Director of Development & Alumni, as a college staff member, is a duly elected Foundation Board member and is president of the Foundation. In this capacity, he carries out the instructions of the Board and the president of the College concerning approved fund-raising activities.

3) The president has also delegated to the Director of Development & Alumni the responsibility of coordinating funds raised by the ABAC Alumni Association. The director of development and the director of alumni relations implement fund-raising activities of the Alumni Association or one of its entities.

4) Primary responsibility for coordinating grants from public sources has been assigned by the president to the Director of College Services.

5) The responsibility for supervising student-related fund-raising resides with the assistant dean of student & enrollment services who answers to the Vice President and Dean of Student & Enrollment Services.

6) All members of the college community are encouraged to seek (with appropriate approvals) outside funding sources to support one-time expenditures for new programs, program expansion, instructional equipment, and other activities related to the mission and purposes of the College. Funds obtained through grants and gifts to the College are administered by the Vice President for Fiscal Affairs.

7) Faculty and staff members are encouraged to seek funds from the ABAC Foundation for activities and programs that complement the College's purpose and mission. Faculty and staff members who have questions relative to the appropriateness of seeking funds from the ABAC Foundation should contact either the Director of Development & Alumni or the College president. A form must be completed to request these funds and is then sent to the College president for his recommendation and then forwarded to the Foundation for consideration.

8) The College recognizes the right of individuals to seek grant support for various projects, as long as the activities do not interfere with their responsibilities at the College.

9) Since a grant constitutes a contract between the granting entity and the College, no grant proposal should be submitted without the approval of the president.

10) A grant may not obligate the College's finances or personnel without administrative approval of the president of the College and may require approval of the Board of Regents.

11) A grant project must adhere to the stated mission and purposes of the College as well as being consistent with the College's long-range plan.

12) All funds received by the College, regardless of the source, are administered by the Vice President for Fiscal Affairs.

13) The Division of Health, Physical Education, and Recreation may solicit private funds for the promotion of various intercollegiate athletic teams, so long as the solicitation does not involve the rental of state owned facilities. Rental of state owned property must be coordinated through the Director of Public Relations and all rental fees paid to agency accounts at the College.

14) Any question relative to the appropriateness of seeking funds or the institution's policies and procedures on a particular fund-raising activity should be first considered at the budget administrator level, then the executive staff level, and ultimately by the President of the College.

Solicitation Procedures

1) All fund-raising by the Foundation is conducted under the supervision of the Board of Trustees and the officers of the Foundation. As a §501(C) (3) tax-exempt organization, the Foundation conducts fund-raising activities which endeavor to promote the causes of higher education, to expand educational opportunities, and to acquire and administer funds which, after the payment of all necessary expenses, shall be devoted to such objects and purposes.

2) Funds are raised for the Foundation by the solicitation of individuals, foundations, and organizations through an annual fund drive which usually consists of personal visits, direct mail, and telephone campaign.

3) Funds are also raised for the Foundation through special events, such as "Dollars for Scholars."

4) Funds are raised for the Foundation through public and private foundations.

5) Funds are raised for the Foundation through wills and other means of planned and deferred giving.

6) Funds are raised for the Foundation through capital campaigns.

7) All of the above activities are coordinated by the Director of Development & Alumni.

8) Funds raised through the Abraham Baldwin Agricultural College Foundation, Inc., are deposited into Foundation accounts and administered by the Finance Committee of the Foundation.

ABAC Alumni Association Solicitation Procedures

1) The ABAC Alumni Association does not officially conduct fund-raising campaigns, but it does endorse all Foundation fund raising efforts. Alumni are the priority prospects of the annual fund drive, and the Alumni Association urges alumni to participate in this drive.

2) Occasionally the Alumni Association, or one of its entities such as the Agriculture Alumni Council, conducts fund raising activities for special projects. Such fund raising efforts must be approved by the Director of Development & Alumni and President of the College.

3) Funds raised by the Alumni Association are placed into ABAC Foundation accounts and managed by the Finance Committee of the Foundation.

ABAC Student Clubs and Organizations Solicitation Procedures

1) Approved student clubs and organizations may raise funds through special events and other fund-raising activities provided approval has been given by the organization's advisor and the associate dean of student life.

2) Funds earned or collected by clubs or other approved student organizations may be deposited in the respective organizations' accounts with expenditures being approved by the organization's advisor. The college reserves the right to audit all student club accounts.

Public Grant Solicitation Procedures

Responsibility for coordinating and expediting the public grant solicitation process has been assigned to the Director of College Services who reports directly to the president.

1) Any member of the college community seeking federal or state grant funds should begin the process by notifying the Director of College Services. The Director of College Services will:

a) identify resources, past grants, or individuals who might be of use to the grant seeker,

b) identify ABAC's past experience with similar grants or with a particular funding source,

c) determine if other contacts with the funding source are being made,

d) determine if other individuals or offices at the College are pursuing a similar concept,

e) determine if the College is entitled to indirect cost or administrative allowances,

f) assure that the concept supports the College's stated mission and purposes and is consistent with the College's long-range plan, and

g) assure that the grant, if obtained, will not obligate the College's finances or personnel without administrative approval.

2) The Director of College Services will advise the grant seeker if there is any reason to consider altering the grant concept or approach.

3) If there is a question about the feasibility of pursuing a grant concept or source, the Director of College Services will refer the question to the president who will make the final decision.

4) The grant seeker may choose to work independently or with the Director of College Services during the grant development process.

5) The Director of College Services is available as a resource to provide:

a) research of funding sources (the director maintains a list of funding source information located in the Baldwin Library and various offices);

b) acquisition of sample funded projects;

c) direct contact with funding sources;

d) support data;

e) coordination with college, community, or business partners;

f) writing or writing assistance;

g) document assembly;

h) acquisition of endorsement letters;

i) completion of assurances forms;

j) preparation of final copy for mailing;

k) obtaining of necessary signatures; and

l) submitting copies for Board of Regents review, if required.

6) The Director of College Services will from time to time circulate information on potential grant sources to those who might find the funding priorities applicable to their interests.

7) Since a grant constitutes a contract between the granting entity and the College, no grant proposal should be submitted without the approval of the President.

8) One copy of the completed grant proposal should be sent to the Director of College Services for filing as a resource for future grants.

9) Funds generated through outside federal, state, local governmental agencies, and public foundations and organizations are deposited into special agency accounts and are administered by the Vice President for Fiscal Affairs under the supervision of the President.

Evaluation Procedures

All fund-raising at the College will be evaluated on an annual basis through annual reports which relate accomplishments under the "Unit Effectiveness Plans" and the Strategic Vision, with the results being submitted to the president. The following steps will be followed in completing the evaluation and assessment process:

1) Those responsible for fund-raising will develop annual goals and steps to implement those goals through the Unit Effectiveness Plan. Goals are all subordinate to institutionally approved planning priorities, as listed in the Strategic Vision.

2) As a part of the above process, goals and steps from the previous year are assessed to determine successful completion. The status of goals is reported as a part of the annual planning cycle.

3) The outcomes of the assessment are discussed with the fund-raiser's immediate supervisor as a part of the review procedures.

4) Changes and/or improvements in the goals and procedures for fund-raising identified in the assessment process described above will be initiated by those responsible.

Drug Free Policy for the Workplace

The United States Congress has enacted the Drug Free Workplace Act of 1988. The purpose of this law is to ensure that work done under federal contracts or federal grants is performed in a drug free work environment.

In addition to prohibiting employees from engaging in the unlawful manufacture, distribution, dispensation, possession or use of illegal drugs in the workplace, Abraham Baldwin Agricultural College prohibits its employees from engaging in such illegal activity at all times and at all places. Such activity, even during non-working hours, clearly affects an employee's ability to perform his public duties. Therefore, Abraham Baldwin Agricultural College adopts the following as its drug free policy:

1) No employee of this college may illegally engage in the manufacture, distribution, dispensation, possession, or use of a controlled substance at any time or place, including while at his workplace. Such unlawful activity will be considered sufficient grounds for a serious adverse personnel action, including dismissal from employment.

2) If an employee is arrested for or convicted (including a plea of nolo contendere) of violating any criminal drug statute of any jurisdiction, regardless of whether the alleged violation occurred at the workplace or elsewhere, the employee must notify the Office of Human Resources at Abraham Baldwin Agricultural College in writing of each arrest or conviction as soon as possible which must be within five calendar days of the arrest or conviction.

3) Failure to comply with any part of this policy will result in serious adverse personnel action, including possible dismissal from employment.

Any questions concerning this policy should be directed to the Office of Human Resources.

TERMINATION OF EMPLOYMENT

The college follows the policies of the Board of Regents, University System of Georgia, for termination of employment and resignation of faculty members and other personnel of the institution.

Resignations of Tenured Faculty

All tenured faculty members employed under written contract for the fiscal year or academic year of three terms shall give written notice of their intention to resign to the president of the institution or the president's authorized representative, postmarked no later than February 1 immediately preceding the expiration of the contract period.

Notification to Non-tenured Faculty

1) Each year, the president of an institution, or the president's authorized representative, shall, in writing, advise all non-tenured faculty employed under written contract whether an employment contract for the succeeding academic year will be offered to them. Such written notice shall be delivered by hand or by certified mail, to be delivered to the addressee only, with receipt to show to whom and when delivered and the address where delivered.

2) Notice of the intention not to renew a non-tenured faculty member shall be furnished, in writing according to the following schedule:

3) at least three months before the date of termination of an initial one-year contract;

4) at least six months before the date of termination of a second one-year contract;

5) at least nine months before the date of termination of a contract after two or more years of service in the institution.

6) Non-tenured faculty and other non-tenured personnel employed under written contract shall be employed only for the term specified in each contract. Subsequent employment, if any, shall result solely from a separate offer and acceptance as required to execute a new and distinct contract.

Requirements to Complete Termination

Faculty/Staff members terminating their employment with the College must fulfill certain obligations before receiving their final paychecks:

1) All grades must be filed with the registrar.

2) All other college records and reports, including class roll books in the possession of the individual must be turned over to the division chair or immediate supervisor.

3) All keys must be turned in to the division chair or immediate supervisor.

4) All equipment and books or other materials that are the property of the College must be returned to the proper custodian.

5) All required reports must be filed.

6) Office space assigned to the individual must be cleared of personal possessions.

7) All financial obligations to the College must be cleared.

8) Letters of resignation should be addressed to the president or his authorized representative.

9) In addition, the faculty/staff member must complete necessary forms in the Human Resources Office concerning insurance, teacher retirement, annuity, and bonds. An exit interview shall be completed with the Director of Human Resources.

Terminal Leave

In the event employees have accrued annual leave near the time of termination of their contracts, such leave shall be taken during the period of the contract. If not taken, normally such leave shall be paid at the regular rate of compensation upon termination of contract or service. Terminal leave arrangements shall be made cooperatively between the faculty/staff member, his immediate supervisor, and the Human Resources office. Compensation shall be based on information from institutional annual leave records. Terminating employees shall not accrue any vacation leave after the last working day of their employment.

An employee of any federal program shall use all accrued annual leave prior to transferring to any state-funded position.

Classified personnel are required to have an exit interview with the director of human resources.

A replacement for a terminating employee should not be employed in a line item position until the terminating employee is officially removed from the payroll, in order to eliminate the possibility of a line item position showing more than one equivalent full-time person during the fiscal year.

There is no remuneration for accrued sick leave upon termination of employment.

EMERITUS AND EMERITA AWARD

1) The titles, Emeritus and Emerita, will be awarded to a faculty member or administrator who has faculty status, when the following conditions are met:

a) served at ABAC fifteen years or more,

b) retired from the College, and

c) had a career which reflects good teaching and/or service to the College.

2) Further, the individual will be recognized in the following ways:

a) an announcement will be made formally by the College in the next Honors Day ceremony,

b) the faculty member’s rank will be listed in the College Catalog,

c) the faculty member will be invited as a guest of the College to all retirement ceremonies, official functions, Honors Day, and other appropriate events (excluding Dollars for Scholars,)

d) the faculty member will be given a card that admits him/her to all athletics events and allows for library privileges.

CHAPTER IV — OTHER COLLEGE FUNCTIONS AND PROCEDURES

ACADEMIC AFFAIRS

Arts Connection

The mission of ABAC’s Arts Connection is to make the arts available, accessible and affordable to people of all ages and from all walks of life in a multi-county area of rural South Georgia. Through a network of community-based arts agencies, the AC develops performances, exhibits, arts festivals, artists-in-residence, public art projects, arts in the schools and programs for at-risk youth. The AC also helps communities design arts facilities and restore historical buildings as cultural centers. The Arts Connection functions under the leadership of the Division of Humanities.

Evening and Off-Campus Program Office

The Director of the Evening and Off-Campus Program is located on the first floor of Tift Hall and provides comprehensive support and services for the evening and off-campus credit programs of the College. These programs include the on-campus evening course offerings as well as credit courses taught in Fitzgerald, Moultrie, Nashville, and Sylvester. The director also coordinates the credit offerings of neighboring four-year colleges on the ABAC campus.

Library

Baldwin Library reflects the curriculum, objectives, and functions of the College and is administered within the policies of the College. The library serves the College faculty and student body as the central location of the college’ resource materials. Many of these resources materials and others may be identified or accessed from the library’s web page. A library card barcode must be secured on the ABAC ID card or on a library card so that you may borrow materials and have access to services. While ABAC personnel are not charged overdue fines, they are expected to return or renew items by the due date. A replacement charge will be assessed for each item that is knot returned within 30 days after the due date. Within the limits of its resources and responsibilities, the Library facilities support the research work and professional growth of the faculty.

The establishment of division libraries is not authorized, and college funds may not be used for the purchase of books, videocassettes, CDs, DVDs, etc, for such use. Where circumstances justify, resources of any nature for use by the faculty may be ordered through channels of the Library so that such resources will be available to the College faculty and student body. Additions to the collection may be requested through your discipline coordinator and submitted to the Library Director in paper form or on an electronic form. Members of the faculty are invited and urged to participate in materials selection and ordering, particularly as related to the individual’s own field of specialization and individual interest. Forms for recommending materials for the Library may be secured from the library staff, your discipline coordinator, or from the library web page.

Faculty may place materials on reserve for student use in specific classes. Reserve materials may be checked out for short periods of time, usually for in library use unless otherwise specified. Library items or personal copies of materials may be placed on reserve according to copyright guidelines.

The library staff seeks to promote information literacy through workshops, instruction sessions, or individually. All students in the freshman seminar classes receive a brief orientation to the library. Subject or assignment specific instruction may be arranged by contacting a librarian.

COLLEGE SERVICES

The Director of College Services supervises and coordinates operations of the Public Service and Business Outreach Center, Federal Programs, and the Office of Human Resources. The duties of the directors of these units are listed in the Statutes.

Human Resources

The director of the Office of Human Resources is responsible for implementing and supervising the College's employment program and matters pertaining to insurance, retirement plans, and other fringe benefits. Duties of the Director of Human Resources are in the Statutes.

Public Service and Business Outreach Center

The Public Service and Business Outreach Center is responsible for extending education to all segments of the population. Specialists are regularly brought in to participate in the many short courses, workshops, seminars, and non-credit courses offered. This office functions under the leadership of the Director of College Services.

Federal Programs

College Assistance Migrant Program (CAMP)

CAMP is a federally funded, academic, and educational program to assist students from migrant or seasonal farm-worker families during their first year of college. The CAMP program is administered by the Director of the CAMP/HEP Programs. Program offices are located in Weltner Hall. The CAMP Director reports to the Coordinator of Federal Programs.

Gaining Early Awareness and Readiness for Undergraduate Programs (GEAR UP)

GEAR-UP is administered by the director of educational outreach and youth connection. The GEAR UP is a partnership grant between Abraham Baldwin Agricultural College, the Irwin County School System, Irwin County Family Connection, and Irwin Electric Membership Corporation. The mission of GEAR UP is to significantly increase the number of low-income students who are prepared to enter and succeed in postsecondary education. The GEAR UP program offices are housed at the Irwin County Middle School and in Weltner Hall on the ABAC campus. The GEAR-UP Director reports to the Coordinator of Federal Programs.

High School Equivalency Program (HEP)

HEP is a federal program designed to assist students from migrant or seasonal farm-worker backgrounds with academic instruction to obtain their GED, personal development, and follow-up services. HEP is administered by the Director of the CAMP/HEP. The HEP office is located in Weltner Hall. The HEP Director reports to the Coordinator of Federal Programs.

Minority Advising Program

The Minority Advising Program (MAP) is a unit designed to work closely with minority students to promote their academic success and retention. MAP coordinates with the academic divisions, Student Support Services Program, Academic Assistance Center, and other areas on campus do devise, encourage, and promote services to meet the needs of minority students.

Student Support Services

Student Support Services helps students to stay in college until they earn their baccalaureate degree. They assist students who are either first generation, low income, or learning disabled by offering transfer assistance, one-on-one academic tutoring, specialized math tutoring (Learning Disabilities component), workshops for academic and personal enrichment, supplemental instruction (assistance in passing high-risk courses), cultural enrichment opportunities, leadership training, and overall campus assistance. Student Support Services is one of several efforts offered through TRIO programs, federally funded programs which help students overcome educational, economic, social and cultural barriers to prepare for and complete their higher education. The Director Student Support Services reports to the Coordinator of Federal Programs.

Upward Bound

Upward Bound targets high school students and encourages college preparation and attendance. Participants attend Saturday sessions twice a month during the school year, which focus on enhancing their weekday curriculum and study skills. During the summer, seniors take regular college classes and stay on or near campus for the entire 12-week session. Access to current technology, as well as a career/research room, is provided in the Upward Bound offices. A Counselor is also on hand to assist students with decision making, behavioral problems, and/or personal concerns. The Director of Upward Bound reports to the Coordinator of Federal Programs.

DEVELOPMENT AND ALUMNI RELATIONS

Development

The principle role of development is fund raising; however, overall campus planning is, in part, a role of this office. This office coordinates all fund raising including the annual fund, major donor solicitation, planned giving and trust management, and Dollars for Scholars. This office also serves as the headquarters for the Abraham Baldwin Agricultural College Foundation, Inc., with the Director of Development & Alumni serving as vice president of the Foundation. This office works closely with the Office of Public Relations in forming a positive relationship with the community. The Director of Development & Alumni is responsible for and the administrative officer in charge of the Offices of Development and Alumni Relations.

Alumni Relations

A strong alumni program is essential to the growth and development of the College. The Alumni Office serves as a liaison between the alumni and the College, keeps the alumni informed of campus events, and solicits funds from alumni for the Abraham Baldwin Agricultural College Foundation, Inc. The Director of Alumni Relations works closely with the Director of Development in soliciting such funds. The Director of Alumni Relations also works with the Admissions Office to utilize alumni in recruiting prospective students. The Alumni Office also serves as the headquarters for the Abraham Baldwin Agricultural College Alumni Association with the Director of Alumni Relations serving as executive vice president for the Association.

FISCAL AND PHYSICAL AFFAIRS

The Vice President for Fiscal Affairs supervises the financial operation of the College, physical plant operation, new construction and related matters, food services operation, public safety, post office, and the bookstore. The duties of the Vice President for Fiscal Affairs are listed in Chapter I.

Other personnel employed in this area of the College operate under supervisors and managers. There are clearly defined channels of communication and authority for these positions in the College organizational chart.

Building Directors

Each building on the campus has one faculty/staff member designated as the building director. The building director is responsible for overall supervision of the building and coordinates custodial services as needed with the physical plant department. The following is a list of building director assignments:

Agricultural Engineering Technology Coordinator, Agricultural Engineering

Agricultural Sciences Building Chair, Division of Agriculture and Forest Resources

Carlton Center Library Director

Bowen Hall Chair, Division of Social Science

Branch Student Center Vice President and Dean of Student & Enrollment Services

Britt and Gray Halls Chair, Division of Science and Mathematics

Comer Hall Housing Director

Conger Hall Chairs, Division of Business Administration and Division of Humanities

Donaldson Dining Hall Director of Food Services

Evans Health Center Chair, Division of Nursing and Health Services

Farm Buildings Agriculture Laboratory Coordinator

Gaines Hall Chair, Division of Nursing

Gressette and Thrash Gymnasiums Chair, Division of Health, Physical Education and Recreation

Howard Auditorium Chair, Division of Humanities

King Hall Chair, Division of Humanities

Lewis Hall Director of Physical Plant

Music Building Coordinator of Music

Environmental Horticulture and Greenhouses Coordinator, Environmental Horticulture

Development and Alumni House Director of Development & Alumni

Tift Hall (1st floor) Vice President for Fiscal Affairs

Tift Hall (2nd floor) Vice President for Academic Affairs

Warehouse Physical Plant Superintendent

Weltner Annex Director of Physical Plant

Weltner Hall Director of Public Safety

Yow Forestry Wildlife Building Chair, Division of Agriculture and Forest Resources

Rowan Pavilion Chair, Division of Agriculture and Forest Resources

Building and Engineering Services

Any faculty member needing furniture or engineering services should clear the request with the chair of his division. The division chair will then forward the request to the appropriate office for action.

Difficulties beyond the control of the instructor in regulating room temperature are to be reported to the division chair.

Campus Mail

Each division and major office on campus has a box for mail in the campus post office. A designated person(s) should pick up and distribute campus correspondence daily from the box. The campus post office is operated by the College under contract with the United States Postal Service. The post office is located in the Branch Student Center. Boxes can be rented there.

Salary Checks

Faculty members are paid by check or by automated deposit the last working day of the calendar month. Checks are delivered through the Fiscal Affairs Offices.

Notary Public

Individuals in the business office, president’s office, college services office, and admissions office serve as notary public and will assist faculty and staff as needed.

Keys

Authorized employees will secure necessary keys through the division chair or immediate supervisor. These keys are not to be duplicated and are to be returned when employment with the College is terminated.

INSTITUTIONAL RESEARCH & PLANNING

The Office of Institutional Research & Planning is responsible for implementing the planning and institutional effectiveness processes on campus. This includes the collection of data concerning the College’s operations and transmission of the information to the decision-making units of the College for the purposes of planning and budgeting, as well as the collection and preparation of both strategic and annual planning documents. A secondary function is to serve as the liaison between the College and the Office of Research and Planning in Atlanta. The Office of Institutional Research functions under the leadership of the president.

INTERCOLLEGIATE ATHLETICS

ABAC's program of intercollegiate athletics operates under the aegis of the Division of Health, Physical Education, and Recreation. The College is a member of Region 17 of the National Junior College Athletic Association. Policies governing ABAC's intercollegiate athletics program may be found in the document Policy Manual for Intercollegiate Athletics which is on file in the HPER Division, academic affairs, and president's offices.

PUBLIC RELATIONS

Public relations covers a broad range of activities including the college news bureau, the coordination of the use of college facilities by on-campus and off-campus groups, the supervision of non-student Abraham Baldwin publications, hosting of campus events, the coordination of advertising and promotional programs, assistance in the student recruitment program, and assistance in fund raising efforts. The Director of Public Relations reports to the President.

The Director of Public Relations releases newsworthy items to the media relating to the ongoing programs, special events, students, faculty, and staff at Abraham Baldwin. The public relations office promotes a positive relationship between the College and the community. The office also works closely with the admissions office in the area of student recruitment and the development office in selected fund raising efforts.

All groups interested in meeting on the campus should contact the office of public relations to schedule events (telephone 391-5055). All such events shall be coordinated through the office of public relations, which will in turn make arrangements with the appropriate college persons, including building directors, before an event is scheduled.

The availability of facilities for use by non-Abraham Baldwin groups shall be determined by the appropriate college officials. In addition to the availability of the actual facility requested, the decision on the use of the facility shall take into account other activities taking place on the campus and the workload of Abraham Baldwin employees to be involved in the requested activity. Abraham Baldwin employees must first serve the educational programs of the College.

The college is not funded to host non-college activities. Therefore, out-of-pocket expenses must be paid by the group using the facility. Use of facilities may be denied for some events when determined inappropriate for a state supported educational institution or when the number of people on campus will unduly interfere with the prior planned educational programs of the College. Use may also be denied when by past experience or through anticipated problems, the use of the facility will cause undue wear and abuse on the facility and/or its equipment.

The duties of the Director of Public Relations are listed in Chapter I.

STUDENT & ENROLLMENT SERVICES

The Vice President and Dean of Student & Enrollment Services is responsible for the organization and supervision of the total student services program of the College, and serves as the contact person on issues related to civil rights for students. The duties of the Vice President and Dean of Student & Enrollment Services are outlined in the Chapter I.

Admissions

The Office of Admissions functions within the area of student and enrollment services under the leadership of the vice president for student and enrollment services. The Office of Admissions administers all phases of admissions. The specific duties included in the position of the Registrar and Director of Admissions are given in the Statutes.

Learning Support Programs

The Learning Support Programs includes Academic Intervention Management (AIM) and the Academic Assistance Center.

Academic Intervention Management (AIM)

Students placed on Academic Probation are expected to take advantage of the AIM Program. An AIM Mentor will help the student to focus exclusively on strategies that will enable the student to address and rectify specific problems that led to the probationary status. The student and mentor will prepare and an individualized action plan which identifies weaknesses and prescribes appropriate corrective strategies. The Academic Review Committee and the Student Financial Aid Committee will receive a term status report on AIM students.

Academic Assistance Center

The Academic Assistance Center, located on the ground floor of the Carlton Center, provides tutorial and small group assistance for students free of charge. The center concentrates its effort on English and mathematics, but assistance in all areas is available upon request. The faculty is encouraged to refer students to the AAC. Services are free.

Registrar

The Office of the Registrar functions within the area of student and enrollment services. The permanent academic records of all students are maintained in the Registrar's Office, and inquiries related to those records should be directed to that office. The duties included in the position of the Registrar are given in the Statutes.

Student Development

Personal Counseling

The Office of Student Development strives to help students understand themselves better and to meet and solve their problems. Students should be referred to the counseling staff when personal difficulties, major academic problems, or career development needs are evident.

Testing Program and Services

A program of testing is coordinated by student and enrollment services in order that individual measures of achievement, aptitude, study skills, and interests may be determined when needed.

Faculty requests for testing services that include administration, scoring, and reporting should be made to the director of counseling and testing. The Regents' Test is administered each term by the Student Development Office. College Level Examination Program (CLEP) tests are available once a term through the Student Development Office.

The National League for Nursing/Pre-Nursing and Guidance Examination is given upon request to the chair of the Nursing Division, and the Cooperative English Test is administered to journalism students transferring to the University of Georgia.

The National SAT and achievement tests and the American College Test are administered four or five times a year for the convenience of Tift area students. On an institutional basis the SAT is administered eight to ten times yearly to expedite admission into Abraham Baldwin. Institutional SAT results are reported to the Admissions Office, Registrar's Office, and the Director of Learning Support Studies. Additional testing will be done at the request of students, division chairs, or advisors.

General Educational Development (GED) tests are administered monthly by the office of Student Development.

Student Health Services

Administratively, student health services are a part of the Division of Nursing and Health Services. Health services are provided with a nurse on duty Monday through Friday during the academic year for students enrolled in six (6) or more quarter credit hours on campus. The consulting physician will hold a clinic in the Health Center twice weekly during the academic year. The consulting pharmacist will visit the Health Center twice weekly to fill prescriptions. A student using the services of the consulting physician, other than in the Health Center, or any other physician is responsible for all personal fees incurred.

Health services are not available to faculty/staff members except on an emergency basis.

Release of Information Regarding Students

Personal information regarding students is given only to authorized officials, with concern for safeguarding the welfare of the student.

Release of personal materials other than that contained in the transcript, admission/permanent folder, or current registration documents is under the direct supervision of the Vice President and Dean of Student & Enrollment Services. The division chair and the academic advisor will be notified of the disposition of any case involving an advisee. Persons not on the College staff should be referred to the appropriate office.

Student Conduct and Discipline

The Student Handbook contains detailed information regarding conduct standards expected of students.

TECHNOLOGY

The Office of Technology serves the entire campus through administrative computing, academic computing, distance learning, and media services. Located on the first floor of the Carlton Center, this office handles requests for services on a priority basis. All requests for data/reports must be channeled through the Executive Director of Information Technology & Services. All other information must be channeled through the appropriate administrators.

The microcomputer labs are located in Conger Hall and are available for computer-assisted instruction and related instructional use. The staff person supervising the labs is available to help faculty select and legally modify materials for use by students. Faculty planning extensive use of the labs must plan with the coordinator of academic computing the purchase or development of programs and their use by students. All materials purchased must be compatible with existing equipment in the labs.

Information Technology Policies and Guidelines

Abraham Baldwin Agricultural College recognizes that its educational programs and administrative processes must be supported by appropriate information technology systems and resources. These resources are essential to teaching and learning, and the College will ensure that the necessary resources are available to support the mission of the institution.

University System of Georgia policies, procedures and guidelines provide the framework for this support. In addition to System policies and guidelines, recommendations received from the Institutional Technology Committee and approved by the President are incorporated into an Information Technology Policies and Procedures Manual. College personnel should refer to this document which addresses: appropriate use of the College’s technology resources including, e-mail and Internet; security guidelines, IT purchasing and inventory guidelines, web page guidelines, hardware and software standards, and software licensing.

PM last revised 10/2005

Appendix A

Contents of the Teaching Portfolio

Before beginning to prepare the portfolio, a writer should consult pertinent pages from the ABAC Policies and Procedures Manual. Items to be included and tabbed include:

1) One’s description of:

a) Instruction

i) Teaching philosophy

ii) Description of responsibilities, including productivity measures

iii) Description of teaching methodologies and strategies

iv) Description of efforts to assess teaching

v) Description of efforts to improve teaching

vi) Description of teaching-related activities

vii) Additional evidence of teaching accomplishments

b) Advising

i) Description of academic advising activities and responsibilities

c) Service

i) Description of activities supporting the mission of the Institution

ii) Description of active community involvement

d) Professional Development

i) Description of development activities which relate to improving one’s teaching, advising, or service

2) Five most recent Annual Updates

3) Five most recent evaluations by supervisor

4) Pre-tenure review report, where applicable, including action plan, where applicable

5) Peer Evaluation where appropriate

6) Student Evaluation

a) instructional performance

b) advising

7) Educational/Employment Data

a) Up-to-date Curriculum Vitae

b) Transcripts (indicating 30 required hours beyond the master’s degree, for assistant professor)

c) Employment Data

i) Employment Date

ii) Dates of changes in rank

iii) Tenure date, if applicable

iv) Any “credit for time in rank” documentation

8) Required Recommendations

a) Divisional Committee

b) Division Chair

Suggestions:

§ “Too much” is not better. A few, rather than dozens of, examples present a stronger case. Important documents “get lost” in huge portfolios.

§ An aesthetic presentation of the contents is expected.

§ A three-ring binder is recommended.

§ Tabs for each section are strongly recommended.

§ In most sections, concise listings are preferable to discursive, narrative mode.

§ Be specific with names of organizations, papers, dates.

§ A table of contents with page numbers is helpful.

§ Portfolios must be complete when submitted. Due dates must be adhered to. Late materials or portfolios will be refused and returned to the candidate.

§ Be aware of the importance of well-organized and professionally aesthetic documentation. Sloppy and disorganized material makes an extremely poor impression and also makes it difficulty to evaluate the information.

§ Make sure that involvement in activities related to tenure or promotion be specifically delineated. If published-details of articles, books, etc. If active in civic affairs-name of organizations. General statements regarding these activities will leave the committee with little detail as to the degree to which the applicant was involved.