Chapter 3358:17-20 Faculty In General
(A) Faculty members selected for instructional assignments primarily in the technical areas should provide evidence of competency based on the following criteria:
(1) A minimum of an associate's degree, bachelor's degree preferred; and
(2) Practical experience (other than teaching) in the appropriate specialization, as demonstrated by full - time employment (approximately five years) in the career area or a related field; and
(3) Evidence of involvement with the field of concentration through activity in professional associations, consultive practice, participation in seminars, workshops, and formal course work, and individual reading.
(B) Faculty members selected for assignments primarily for teaching in the baccalaureate or lower division curriculum should generally possess a master's degree in the discipline, or a master's degree with eighteen graduate hours in the discipline.
(C) Individual s selected for top academic leadership responsibility at the divisional level should hold the doctorate or equivalent degree plus appropriate experience or hold a master's degree with other advanced preparation plus appropriate experience.
(D) The following minimum educational qualifications apply to part - time faculty.
The adjunct five and adjunct six categories are not included here because adjunct four is the highest entry level category. Consequently, part-time faculty cannot begin employment with the college at the adjunct five or adjunct six level.
(1) Lecturer one:
Bachelor's degree or related teaching experience or professional experience.
(2) Lecturer two:
Master's degree, or ten years of related teaching and/or professional experience.
(3) Lecturer three:
Doctorate degree, or fifteen years of related teaching and/or professional experience.
(4) Adjunct four:
Master's degree or doctorate with twenty or more years of related teaching and/or professional experience. (The highest entry level category).
(E) Advancement of part-time faculty.
(1) Based on the recommendation of the appropriate academic dean and the length of service. The dean's recommendation will be based on a comprehensive evaluation of the faculty member's performance. The length of service required at each level prior to advancement to the next highest level is as follows:
(a) Lecturer two: requires one term at lecturer one.
(b) Lecturer three: requires four terms at lecturer two.
(c) Adjunct four: requires four terms at lecturer three.
(d) Adjunct five: requires four terms at adjunct four.
(e) Adjunct six: requires four terms at adjunct five. To advance to adjunct VI, part - time faculty must also meet the minimum education and experience standards for full - time faculty appointments (paragraph (A) of this rule).
(2) Instructional loads for part - time faculty shall not exceed three courses per term either day and/or evening. Under special and unusual circumstances for the benefit of the college and its students, upon the recommendation of an academic dean(s), the president may permit individuals to instruct more than three courses.
(G) Part - time faculty mandated to take in - service training will be compensated for the time committed to the training per the current in - service/special meeting wage schedule maintained in human resources.
(H) Full - time faculty teaching an overload will be compensated at the adjunct six rate for overload hours.
The following guidelines for faculty workload are aimed at providing equity for both the college and the faculty member consistent with sound educational and economic practices.
(A) Full-time faculty instructional load.
Full-time faculty instructional load shall consist of fourteen to sixteen teaching load units per term or a minimum of thirty teaching load units in total for the academic year (fall and spring terms) where one teaching load unit equals one fifty minute class hour. Faculty will maintain ten office hours per week where at most five may be scheduled by appointment. Some of these office hours may be fulfilled by other required duties. Faculty will spend an additional fourteen to sixteen hours per week in class preparation, class maintenance, and assessment of student academic achievement. Faculty are committed to a forty hour work week.
(B) Non-instructional duties.
Full-time faculty will:
(1) Advise students and assist students during office hours.
(2) Participate actively on at least one committee annually.
(3) Participate in new course and program design.
(4) Perform assessment of students' learning at the college, program and course levels.
(5) Participate in a minimum of three recruiting activities annually (generally from scheduled office hours).
(6) Participate in a total of fourteen days in-service per year: five prior to each term and two following each term plus attending graduation.
(7) Participate in appropriate professional development.
(C) Other duties.
Depending on specific instructional assignments and departmental requirements other duties may include the following:
(1) Learning new technology or software;
(2) Teaching independent studies;
(3) Team teaching;
(4) Mentoring faculty;
(5) Overseeing internships, directed practice, clinicals or practicums;
(6) Participating in program accreditation and program approvals;
(7) Performing lab maintenance or lab preparations;
(8) Supervising studio hours;
(9) Working on special projects (may include community service as appropriate to the discipline);
(10) Participating in grant writing.
(D) Other hours.
In addition to teaching duties, each full-time faculty member will maintain a minimum of ten (clock) hours per week for student conferences and noninstructional duties. Up to five of those office hours may be by appointment. In general, department chairs and program directors will schedule a total of fourteen to eighteen office hours and on-campus time in addition to their teaching duties. A schedule of office hours will be posted outside of the faculty member's office and provided to the division administrative assistant by the end of the first week of classes each term. In special cases, a portion of this time may be scheduled at other instructional sites (clinical sites, off-site course locations, etc.). With the permission of the academic dean, some of the scheduled on-campus time may be used for college related, off-campus activities (science fair judging, recruiting, etc.). Faculty will post any changes in their schedule, including during final exam week.
Faculty who coordinate practicums are expected to visit the student at the practicum site at least once every two weeks during the term. The teaching load units for practicum courses are calculated on a ratio of three students to one teaching load unit for the first twelve students and two students to one teaching load unit for students beyond twelve.
(F) Clinical supervision.
Each fifty minutes of clinical supervision equals one teaching load unit.
(G) Directed practice.
Directors of clinical education/directed practice receive eight teaching load units for directing clinical practice. Duties may include teaching students at clinical site, discussions/quizzes on campus or online, and site visits.
(H) Reduced teaching load duties.
Department chairs will spend fifty per cent of their work load duties dedicated to department administrative duties on a term basis and the other fifty per cent on teaching duties. Program directors will have a reduction in teaching load of six to eight teaching load units per term for administrative purposes. Program coordinators may have a reduction of up to six teaching load units, depending upon the program, for administrative purposes.
The faculty senate president will receive a reduction of three teaching load units per term.
With the approval of the vice president for academic affairs, deans may allow teaching load reductions of up to three teaching load units to compensate for special projects and duties on an as needed, term-by-term basis.
Overload contracts during the fall term will be awarded for any excess of sixteen teaching load units. Overload during the spring term will be awarded once the expected workload of fourteen to sixteen teaching load units for the term is met and the annual minimum workload of thirty teaching load units has been met. Overloads for a partial class will be paid (for example, two of three load units for a particular class may be counted toward overload once the minimum has been met). Faculty may not teach more than six overload units in any term without prior approval by the vice president of academic affairs. Faculty may not teach more than one half of their total load online without the prior approval of the vice president of academic affairs. Full-time faculty who teach classes during the intersession between fall and spring terms will do so as an overload. Full-time faculty on a nine month contract who teach classes during the summer term will do so as an overload.
(A) Course selection and assignments.
Full-time faculty course selections and assignments will be based first on qualifications (years teaching the course and terminal degree) and then seniority at the college. Qualified adjunct faculty will be allowed to select from the remaining unfilled courses based first on qualifications and second on seniority at the college. Part-time faculty may not teach more than twelve load units in any single term without the approval of the vice president of academic affairs. Deans may request full-time faculty to teach any course that is not covered provided every effort has been made to staff the course. All course assignments shall be subject to the appropriate academic dean's approval.
(B) Professional growth.
Professional development activities may include formal education, certificates, and training programs, researching and writing materials for publication, as well as attending professional meetings or conferences essential to remaining current in one's field. Faculty members are expected to stay current in their subject fields and other areas which contribute to their effectiveness on the job. The college supports professional conferences, fee waivers, tuition reimbursement, and faculty involvement in providing leadership to their professional organizations. Professional development activities are recognized through the annual evaluation of faculty performance and through the process for advancement in faculty rank.
(C) Final exams.
Faculty will meet at least once with each class they teach during final exams week for the purpose of administering or collecting final exams, collecting or returning final projects and/or papers, grading class presentations, and or/conducting review sessions. Faculty will maintain their five regularly scheduled office hours during finals week unless otherwise approved by the respective academic dean. "By appointment" office hours during finals week may be completed off campus to facilitate grading of final assignments if no student appointments have been scheduled
(D) Academic year for full-time faculty.
The academic year for a full-time faculty member on a nine-month contract shall begin five business days prior to the start of fall term and shall end no later than five business days following spring term, including teaching days, professional development days and attendance at pinning ceremonies or graduation. The nine-month contract shall not exceed one hundred seventy five contract days. With the approval of the appropriate academic dean, a faculty member may flexibly schedule up to three of the required professional development days during non-contract time to benefit the college and its students. For example, flexibly scheduled professional development days may be worked during the summer or winter breaks for the purposes of student advising or student recruitment.
(E) Resolving policy disputes.
In the event of a policy dispute arising from the faculty workload policy, a committee shall be formed by the president to resolve the dispute. The committee shall consist of one dean, one department chair and one fulltime faculty member (appointed by faculty senate) from a division other than that of the grievant. The committee will review the matter and will make recommendations for resolving the dispute within ten days of the charge to the president whose decision in the matter is final.
(F) Policy review.
The academic deans will meet regularly to review implementation of this policy and work towards equitable interpretation for all faculty members. The faculty load policy will be reviewed by the academic deans, one department chair, and one faculty member (appointed by faculty senate) from each division annually.
(G) Glossary of terms related to faculty workload:
Any college sanctioned event or activity where faculty act as a representative of the college and such activities or event are not reimbursed outside of the regular contract.
(2) Teaching load units.
One teaching load unit is equal to one contact hour of fifty minutes.
(3) Work week consists of;
(a) Fourteen to sixteen teaching load units where one teaching load unit equals one fifty minute class hour;
(b) At least ten additional on-campus/office hours per week where at most five may be scheduled by appointment (some of these office hours may be fulfilled by other required duties.);
(c) An additional fourteen to sixteen hours per week in class preparation, class maintenance, and assessment of student academic achievement;
(d) In total, faculty is committed to a forty hour work week.
(4) Teaching load reduction.
Office hours or on-campus time spent on special projects or administrative duties in lieu of teaching contact hours where each one hour reduction in teaching contact hour generally results in two on campus/office hours of faculty administrative or special task work.
(5) Program director.
A faculty member responsible for the specific requirements of an academic program including faculty evaluation and (generally) program accreditation and/or certification.
(6) Program coordinator.
A faculty member who facilitates and expedites the assessment and curricular needs in specific program areas.
(7) Department chair.
A faculty member who dedicates fifty per cent of his/her workload to department administrative duties and fifty per cent to teaching duties.
The colleges instructional employees achieve and advance in rank as described in appendix F to this rule.
The purpose of employee disciplinary action is to modify or correct unacceptable employee behavior. In general, progressive discipline rises through the following levels: verbal warning, written reprimand, disciplinary probation, and termination. Any of the levels may be omitted, added to, imposed singularly or in combination with any of the other levels at the discretion of the college.
(A) The non-exhaustive list of misconduct for which an employee may be disciplined includes:
(1) Professional incompetence or failure to maintain an acceptable quality of job performance.
(2) Insubordination or refusal to perform duties properly assigned as part of the employee's obligations to the college.
(3) Violations of stated rules and policies of the college or damage to college property.
(4) An act involving moral turpitude, punishable by a criminal statute of the state of Ohio. Includes serious misconduct of moral, social, or physical nature unbecoming of a professional.
(5) Others - gross neglect of work or duty, absenteeism, failure to report to work and not notifying appropriate personnel for up to two workdays, voluntary abandonment of position, habitual tardiness or failure to observe assigned work hours, leaving work without authorization, abuse of leave, excessive use of leave, unauthorized leave, interference with work of other employees, failure to maintain satisfactory working relations with other employees, students, or the public, refusal to cooperate with administrative investigations or to answer a work-related inquiry, theft, sleeping while on duty, gambling during work hours, excessive use of telephone for personal matters, falsification of records, unauthorized release of confidential information, or acts that jeopardize the safety of oneself or others.
(B) Formal steps for employee disciplinary action up to and including termination of employment.
Unless stated otherwise in this policy, the following procedures should be used for imposing discipline. The procedures in this section do not apply to employees in their introductory period.
No disciplinary actions beyond a written reprimand may be taken without being authorized by an appropriate member of the college's administration or designee after consultation with human resources. The steps for disciplinary action are as follows:
(1) Verbal counseling.
(a) Ordinarily, an employee should be verbally counseled for minor misconduct. The employee's supervisor should talk privately with the employee and cover the following:
(i) Review exactly what is expected of the employee and why.
(ii) Explain to the employee why his/her conduct is unsatisfactory.
(iii) Allow the employee to give his/her side of the story.
(iv) Specify what disciplinary action will be taken if similar problems continue.
(b) The employee's supervisor must make a written record of the date of the interview with the employee and information covered in the interview using the verbal counseling form. The supervisor must also have the employee sign and date the form. The "written" oral reprimand should be placed in the employee's file in human resources. It will become a permanent part of the employees file.
(2) Written warning for disciplinary action.
If, because of the seriousness of the offense, or if the employee has repeated the first offense covered by the "written" oral reprimand, and the employee's supervisor determines that a written reprimand is warranted, the following action should be taken:
(a) The written warning must be on the written warning form. Prior to obtaining the written warning form, a copy of earlier "written" verbal counseling(s) pertaining to the current situation must be made available to the human resources office. The written warning must specify details of the employee's misconduct. The written warning should also include the corrective action needed, if any, and a statement that a recurrence of the same type of conduct could result in additional disciplinary action leading to and including termination.
(i) Types of violations.
(a) If the employee has repeated the violation covered in the prior "written" verbal counseling, the supervisor should review again with the employee the points covered in the "written" verbal warning.
(b) If the offense is the first, and of such serious nature as to warrant more than a verbal counseling but does not warrant suspension or termination, then a written warning should be given to the employee.
(b) The supervisor should review the written warning with the department head, appropriate executive administrator or designee prior to delivering it to the employee. The supervisor should then review the warning with the employee. It should be signed by the employee with an indication that it has been received. If the employee refuses to sign, the supervisor should have another supervisor witness by signing the written warning that the written warning was delivered to the employee.
A copy of the written warning must be forwarded to the human resources office. It will become a permanent part of the employee's file.
The appropriate executive administrator or designee is authorized to affect a suspension with approval from the president. If because of the seriousness of the offense or if the employee has repeated the offense which calls for a suspension and the supervisor determines that a suspension is warranted, the following action should be taken:
(1) The employee's supervisor submits a written summary, which is reviewed by the department head, of the cause and it is sent to the vice president or designee.
(2) The executive administrator or designee will review the case and, if possible, meet with the employee to give the employee an opportunity to respond to the charges. The executive administrator or designee will then consult with the director of human resources and will recommend to the president a letter of suspension, if warranted.
(3) The suspension letter will be written and signed by the president and given to the employee with a copy to the supervisor, department head, and human resources. The president's decision to issue a suspension letter is final. The letter will include the following:
(a) Any previous disciplinary steps or counseling sessions relating to the deficiencies in conduct.
(b) The detailed reasons for the disciplinary action.
(c) The corrective action needed by the employee.
(d) The specific dates of the suspension.
(e) That termination may result in the case of recurrence.
An employee may be terminated due to the frequency or nature of serious misconduct. Very serious offenses may be cause for immediate termination without prior progressive disciplinary steps. If, because of the seriousness of the offense, or if the employee has repeated the offenses which ultimately call for a termination, and the appropriate executive administrator determines that termination is warranted, the following action should be taken:
(1) The supervisor prepares a written summary of the case with all previous disciplinary steps outlined, which is reviewed by the department head, and sent to the appropriate executive administrator or his designee prior to any disciplinary action being taken.
(2) The executive administrator or his/her designee will review the case and, if possible, meet with the employee to give the employee an opportunity to respond to the charges. The executive administrator or his/her designee will then consult with the director of human resources and will recommend to the president a letter of termination, if warranted.
(3) The president will write and sign the termination letter and it will be given to the employee with a copy to human resources. The president's decision to terminate an employee is final. The termination letter shall include the following:
(a) Previous disciplinary steps;
(b) The reason for termination;
(c) The effective date of the termination; and;
(d) The record will be placed in the employee's file in human resources. Pay for time worked in the pay period in which the employee is terminated will be paid on the next immediate pay date.
(E) Reassignment or demotion my be considered as an alternative to the above disciplinary actions.
(F) In the event of reassignment or demotion, the following action should be taken:
(1) The employee's supervisor prepares a written summary of the case and any previous disciplinary steps, which is reviewed by the department head and sent to the appropriate executive administrator or designee.
(2) The executive administrator or designee will review the case and, if possible, meet with the employee to give the employee an opportunity to respond to the charges. The president will then authorize a letter of reassignment or demotion if warranted.
(3) The president or designee will write and sign the letter and it will be given to the employee. The president's decision to reassign or demote the employee is final. The letter shall include the following:
(a) Previous disciplinary steps;
(b) The reason for reassignment or demotion and;
(c) The effective date of the reassignment or demotion.
(d) The record will be placed in the employee's file in human resources.
(G) Health or safety risks.
The above policy/procedure is not required to be specifically followed if the president after consultation with the director of human resources and/or the director of public safety and security and/or other appropriate individuals, reasonably believes that the employee will pose a health or safety risk to the college.
Without limiting the grounds for discipline or the procedures the college can use to impose discipline, if the college receives notification that a faculty, staff member, or employee of the college is arrested or convicted of an offense listed in division (D) of section 3345.23 of the Revised Code, as may be amended from time to time, the college may also use the procedures set forth in section 3345.22 of the Revised Code, et seq., as may be amended from time to time, to effect an immediate suspension or automatic dismissal of the faculty, staff member, or employee.
Conditions may arise that necessitate the reduction of the college workforce. Abolishment of positions may occur for, among other reasons, reasons of budget, lack of work, or reorganization.
(A) Reduction in work force.
(1) All reductions in work force must be in compliance with college policies and must be approved by the president. Organizational needs should be balanced with human resource considerations, including impact on affirmative action objectives and compliance with college policies.
(2) Reduction in work force situations should be approached with sensitivity. The office of human resources and other relevant college administrators should review and recommend approval or disapproval of the reduction in work force to the president. The office of human resources should ensure that the reduction in force is not used to circumvent good performance management practices. After approval of the reduction in work force by the president, written notification is given to the affected college employee not less than two weeks (ten working days) prior to the effective date.
(B) Impact of reduction in work force in benefit program.
(1) Vacation - payment for accrued but unused vacation is made at time of separation. If a specific date of return to a vacation earning position has been established, the college employee may make a written request that payment for accrued vacation not be made. The vacation balance will be credited upon reemployment.
(2) Sick leave - there is no payment for sick leave at time of separation
(3) Group insurance plans - medical, dental, and vision insurance plans may be continued in accordance with COBRA, which generally allows for coverage continuation for eighteen months beyond the termination date at the (College employee's expense.
(4) Retirement contributions - contributions to retirement plans are discontinued at time of separation. Contributions may be left on account or withdrawn after separation, based on the guidelines of the specific retirement plan.
(5) Unemployment compensation - college employees who are terminated as a result of a reduction in work force may be eligible for unemployment compensation. Guidelines are governed and administered by the Ohio department of job and family services.
Part-time faculty will only be paid by the college for hours actually worked. In the event that a part-time faculty member must be absent from an assigned class the following procedures will be used to insure continuity of instruction.
(A) If the absence is due to a sudden illness or emergency, the faculty member should notify the college as soon as possible. For daytime classes, the department chair, dean, and/or appropriate administrative assistant should be notified. For evening or Saturday absences, the main reception desk and/or evening administrator should be contacted. If time allows, the department chair will make arrangements for a substitute instructor. If a substitute cannot be found, and time allows, an effort will be made to notify students by phone of the class cancellation. A cancellation notice will be placed on the classroom door. This notice may include instructions from the instructor regarding assignments, tests, etc.
(B) If an instructor knows well in advance of the need to miss a class, he/she must notify the appropriate department chair and work with that individual to arrange for a qualified substitute instructor to teach the class. Under no circumstances should a part-time faculty member arrange for a substitute without the knowledge and approval of the appropriate department chair or dean.
(C) Reimbursement for the substitute instructor may be handled in one of the following ways: by mutual agreement among the instructor, the department chair or dean, and the substitute instructor, in consultation with human resources.
(1) The college may reduce the absent instructor's payment for the term by an amount equal to the time missed from class. The college will then pay the substitute instructor at his/her designated part-time rate of pay.
(2) The instructor and the substitute may simply agree to exchange the favor of class coverage, with approval from the relevant department chair(s). If this is done, it is understood that the instructor will be willing to cover a class for the substitute at some point in the future and no money will be deducted from the instructor's pay or paid to the substitute instructor.
(A) Philosophy of evaluation.
Evaluations are conducted to:
(1) Maintain high levels of individual performance.
(2) Discover areas of skills and knowledge that need to be improved.
(3) Provide feedback regarding personal and professional development activities aimed at improving individual performance.
(4) Serve as a component of personnel decision making.
(B) Administrative and support staff.
(1) An annual evaluation will be made of all administrative and support staff and regularly scheduled part-time employees.
(2) The president will be evaluated by the board of trustees. All other employees will be evaluated by their immediate supervisor.
(3) Once the evaluations are reviewed and signed by the supervisor and employee they shall be returned to the office of human resources and filed in the employee's personnel file.
(1) An annual evaluation will be made of all full-time instructional employees.
(2) Part-time instructional employees will be evaluated according to the rank schedule and/or as needs arise.
(3) Full- and part-time instructional employees will be evaluated by the appropriate dean or his/her designee. Other constituencies such as peer groups and students may contribute to the overall evaluation.
(4) Evaluation will be reviewed by the supervisor and employee, signed by the individual evaluated as well as the evaluator, and returned to the office of human resources to be filed in the employee's personnel file. Evaluation forms are located on the college intranet and in the office of human resources.