• Introduction
• 1  Governance and Administration
• 1.1 Executive Structure
• 1.2 Standing Committees
• 1.3 Ad Hoc Committees
• 1.4 Procedures for Appointment of Department Chair
• 1.5 Department Meetings
• 1.6 Faculty Governance Roles
• 2  Faculty Review
• 2.1 Tenure and Promotion Criteria
• 2.2 Tenure and Promotion Procedures
• 2.3 Outside Review of Promotion and Tenure Cases
• 2.4 Annual Review and Salary Increment Recommendation
• 2.5 Materials for Annual Report
• 2.6 Student Evaluation of Teaching
• 2.7 Peer Evaluation of Teaching
• 3  Faculty Grievance Procedures
• 4  Teaching
• 5  The Student
• 6  Miscellaneous

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The Department of Visual Arts is a collegial body represented by its chair. All departmental bylaws, policies, procedures, and decisions are formulated by a consensus or by the vote of the full time faculty members subject to the dictates of campus and Indiana University policy and procedures.

The department expects full participation in all matters that pertain directly to the departmental academic mission.

All reappointment recommendations, tenure recommendations, and faculty evaluations made by the chair shall be communicated to the faculty member two working days before being forwarded to the Dean in order to permit discussions or preparation of a statement to be appended when deemed necessary.

Reappointment decisions regarding associate faculty shall come before the full time faculty before being finalized.

The material that follows is based on department and other university legislation and on current Visual Art practice.

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1.1 Executive Structure

1.1.1 Upon the recommendation of the department's faculty (see policy), the chair is (re)appointed biennially by the Dean of College of Visual and Performing Arts
1.1.2 Assistant chair (re)appointed annually by the chair.
1.1.3 Coordinator of Foundations, (re)appointed annually.
1.1.4 Coordinator of Two Dimensional Studies, (re)appointed annually.
1.1.5 Coordinator of Three Dimensional Studies, (re)appointed annually.
1.1.6 Coordinator of Commercial Art Studies, (re)appointed annually.
1.1.7 Coordinator of Art History and Associated Studies, (re)appointed annually.
1.1.8 Coordinator of Senior Project, (re)appointed annually.

Committees report their actions to the department and the department chair on a timely basis. In addition, committees also provide the chair with a brief summary of their activities and actions during the year for distribution to the faculty at the end of the spring semester.

 1.2.1 Committee on Committees: Consists of three faculty members (excluding visiting and non-tenure-track faculty) elected for one-year terms by secret ballot, the terms to run from 1 July to 30 June, with elections to be held before 15 April. The department chair is an ex-officio member without vote. The chair of the committee is the one receiving the most votes; in the case of a tie, a coin flip decides.

 The Committee on Committees canvasses the faculty for committee preferences, holds meetings for faculty comments if it wishes, but ultimately exercises its best judgment on committee assignments. It then advises the department chair on the recommended committee structure of the department and committee membership, based on the principles of faculty interest and rotation.

1.2.2 Promotion/Tenure/Sabbatical Leave Committee: Consists of all tenured resident faculty except the department chair and faculty under consideration for promotion, tenure, or sabbatical leave during the current year.

1.2.3 Faculty Review Committee: Consists of all full-time faculty members (excluding the department chair and visiting and nontenure-track faculty). This committee advises the department and the department chair concerning faculty matters not subject to review by other standing committees. It conducts annual reviews of all nontenured, tenure-track faculty and voluntary reviews of tenured faculty. It also makes recommendations to the chair concerning the reappointment of untenured faculty. In addition, the committee receives grievances from members of the department and establishes a grievance board as provided by department policy.

The department chair may, if mutually acceptable, meet with the committee for exchange of views and information, but the chair may not participate in its work--specifically, may not vote, assist in the drafting of recommendations in individual cases, or argue cases before the committee.

1.2.4 Coordinating Committee: Consists of the chair of the Faculty Review Committee, the chair of the Committee on Committees, and the chair of the department, who also serves as committee chair.

This committee coordinates committee activity within the department and advises the department concerning jurisdictional matters involving committees and the department. It serves, if needed, as mediator during the preparation of proposed schedules of classes.

1.2.5 External Affairs Committee: Consists of at least three faculty members and one student (recommended by the committee). This committee plans and supervises presentations by visiting artists or speakers, social events for Visual Art students, prizes and awards to students, and matters relating to alumni and development. This committee recommends allocation and dispersement of annual departmental travel funds.

1.2.6 Library Committee: Consists of at least three faculty members. This committee develops recommendations to and administers policies adopted by the department's faculty relative to the allocation of library funds. When necessary, it functions as a liaison between the department and the library.

1.2.7 Effective Teaching Committee: Consists of at least three faculty members. This committee develops, recommends, and administers methods to assess teaching and program effectiveness and student learning. When deemed necessary it recommends peer reviews of teaching according to guidelines adopted by the department.

1.2.8 Grade Appeals Committee: Consists of three regular faculty. This committee reviews student grade appeals and makes recommendations to the appellant, the instructor, the chair of the department, and the dean of students.

By tradition, separate search and screen committees are appointed for each full-time position the department has been authorized to fill. These committees are composed of no fewer than three and no more than five full-time faculty. Membership is generally representative of the department as a whole. Search and screen committees assist the chair in publicizing the job opening, screen applicants to determine those who will be brought on campus for interviews, supervise the interview process, solicit faculty responses, and provide the chair with a prioritized list of candidates. If mutually agreeable, the chair may participate in the deliberations of the committee.

1.4 Procedures for Appointment of Department Chair
The Committee on Committees initiates the following procedures in the third week in October of the academic year at the end of which the department chair's two year term expires, or at the resignation of the Chair.

 1.4.1 Reappointment of Incumbent Chair
 1.4.1.1 The committee obtains a statement indicating the incumbent's willingness to serve for another term.
 1.4.1.2 If the incumbent indicates willingness to serve, the committee circulates his/her statement to the full-time faculty along with a mail ballot on the question, containing the simple alternatives YES and NO.
 1.4.1.3 If a simple majority of those eligible to vote, vote to reappoint the incumbent, the committee informs the dean of the School of Visual and Performing Arts that the department recommends the incumbent's reappointment.
 1.4.1.4 If the person recommended is unacceptable to the administration, the committee initiates the procedures below for appointment of a new chair.
 1.4.2 Appointment of a New Chair
 1.4.2.1 The Committee on Committees implements these procedures if (1)_the incumbent chair succumbs, resigns, or is unwilling to serve an additional term; (2) the incumbent's reappointment is not recommended by a simple majority of the department; or (3) the reappointment of the incumbent is denied by the dean.
1.4.2.2 The committee asks the members of the full-time faculty if they are willing to serve as chair.
1.4.2.3 Having established a list of those willing to serve as chair, the committee prepares a mail ballot on which each full-time faculty member has the opportunity to nominate up to three names from the list.
 1.4.2.4 The final candidates for chair are the larger of the following two groups: the three persons receiving the most nominations or all persons receiving nominations from one-third of those faculty voting.
 1.4.2.5 The committee arranges an interview with each final candidate at a time and place convenient to the faculty.
 1.4.2.6 Using mail ballots, the committee conducts such elections (including run-offs) as result in one candidate's receiving a majority of the votes of those eligible to vote. Ballots shall include the option "None of the Above."
 1.4.2.7 The committee forwards the name of this candidate to the dean.
 1.4.2.8 If the administration finds this candidate unacceptable, steps 6 and 7 are reiterated with this candidate's name eliminated.
 1.4.2.9 If this process fails to settle upon a final choice acceptable to the department and the administration, the committee shall recommend to the dean that an outside search be conducted.
 1.4.3 Outside Search for Department Chair
 1.4.3.1 If permission is granted for an outside search, the Committee on Committees conducts an election for a five-member Search and Screen Committee.
1.4.3.2 The Search and Screen Committee follows established procedures for appointments to faculty positions, being especially careful to make the interview process open and convenient.

1.5.1 Meetings are called by the chair on a regular basis and on special occasions when required.
1.5.2 The agenda is prepared by the chair on the basis of carry-over business and new business. Any faculty member may request that any matter be put on the agenda, although more commonly business comes to the department from standing or ad hoc committees. The agenda is distributed approximately a week prior to the meeting.
1.5.3 Meetings are structured by adherence to Robert's Rules of Order, Newly Revised article V. Debate and Decorum 34-37.
1.5.4 Meetings require as a quorum the presence of a simple majority of full-time resident faculty members. If faculty members on leave attend the meeting, the quorum requirement is adjusted to include them.
1.5.5 Minutes of meetings (announcements and acts) are taken and distributed prior to the next meeting, where they may be corrected or amended.
1.5.6 Meetings are open to associate faculty, but only full-time faculty may vote. (See Faculty Governance Document for specific voting privileges.)
1.5.7 In meetings, a decision is made by a simple majority of those voting. The chair votes only to break or make a tie. This decision is final unless three full-time faculty members request, at that time, that a mail ballot be conducted.
1.5.8 Mail balloting is conducted by the Committee on Committees. The committee prepares a ballot stating the proposition in full and containing the options YES or NO. Ballots are signed or submitted in signed envelopes. The committee gives ample time for faculty members, including, if feasible, those on leave, to vote. It then publishes the results. A decision is made by simple majority of those voting. This decision is final, unless at a subsequent meeting a two-thirds majority vote to take the matter up again.
1.5.9 Meetings normally adjourn seventy-five minutes after the scheduled beginning time, unless a two-thirds majority vote to continue.

1.6.1 Definitions
1.6.1.1 Resident Faculty: All persons holding full-time teaching or research appointments in the Department of Visual Arts, who have either permanent tenure or expectation of renewed appointment leading to permanent tenure, who are not on extended unpaid or medical leave of absence, and who are not retired from active service.
1.6.1.2 Emeritus Faculty: All persons holding emeritus appointments in the Department of Visual Art.
1.6.1.3 Non-Tenure-Track Faculty: All persons holding full-time teaching or research appointments in the Department of Visual Art, of whatever academic rank, including Visiting Faculty, who do not have permanent tenure or expectation of renewed appointment leading to permanent tenure.
1.6.1.4 Associate Faculty: All persons, including Associate Instructors, holding part-time teaching, research, or professional service appointments in the Department of Visual Art.
1.6.2 Governance Roles
1.6.2.1 Resident Faculty shall have full rights and responsibilities of governance, including but not limited to voting in any elections conducted by the department, and eligibility to serve on all department committees.
1.6.2.2 The governance rights of Emeritus Faculty shall be limited to attendance at and speaking in department meetings.
1.6.2.3 The governance rights of Non-Tenure-Track and Visiting Faculty shall be identical to those of Resident Faculty, except that Non-Tenure-Track and Visiting Faculty shall not serve on the Committee on Committees or the Faculty Review Committee.
1.6.2.4 The governance rights of Associate Faculty shall be limited to attendance at department meetings, eligibility to serve on any subsidiary committees dealing with the art program, and to addressing the department meeting by arrangement with the presiding officer.
1.6.2.5 Persons on Leave
Resident Faculty on sabbatical leave, and on unpaid or medical leave of not more than one academic year, shall not have their governance rights abridged. Resident faculty on any other types of leave, definite or indefinite, shall have the governance rights of Emeritus Faculty and Administrators.
1.6.2.6 Change in Status
For the purpose of determining an individual's governance rights, changes in status from one category of faculty to another, except those due to resignation or other termination, shall become effective at the conclusion of the semester prior to the one in which the new terms of appointment become effective. In cases of resignation or other termination, changes in status shall become effective on the actual date of termination.

2.1 Tenure and Promotion Criteria
(Research Appointments)
 Candidates are referred to the current Indiana University Academic Handbook, the Academic Vice Chancellor's Memorandum on Tenure and Promotion Procedures, and relevant Indiana University Faculty Council, Fort Wayne Senate, and School documents.

Candidates for tenure and promotion are evaluated in three areas of professional competence: research, teaching, and service. It is recognized that these areas overlap. Research is a prerequisite of effective teaching and may also underlie service to the university, community, or profession. Similarly, course preparation may lead to or support scholarly or creative activity. Hence, the three areas of evaluation do not imply three discrete modes of endeavor, but rather the possibilities of emphasis within a candidate's total performance.

2.1.1 Candidates for tenure must demonstrate competence in all three areas. Candidates for promotion must excel in at least one of the three and demonstrate competence in the others. While tenure and promotion decisions are based on many of the same criteria, there is a significant difference in the import of the two decisions. A recommendation for promotion acknowledges the candidate's particular excellence and general competence; a recommendation for tenure entails the department's trust in the continuity of the candidate's competence and belief in his or her potential for development.

Tenure decisions are normally made in the candidate's sixth year of probationary service. In cases of unusual distinction, a candidate may be considered for tenure in an earlier year. Normally, a candidate will be considered for promotion no earlier than the fourth year in rank.

2.1.2 Research includes both creative and scholarly activities. Creative works include works of art, creative commissions, and any such statements of creative endeavor. Scholarly publications include books, essays, notes, review articles, editions, and papers delivered before professional organizations. Quality and quantity are both factors in the evaluation of research, but quality is the more important. Research should demonstrate a candidate's concerns as a professor of Visual Art. Scholarly work should be useful to other members of the profession, either in making available important materials or in making an original contribution to Visual Art. Evidence of quality includes the standing of the gallery, competitions, exhibitions, or journals or presses that publish, reproduce, or review the candidate's work or the judgment of evaluators distinguished in the candidate's field of creative or scholarly activity.

2.1.2.1 Competence in research is most readily demonstrated by the quality of work created, published or accepted for publication and by evidence of the candidate's commitment to an ongoing and promising program of research.
2.1.2.2 Excellence in research entails the completion and publication (or acceptance for publication) of a major project. Acceptance into major juried exhibitions (as defined in Department P&T Document). The work should have been completed in rank--that is, the minimum requirement for promotion to professor on the basis of research would be the requirements for competence plus those for excellence. In addition, evidence of the candidate's standing in the profession would further substantiate the case for promotion. Such evidence might include reviews of the candidate's writing or a record of service to the profession linked to his or her scholarly or creative achievement.
2.1.3 Teaching is admittedly difficult to evaluate. Evidence of successful teaching is either second-hand or derived under circumstances--peer review, in-class student ratings--that may themselves color the evaluation. Hence, it is important that the candidate's teaching be assessed by several different methods. These may include student evaluations (administered in class or subsequently); peer reviews; syllabi, examinations, and other classroom materials; the record of new course preparations, contributions to curriculum development, publications concerning preparation of instructional media, experimentation in instructional methods, or assessment of student learning and accomplishments.
2.1.3.1 Competence in teaching means effective teaching. The measure of an effective teacher is what his or her students learn and what they are inspired to go on to learn. Such an instructor establishes an intellectual rapport with students. He or she both conveys information to them and awakens their desire for further knowledge. An effective teacher is engaged in an ongoing study of the subject matter and the teaching methods appropriate to it. This study may evidence itself in pedagogical or curricular development or in a general enrichment of student learning.
2.1.3.2 Excellence in teaching means highly effective teaching. By definition, only teachers markedly above the standard of competence could qualify for this designation. Evidence of excellence in teaching might include documented research concerning instructional media and methods. As a criterion of promotion to professor, excellence in teaching should have been demonstrated over an extended period.


2.1.4 Service to the department and university includes participation in committee and nonteaching functions such as student advising or program administration. Service to the community refers to activities in which the candidate is a representative of the university. Service to the profession includes holding office in professional bodies, organizing conferences or sessions, writing short reviews, refereeing books or articles, reviewing promotion or tenure cases for other institutions, editing journals, and engaging in comparable activities. It is unlikely that promotion would be based on excellence in this area.

2.1.4.1 Competence in service entails working constructively with one's colleagues and the timely, intelligent performance of assigned responsibilities.
2.1.4.2 Excellence in service entails extraordinary, significant expenditure of time, effort, and initiative, rendering the achievement of excellence in research or teaching difficult. Such service would normally involve campus, university, community, or extra-university professional activities.

Promotion and tenure cases follow the outline prescribed by the current Vice Chancellor's Memorandum on Promotion and Tenure Case Format. A faculty member preparing a promotion or tenure case should work closely with the department chair or another designated senior faculty member to insure that the case conforms to the standards expected by campus committees and administrators. Consideration of cases begins at the beginning of the fall semester, so the case should be completed no later than the last week in August.

Cases for promotion and tenure pass through the following decision levels:

• The Visual Arts Promotion/Tenure/Sabbatical Leave Committee
• The Chair of Visual Art Department
• The College of Visual and Performing Arts promotion and tenure committee
• The Dean of the College of Visual and Performing Arts
• The campus promotion and tenure committee
• The Vice Chancellor for Academic Affairs
• The Chancellor of IPFW, who forwards his or her recommendation to the president of Indiana or Purdue University for submission to the trustees.

Campus decisions on promotion and tenure are made near the end of the fall semester in December.

2.3 Outside Review of Promotion and Tenure Cases
By presidential mandate, tenure and promotion cases for Indiana University faculty must include appraisals by six outside evaluators.

Outside evaluators are people not affiliated with IPFW. If outside evaluators hold university rank, it should be at or above that sought by the candidate; naturally, all evaluators should possess credentials appropriate for assessing the candidate. Normally, this assessment will be limited to the candidate's research or creative endeavor.

Because of the time required to solicit and receive outside evaluations, the process must begin in the spring preceding the academic year in which the tenure or promotion case will be reviewed. In March, the department chair will request faculty to indicate their intention to be considered for promotion or tenure in the following September. Those who do so will be asked to provide a list of at least six potential evaluators. This list should include the names, titles, and addresses of the evaluators, along with a brief description of their credentials. If the candidate has had a personal or professional relationship with anyone on his or her list (e.g., roommate in college, thesis advisor, collaborator on research project), that should also be indicated.

The chair will prepare a similar list of potential evaluators, from which the candidate will be given the opportunity to strike up to three names if he or she wishes. The candidate will also indicate if he or she has had a personal relationship with any of these potential evaluators. The chair will then prepare a third list composed of names from the first two lists, including no more than two evaluators who have had close relationships with the candidate. These will then be asked if they are willing to serve as outside evaluators of the candidate's credentials. If fewer than six agree to do so, the candidate and chair will follow a procedure similar to that outlined above to develop a list of additional potential evaluators.

Those who agree to evaluate a candidate's case will be sent a packet of materials prepared by the candidate in consultation with the chair. This packet will contain the department's promotion and tenure criteria, the candidate's curriculum vitae, and a sample of the candidate's research. If unpublished or unreviewed material is a component in the candidate's case, it should be represented in the sample. Candidates should be aware that, by school policy, unpublished or published but unrefereed research must be evaluated by outside reviewers if it is to be considered an element of a tenure case.

The candidate will receive a sample of the letter inviting the evaluations, the names of those supplying evaluations, and their responses, with indications of authorship deleted. These should be included in the promotion or tenure case.

Copies of the letters of evaluation will be forwarded to the dean.

2.4 Annual Review and Salary Increment Recommendation

2.4.1 Each full-time faculty member submits an annual report in January, describing his or her accomplishments during the previous calendar year. (See "Materials for Annual Report" below for a description.) Materials submitted with the report (copies of research, course syllabi, etc.) are returned to the faculty member. The report itself is kept on file and used as a basis for faculty reviews and for the department's own annual report.

Nota bene: The annual report and ancillary materials correspond roughly in format and content to tenure and promotion cases, and to the bases for reappointment recommendations for nontenured faculty. Maintaining a personal file of annual reports makes preparing a tenure or promotion case relatively simple.

2.4.2 All nontenured full-time faculty are reviewed annually (normally, in February) by the Faculty Review Committee. Tenured faculty upon their request are reviewed by the committee. Copies of these reviews are sent to the faculty member and to the department chair.

After the committee completes its reviews, the department chair writes an annual review of each full-time faculty member who holds a continuing appointment. Copies of this review are supplied to the faculty member; a copy is also sent, along with the Faculty Review Committee's reviews, to the dean.

2.4.3 Salary increment recommendations originate with the chair late in the spring semester. They do not become official until approved at all higher administrative levels, including the board of trustees. Faculty usually receive formal notification of their salary for the next academic year in June.

Increment recommendations are based on merit in research, teaching, and service as reflected in the faculty member's annual report. Gender inequity and salary compression are also grounds for recommending special increments.

Annual reports are due in January, no later than a deadline specified by the department chair.

Reports should conform to the following outline.

2.5.1 Creative Works
2.5.1.1 Works Created
a. Title, medium, size, date completed.
2.5.1.2 Works Exhibited
a. Title of exhibit, type (group or solo, juried or open, invitational), gallery, number of works, sponsor, location, date.
2.5.1.3 Commissions
a. Title, size, media, commissioner, location, date.
2.5.1.4 Works Reviewed
a. Title, author, publication, volume number, pages, date.
2.5.1.5 Works reproduced
a. Publication, page, date.
2.5.1.6 Awards for research
2.5.1.7 Other Scholarly Activity
a. Description, location, date.
2.5.2 Scholarly Works
2.5.2.1 Books
a. Title, publisher, city, date, number of pages.
2.5.2.2 Articles (by faculty, not about faculty)
a. Title, publication, volume, number, date,page.
2.5.2.3 Papers
a. Title, sponsoring organization or association, location, publication, pages.
2.5.3 Courses Taught: List courses taught by academic session, with full title, subtitle (if any), and enrollment. Use an asterisk to designate courses you taught for the first time at IPFW during the past year. If on sabbatical or other leave during the period, so indicate.
2.5.4 Teaching
2.5.4.1 New programs, curricula, courses: This refers to programs, etc., new to IPFW for the development of which you are solely or in part responsible.
2.5.4.2 Instructional development: List activities that have led to the improvement of your own or your colleagues' teaching. Do not include routine activities associated with preparing to teach a course.
2.5.4.3 Continuing education and other outreach: List courses taught, programs participated in.
2.5.4.4 Student research: List student research projects of special merit with which you had a part. Include any projects that result in grants, papers, or publications.
2.5.4.5 Instructional grants
2.5.4.6 Awards or honors for teaching
2.5.4.7 Other
2.5.5 Service
2.5.5.1 University service: If chair of a committee, so indicate; otherwise only committee membership is assumed.
a. System level
b. IPFW level
c. School level
d. Department level
e. Student counseling and advising
f. Alumni activities
g. Other
2.5.5.2 Professional service
a. Offices held in professional organizations: Include duties at conferences, etc., appropriately designated "professional service."
b. Journal editing: Include acting as an outside reader of manuscripts.
c.  Reviews of publications or creative works: Refers to published reviews.
d.  Reviews of grant proposals
e.  Evaluations of promotion or tenure cases for other universities.
f.  Jurying exhibitions
g.  Curating shows or exhibitions
h.  Other
2.5.5.3 Public service: Include only service related to your position as a university faculty member.
a. Presentations to groups
b. Memberships in community organizations
c. Judging competitions
d. Consultation
e. Other
2.5.5.4 Awards or honors for service
2.5.5.5 Other
2.5.6 Awards and Honors
2.5.6.1 Sabbaticals awarded
2.5.6.2 Summer fellowships awarded
2.5.6.3 Research Grants
2.5.6.4 Other

The evidence for effective teaching is most persuasive, especially at stages of review beyond the department and the unit, when it is clear that students had full freedom to respond and that a representative survey of student opinion had been made. Furthermore, the case is best presented, not with a great deal of unstructured evidence, but, rather, with valid summaries and compilations.

I. In-Class Student Evaluations

A. Freedom of student response is best demonstrated when the process has these characteristics:
1. The candidate is absent from the class during the evaluation
2. The evaluation form provides for student anonymity
3. A student, selected beforehand, delivers the evaluations directly to the department secretary or to the department via campus mail
4. The results are returned to the instructor after final grades are in.
B. The results of many evaluations should be compiled by the candidate's department as concisely as possible and by type of class. The candidate or the department chair should explain in writing how the results were obtained and compiled.
C. While no particular form for in-class student evaluations is mandated, a reliable statistical base is desirable. It is the responsibility of the candidate to explain the significance of the evaluation results.
D. The representativeness of in-class evaluations is best demonstrated when it is shown that students from each type of class the candidate teaches have been surveyed over a number of years. Four or five sections of each type spread over three or four years may be considered a reliable minimum range of response. The candidate should describe the range of evaluations involved in the evidence.

A. Candidates may request that mail solicitations of representative groups, such as graduating majors or the candidate's past students, be conducted by the department chair. The chair should contact students in the group, or a representative sample of students chosen at random, or students from representative classes, or a combination of all these (over a range of classes such as given in I.D. above). If the anonymity of all responses is not provided for, the respondents shall be assured that their names will remain confidential from the candidate if they so request.
B. The candidate and the chair shall agree on the types of students contacted, on the form that the chair's letter will take, and on the time of the survey and the deadlines involved.
C. After the survey is completed, the candidate shall be given copies of all letters received (with the names blocked out in the case of students who requested anonymity). If there are a great number of letters, the candidate may request the chair to write a summary of responses (as stated in the headnote, it is an advantage not to burden the reviewers with a great deal of unstructured evidence). The chair should attach a signed form certifying the manner in which the survey was conducted and the number of letters that were received. If the candidate uses such letters in the case, the certification should be present. If it is not present, the candidate should explain the manner in which the survey was conducted and the manner in which the candidate is using the letters.

2. Upon request by faculty members, the Effective Teaching Committee will arrange evaluation visits of their classes. Members of the committee may, but will not necessarily, be the evaluators.

3. The instructor may submit the names of potential evaluators to the Effective Teaching Committee and may request that a specified number of evaluators visit the classes which the instructor wishes evaluated.

4. The instructor should provide the committee with copies of the syllabi or current class schedules for all courses to be evaluated.

5. The instructor may indicate whether they wish to be informed in advance of an evaluator's visit. Normally the evaluator will visit the class more than once.

6. The evaluator's report should be detailed and based on the usual criteria for evaluating effective teaching. The report should specify all conditions pertaining to the evaluation (date of visits, announced or unannounced, etc.).

7. The evaluator will send a letter summarizing their evaluation to the instructor. If the instructor requests, the evaluator will also send a copy of their letter to the department chair, for use in evaluations of the instructor. The instructor will decide whether such a letter will become part of a promotion or tenure case.

8. Faculty members who do not choose to use these procedures for peer review will not be penalized for their choice. However, faculty are reminded that the department's tenure and promotion criteria urge assessment of teaching by several different methods. Moreover, under some circumstances, the department chair or the Faculty Review Committee may recommend that a faculty member provide peer reviews of their teaching.

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3.1 Matters subject to grievance procedure include concerns of both Administration and Faculty. Faculty concerns include matters of compensation and working conditions under the immediate administrative purview of the department, including but not limited to: increments of salary and other compensation; allotment of professional travel funds; office space assignments; equipment allocations; course assignment; course load; annual and other performance reviews; reprimands; and recommendations for promotion, tenure, and sabbatical leave. Administrative concerns include but are not limited to fulfillment of professional responsibilities in teaching, advising, committee assignments, administrative assignments, and research.

3.2 Grievances may be submitted as follows:

a. By any individual full-time faculty member against the Chair, the Faculty Review Committee, or the Promotion, Tenure, Sabbatical Leave Committee. No individual faculty member may file a grievance against another individual faculty member except as specified herein.
b. By any part-time faculty member against the Chair, or any designated co-ordinator.
c. By the Chair against any full-time faculty member.
d. By the Chair against any part-time faculty member.

3.3 For each grievance to be resolved, an ad hoc committee shall be constituted as follows:

a. The complainant shall file written notice of intent to submit a grievance with the Chair of the Committee on Committees. In case that person is a party to the grievance, the written notice shall be filed with a committee member designated by the Committee Chair.
b. The written notice shall include the following: an explicit statement of the complaint, the grounds for the complaint, and an outline of the pertinent evidence to be submitted. If the complainant chooses to exercise his/her right to counsel, the name of the counsel should also be included, but failure to do so at this juncture does not constitute waiver of right to counsel.
c. Ordinarily, notice of intent to submit a grievance shall be filed within fourteen (14) days of the event which has given rise to the grievance, excluding academic vacation periods but not weekends or holidays during regular semesters.
d. The committee Chair (or his/her delegate) shall immediately forward a copy of the notice of intent to the party or parties against whom the grievance is being submitted.
e. With the assistance of the committee Chair (or delegate), a Grievance Board shall be constituted of one department member nominated by the complainant, one by the respondent(s), and one agreeable to both parties. Unless serious conflict of interest can be shown, no department member should refuse to serve on a Grievance Board to which he/she has been duly named.

3.4 Duties of the ad hoc Grievance Board:

a. The Board shall meet within seven (7) days of its constitution to begin consideration of the complaint.
b. The Board shall notify both parties to the grievance of the date of its first meeting, so that both complaint and response may be submitted in time for consideration by the Board and both parties.
c. The Board shall determine whether hearings are necessary, or whether the grievance may be resolved on the basis of information presented. The Board may issue its decision on the basis of material submitted, may call the parties together for a negotiated or compromise settlement, or may determine that hearing of further evidence is necessary.
d. The Board shall make precise records of all its actions, and copies of such records shall be given to all parties involved.
e. The Board's records shall include a statement of its findings and the reasons thereof.

a. Either party to a grievance has the right to be represented by counsel of his/her own choosing.
b. Hearings may be open only with written consent of both parties to the grievance.
c. Both parties shall have the right to full presentation of their cases.
d. The Grievance Board shall have the right to request any evidence, written or oral, from either party, provided such evidence is within the power of subpoena of the boards or committees which handle such matters for the faculty of Indiana University-Purdue University at Fort Wayne. If, during a hearing procedure, such evidence is denied, the Board may declare its inability to resolve the grievance and recommend that any further action thereupon be undertaken through the grievance procedure established within the University, and if the grievant wishes shall notify another appropriate board or committee of its action and the reasons therefor.
e. Either party to a grievance shall have the right to request relevant evidence as outlined above. The Board may regard refusal to provide such evidence as sufficient grounds for finding in favor of the party to whom evidence is denied, or it may declare its inability to resolve the grievance, as outlined above.
f. In closed session after the hearings are completed, the Board shall meet to make its decision.

a. Decisions of an ad hoc Grievance Board may be appealed only through the grievance procedures established within the University.
b. Members of an ad hoc Grievance Board may not discuss the complaint, the hearing process, or the resolution with any person not involved in the complaint, nor with parties to the complaint outside the formal hearing process.

4.1 Staff Assignment Policy

4.1.1 Teaching Load
4.1.1.1 The normal teaching load for full-time faculty is twenty-four (24) credit hours an academic year.
4.1.1.2 The normal teaching load is eighteen (18) credit hours an academic year for full-time faculty members who are currently engaged in research, or are newly appointed and are on a tenure track.
4.1.1.3 Release Time
The Faculty Review Committee, in consultation with the Curriculum Committee, will advise the Chair in the granting of four kinds of release time:
A. Research
1. The normal course load reduction as set forth in I.B. above.
2. Additional course load reductions granted for other proposals.
B. Departmental Program Development, special projects, or significant professional service.
C. Departmental Office, including Chair, Assistant Chair.
D. Funded Activity Underwritten by Non-Departmental Budgets, including research, service, extra-departmental teaching.
4.1.2 Responsibilities of the Department Chair
It is recognized that the policies relating to teaching assignments (section III above) are at best firm guidelines along which the department Chair must exercise discretion and judgment.

4.2.1 Courses should follow bulletin descriptions.
4.2.2. The choice of texts is usually up to the instructor. In a sequence course where specific texts have been agreed upon by the staff of the sequence, the faculty member should respect the agreement.
4.2.3. In 300- and 400-level courses, the work and standards should be more demanding than those for 200-level courses.
4.2.4. If a course is listed as a seminar, it should be run as a seminar. Normally seminars will require at least one class presentation for discussion and critique and an extended research project.

4.3.1 Summer teaching assignments shall be made so as to provide, as nearly as possible, equal opportunity for all full-time department faculty members to participate in the summer school program.
4.3.2 The decision to assign a specific faculty member to a specific course is a matter of the judgment and discretion of the department Chair. Every effort, however, should be made to effect a long-range fair distribution of courses among members of the summer faculty.

Applications for independent study are expected to contain a detailed, explicit plan of work. Courses that duplicate regular courses offered in the same or the next semester are discouraged.

4.5 Faculty Absence from Scheduled Classes

1. Instructors are expected to meet their classes on the day and time and in the room designated in the Schedule of Classes. If temporary room changes are made, they should be announced in advance both to the students and to the department secretary. No permanent room changes should be made without permission of the department Chair.
2. It is understood that the time scheduled for class meetings may be used for a variety of alternative pedagogical purposes, such as conferences with students, library exercises, and field trips. Because the department is regularly called upon to locate faculty and students, all such activities should be announced in advance to the department secretary.
3. From time to time faculty may be away from campus during the academic term for professional purposes (e.g., presenting a conference paper, service on a system committee). Since such absences from class are normally known well in advance, faculty are expected to arrange for a substitute instructor or alternative classroom activity and to notify the department chair of the arrangements made.
4. Occasionally, the ravages of disease or the malevolence of nature may result in an unexpected faculty absence from class. Under these circumstances, the faculty member should notify the department chair or the department secretary, who will attempt to find an emergency replacement or, if unsuccessful, will post notices announcing the cancellation of the class.

If an emergency causes a faculty member to miss a class, secretarial assistance is limited to announcing the cancellation, distributing hand-outs, picking up class papers, and, if a test is scheduled, handing out the test at the beginning of class and picking it up at the end. Secretaries may not monitor the actual taking of quizzes or examinations.

5.1 Student Advising
All tenured or tenure-track faculty members are assigned students to advise on a regular basis. Faculty advisors should be familiar with the university's academic regulations and with department and school requirements for graduation. Faculty advisors sign student registration cards and other materials related to course registration or withdrawal.

As a student advisor, you are not only a student's main source of information about university requirements; you may also be his or her closest faculty contact. Time spent in advising is an important element in a faculty member's service to the university.

5.2 Grades
Faculty should familiarize themselves with the statements concerning grades and grading policy in the IPFW Bulletin and the most recent edition of the Indiana University Academic Handbook. The following requirement should be noted:

Faculty members are expected to give each undergraduate a written evaluation of performance as early as compatible with the nature of the course. This evidence will normally consist of a letter grade, but it could also be recorded in a different manner (e.g., written critique of a paper, written evaluation of the student's total performance). In certain types of courses the evaluation might be given orally.

Grade appeals (see below) most frequently occur when the instructor has not clearly stated a grading policy or has changed the policy during the semester. Faculty are urged to provide students with a written statement (presumably on the course syllabus) detailing the factors that will determine their final grades and to treat the statement as a contractual understanding with the students, to be altered only with their knowledge and agreement.

5.3 Cheating and/or Plagiarism
The Indiana University Academic Handbook and IPFW's own academic regulations (see the most recent version of Fort Wayne Senate Document SD 89-28--IPFW Code of Student Rights, Responsibilities, and Conduct--and the current IPFW Bulletin) define these terms and the campus procedures appropriate for dealing with them.

Before charging a student with plagiarism or cheating, the faculty person may wish to consult with the department chair. Before imposing any penalty, the faculty person must meet informally with the student, within ten days of discovering the alleged misconduct, in order to allow the student to present a defense or explanation.

If the faculty person chooses to notify the student by letter, he/she may wish to use the general form suggested by the Indiana University Counsel:

Dear Mr/Ms_____________: I have a paper entitled "____________" 1 test, submitted by you to me in partial fulfillment of the requirements of (Course Number), section ______. I have read your paper/test, and my present belief is that it is not entirely your own work, as required by the standards of the course. Please make an appointment to see me immediately so that we can discuss this situation. (Pending our discussion and a resolution of the matter, I am recording an Incomplete as your grade in this course.)* Very truly yours,  _______________  * If at semester's end. Please note that the word "plagiarism" is not recommended for use.

After discussing the situation with the student, the faculty person may deem it proper to impose a penalty. This may take several forms: (1) a lower or failing grade for the assignment in connection with which misconduct occurred, (2) an injunction to repeat or supplement the assignment, or (3) a lower or failing grade for the course. After the faculty person determines the penalty, he/she must write a complete report, with all particulars spelled out, including the exact nature of the penalty. A copy of this report should go to the student, to the chairperson of the Department of Visual Arts and of the student's major department, to the Deans of the College of Visual and Performing Arts and of the student's school or division, and to the Vice Chancellor for Student Affairs. This report should inform the student that he/she may appeal to the department chair and, subsequently, to higher administrators, as outlined under "Grade Appeals" below, if dissatisfied with actions taken at the departmental level.
 

5.4 Grade Appeals
 The appeals process can be used by any undergraduate student who has evidence or believes that evidence exists to show that a course grade was assigned as a result of prejudice, caprice, or computational error. In appealing, the student must support in writing the allegation that an improper decision was made and must specify the remedy sought. During an appeal, the burden of proof is on the student, except in cases of alleged academic dishonesty, in which case the instructor must support the allegation.

Timing of Appeals: An appeal must be initiated no later than the fourth week of the fall or spring semester immediately following the session in which the decision was made. Each successive step in the appeals procedure must be initiated within three calendar weeks of the completion of the prior step.

Steps in the Appeal Process:
1. Course instructor: The student makes an appointment with the instructor to discuss the matter. (If the instructor is unavailable, the department chair shall authorize an extension of time or allow the student to proceed to step_2.)
2. Department: If the matter has not been resolved at step 1, the student makes an appointment with the chair of the department, who will direct the student procedurally in making an appeal to the department Grade Appeals Committee (GAC).
3. Academic Appeals Subcommittee: If the matter has not been resolved at step 2, the student makes an appointment with the Dean of the Faculty, who will direct the student procedurally in submitting the case to the campus Academic Appeals Subcommittee.
4. Department of Visual Arts Appeals Procedure (Step 2)
When necessary the department chair will, with the advice of the Committee on Committees, appoint three regular members and two alternate members to the Grade Appeals Committee (GAC). All members shall come from the instructional staff (including associate faculty and graduate instructors) of the department. Alternates shall serve when regular members are unavailable for service due to absence or to involvement in assigning the grade under appeal.

If an appeal has not been satisfactorily resolved between the student and the instructor (step 1), the student shall request the GAC to receive evidence and make a recommendation.

After receiving written documents and oral testimony relevant to the appeal, and after providing due process and complying with the time limits described above, the GAC will vote on whether the appeal is valid and, if so, on what remedy should be provided. A written statement of findings and recommendations will be given to the appellant, the instructor, the dean of students, and the chair of the department. At this point, the instructor may change the appealed grade, the student may withdraw the appeal, or the student may proceed to step 3. (Grades may be changed only by a university authority upon the decision of the campus Academic Appeals Subcommittee or by the instructor any time prior to the decision of the Academic Appeals Subcommittee.)

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University Travel
All full-time faculty are eligible for reimbursement of expenses (see guidelines below) for attending professional conferences or other activities which might further their teaching, research or creative ability. The maximum amounts of reimbursement are determined annually and are based on the funds for travel available in the department's budget.

Supplemental funding should always be sought when applicable.
Full-time faculty travelling to professional conferences may be reimbursed for
a. transportation
b. lodging
c. subsistence
d. registration fees.
University regulations govern the amount reimbursable in some categories. Consult the department secretary for current regulations.

All full- or part-time faculty who travel to professional meetings or on other university business, whether or not they request reimbursement, must complete the "Authority to Travel" form available in the department office. (Completion of this form is necessary to activate the university's liability coverage for faculty.) This form should be submitted to the department secretary no later than two weeks prior to the commencement of travel.

After travel takes place, the faculty member provides the department secretary with receipts for transportation, lodging, and registration. (The university computes the amount for subsistence.) The passenger copy of a transportation ticket, not a credit card receipt, should be submitted. If a canceled check is the only evidence of a registration fee, some official document indicating the amount of registration is necessary. Since these receipts will not be returned to the faculty member, photocopies should be retained if needed for further reference.

Reimbursement checks normally appear about three weeks after the submission of receipts.

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