5/24/07 - Pending final approval of the chancellor.

PREAMBLE

We, the faculty of The University of Montana-Western, in order to improve the organization and define the duties, authority, and the responsibility of the faculty, in accord with the Constitution and Laws of Montana and the Administration/Faculty Association contract in force, adopt these Articles of Faculty Organization providing for the establishment of a Faculty Senate and other necessary faculty committees.

It is the purpose of these articles to provide the means by which the faculty may exercise its prerogatives and further the welfare of The University of Montana-Western in consultation and cooperation with the Chancellor and Vice Chancellor of Academic Affairs of The University of Montana-Western, and the President of The University of Montana-Missoula.

Embedded within a structure of shared governance (see Appendix A for a statement on shared governance), the mission of the Faculty Senate is to provide a democratic form of government for the coordination of the University’s academic program; maintenance of academic freedom and academic responsibility; the promotion of creative and responsible inquiry, thought, and expression in an atmosphere of scholarly excellence; and the protection of a vital balance among the various academic programs of the University, free of prejudice or undue partiality.

Above all, the mission of the faculty of The University of Montana-Western is to promote and support the attainment of excellence by all elements of the University’s academic program and by all members of its academic community.

ARTICLE I

VOTING FACULTY

Section 1. For purposes related to these articles, voting faculty (faculty eligible to vote in certain faculty senate sponsored votes, as described herein) includes all faculty with academic rank who belong to an academic unit and who teach seven (7) or more credit hours per semester. For the purposes of this definition, faculty members whose teaching load is temporarily reduced or eliminated by any of the following assignments are still considered to be voting faculty: grant-based research, departmental level administrative duties, sabbatical leave, and other approved leave. When a faculty member takes a position as a senior administrator (e.g., dean, director, or higher), they lose their status as voting faculty until they relinquish that position. Each member of the faculty is entitled to one vote in Faculty Senate sponsored elections (e.g., voting on amendments to these Articles, as described in Article IV herein, and the election of at-large senator, as described in Bylaw VIII).

Section 2. The Chancellor and Vice Chancellor of Academic Affairs have general direction, management, and control of the University and its academic program, subject to the authority of the Board of Regents of Higher Education. The faculty possesses those prerogatives concerning the prescription of the curriculum, the granting of degrees, and other related matters that it exercises subject to the reserved powers of the Board of Regents of Higher Education and the President of The University of Montana. The faculty holds the further prerogative of thorough and timely before-the-fact consultation with the administration in the development of policy, the administration of the University, and the selection of academic administrators.

Section 3. The Faculty Senate will call a general meeting of the faculty before the conclusion of spring semester and after the election of new officers and members for the next academic year. The purpose of the meeting is to introduce the new officers and members to the faculty as well as to issue a report of the Faculty Senate’s activities for the previous year.

ARTICLE II.

THE SENATE

Section 1. There is hereby established a Senate, to which the faculty delegates the authority and power of action it has possessed and exercised, subject to the limitations herein specified.

Section 2. The following are members of the Senate without vote: The Chancellor, the Vice Chancellor of Academic Affairs, and one student member appointed by ASUM-WESTERN. A report by the Chancellor will be included on the Faculty Senate agenda once per block. There is no reporting responsibility for either the Vice Chancellor of Academic Affairs or the ASUM-WESTERN representative.

Section 3. The Senate shall consist of nine tenured or tenure track faculty members including: one at-large Senator elected by the voting faculty (as defined in Article I, section 1), two Senators elected from and by the Education Department, and one Senator elected from each of the following departments: English, Fine Arts, History, Philosophy and Social Sciences, Environmental Sciences, Mathematics, and Business. The charge of the at-large Senator is to represent the entire faculty and not as an additional representative of one of the departments listed above.

(1) The Faculty Senate shall act as the final recommending body for all curricular proposals. Refer to the duties of the Curriculum Committee (see By-Laws IV) for further details on the curricular review process.

(2) Departmental representatives of the Senate shall be elected by the departments for three-year, staggered terms. Each department may determine which faculty are eligible to vote for departmental representatives. The at-large representative shall be elected by the voting faculty (as defined in Article I, section 1) for a three-year term. The terms of approximately one third of the members will expire each year. See appendix B for election rotation.

a. The term of any Senator whose academic appointment changes out of the department from which elected shall terminate upon such change.

b. Faculty members holding dual appointments in more than one department are responsible for selecting a primary affiliation for the purposes of determining from which department they are eligible to run for the Senate.

Section 4. Following the annual elections of members of the Senate, including the at-large senator, the first order of business of the next Senate meeting will be devoted to reorganization of the Senate and election of officers from among the members of the newly constituted Senate (refer to ARTICLE III, Sections 3 & 4, & BYLAWS VII & VIII for details).

Section 5. The Senate shall:

(1) Debate, discuss, and make recommendations to the Chancellor and Vice Chancellor of Academic Affairs concerning all issues that pertain to the academic affairs of the University.

(2) Review and recommend the general requirements for admission to The University of Montana-Western. Recommend in accordance with regulations of the Board of Regents of Higher Education, the general requirements for graduation, including total credits required, credits required in work outside the department or school of specialization, and such other provisions as shall affect the general education of graduates of the institution. Approve recommendations for specific curricular changes submitted by faculty in the various schools or departments through the Curriculum Committee or other appropriate committees.

(3) Approve and forward to the Chancellor and Vice Chancellor of Academic Affairs for recommendation to the Board of Regents of Higher Education, the nature of the degree to be conferred upon completion of any given course of study; and the rules and standards for candidates for degrees and for the assignment of honors. To ensure that requirements and qualifications are met, several procedures may be followed in the process of awarding degrees.

(4) Recommendations of candidates to the senior academic administration, including candidates for honorary degrees, are the exclusive prerogative of the faculty. In the case of honorary degrees, initial instigation of qualifications of candidates will be made by the appropriate department of the faculty or by the senior academic administration. Names of candidates thus initially screened and submitted to the appropriate department for review may be presented to ECOS for its consideration and possible presentation to the Senate. Upon approval the recommendation for awarding an honorary degree will be forwarded to the Vice Chancellor for Academic Affairs for further review.

(5) Make all regulations for its own proceedings, consistent with the acts of the Board of Regents of Higher Education.

(6) Make recommendations to the Chancellor and Vice Chancellor of Academic Affairs, and through him or her to the Board of Regents of Higher Education, regarding matters of critical concern to the welfare and administration of the University. In addition, the chair of the Senate, or a member of the ECOS, will serve as The University of Montana-Western Faculty Representative to Board of Regents meetings.

(7) Through appropriate committees consult with the Chancellor and Vice Chancellor for Academic Affairs in matters of policy affecting faculty appointment, tenure, promotion, salary, and termination of service.

Section 6. Procedures:

(1) Any faculty member and designated students may attend meetings of the Faculty Senate, but they shall have the privilege of the floor and right to speak only upon invitation of the Chair. The agenda and a report of action taken at each meeting of the Senate shall be published promptly. The agenda for each forthcoming meeting shall be published and distributed to all members of the Faculty Senate in advance of that meeting. At the first full meeting of the Senate each semester, a schedule of subsequent meetings for that term will be established and published as part of the official minutes.

(2) Except for the election of the Senate Chair and Vice Chair, which are conducted by secret ballot, voting in Faculty Senate meetings must be by roll call vote if requested by any voting member of the Senate. Any exceptions to this procedure must be consistent with Roberts Rules of Order.

(3) A quorum shall consist of a simple majority of elected members of the Senate.

(4) A special meeting of the Senate may be called by the Faculty Senate Chair with at least five working days notice to the members of the Senate.

(5) Upon the written request of seven members of the faculty, or on the written request of three members of the Senate, the Senate shall consider either at its regular meeting or in a special session, the agenda accompanying such a request as information items only.

(6) Acts of the Senate shall take effect upon publication of its minutes unless specified otherwise. The copy of record of Senate minutes shall be the signed, printed copy maintained by the Senate Chairperson. Publication of the minutes shall be by means of posting on the Senate web site or distribution of printed copies or via email. Where time is of the essence, the Senate Chair, with the approval of ECOS, may make a Senate action immediately effective by signing and dating a copy of the Senate instrument and transmitting copies to the parties directly concerned. Documents so treated will ordinarily be posted on the Senate web site.

ARTICLE III

COMMITTEES

Section 1. The Senate may establish committees comprised of its membership or of the members of the tenured and tenure track faculty to assist it in the discharge of its powers and duties. In addition, the Senate may request non-members of the faculty (staff and contract professionals) to sit on committees and/or subcommittees with the understanding that they will normally participate as non-voting members of those committees. The Senate shall define the powers, duties, and responsibilities of each such committee. Committees shall file annual reports with the Senate. All committees other than the ECOS shall elect their own chairs from the membership of the committees.

Section 2. The Executive Committee of the Faculty Senate (ECOS) shall have the power to form ad hoc committees to study any problem of concern to the faculty. The standing committees of the Faculty Senate (Academic Admissions and Standards, Curriculum, Advising, and General Education Committees) shall have the power to form ad hoc committees to study specific problems in their respective areas of responsibility.

Section 3. At the annual organizational meeting, the Senate shall elect the members of the Executive Committee (refer to Section 4), following the rules of order as provided in the Bylaws. New officers’ duties will commence on the first day following the end of the semester.

Section 4. Executive Committee of the Senate:

(1) ECOS serves in an executive capacity between meetings of the Senate and reports its actions to the Senate no later than the next Senate meeting. The Chair of the Senate is a voting member and Chair of ECOS.

(2) The committee shall consult with the Chancellor and Vice Chancellor of Academic Affairs and offer its advice regarding matters affecting the faculty. It shall consult with the Chancellor and Vice Chancellor of Academic Affairs about those budgetary matters that directly involve the academic affairs of the University. The committee shall make recommendations regarding the composition of committees appointed by the Chancellor and Vice Chancellor of Academic Affairs. Further, it shall advise the Chancellor and Vice Chancellor of Academic Affairs and Senate relative to policies affecting the welfare of The University of Montana-Western.

(3) The Committee shall consist of three members, the Chair of the Senate, the Vice Chair of the Senate, and the Recording Secretary of the Senate. Two members shall constitute a quorum.

(4) The Senate officers will be elected for one-year terms. Nominations for ECOS members will be taken from the voting members of the Senate. Election of the ECOS will take place during the organizational meeting of the new Senate each spring.

(5) The Vice Chair shall serve as Chair in the Chair's absence, and shall join the Chair, when possible, in meetings where the Chair represents the Senate.

(6) In the event that an ECOS member is compelled to give up her/his Senate seat during their term as an officer of ECOS, the resulting Senate vacancy will be filled for the remainder of the term from the department of said member or, in the case of the At-Large Senator, using the methods of election outlined in Bylaw VIII, while the ECOS vacancy will be filled according to the following order of succession: Vice Chair replaces Chair, Secretary replaces Vice Chair, and Senate elects from their ranks a new Secretary.

(7) The Executive Committee shall make appointments to all Faculty Senate committees, subject to confirmation by a majority vote in the Senate during its next meeting.

ARTICLE IV.

ENACTMENT AND AMENDMENT

Section 1. Upon approval by an affirmative vote of two thirds of those eligible faculty members voting (voting faculty are defined in Article I, section 1), these articles shall be forwarded to the Chancellor for final approval. (Approval by the faculty will be by ballot, with the vote conducted by an Elections Committee appointed by ECOS).

Section 2. The Senate, by majority vote, may propose amendments to these Articles. Upon approval by an affirmative vote of two thirds of those eligible faculty members voting (voting faculty are defined in Article I, section 1), amendments shall be forwarded to the Chancellor for final approval (Approval by the faculty will be by ballot, with the vote conducted by an Elections Committee appointed by ECOS).

Section 3. Amendments of these Articles may be proposed by petition signed by 20 percent of the members of the voting faculty (as defined in Article I, section 1). Upon approval by an affirmative vote of two thirds of those eligible faculty members voting, amendments shall be forwarded to the Chancellor for final approval (Approval by the faculty will be by ballot, with the vote conducted by an Elections Committee appointed by ECOS).

BYLAWS OF FACULTY SENATE

I. The Faculty Senate shall, in matters of parliamentary procedure, except as otherwise provided by its Articles or Bylaws, follow the latest revision of Robert's Rule of Order. The phrase "voting quorum present" means those present and voting, assuming the presence of a quorum. The description in the agenda must contain sufficient detail to permit advance consideration of the merits of the matter. The Faculty Senate agenda will be available 48 hours prior to the meeting.

II. The Order of Business for the first meeting of the block, held on the second Monday of the block, shall be as follows:

Call to Order

Approval of Minutes

Unfinished Business

New Business

The Good and Welfare/Question and Answer

The Order of Business for the meeting held on the fourth Monday of the block shall be as follows:

Call to Order

Approval of Minutes

Communications

Reports of Committees

Report of the Chancellor

Unfinished Business

New Business

The Good and Welfare/Question and Answer

III. The official recorder of the Senate will be the Secretary chosen to serve as a member of the Executive Committee through the process described in these bylaws.

IV. Faculty Senate Committee Membership and Functions:

A. Executive Committee of the Senate (Described in Article III, sec. 4)

B. Faculty Elections Committee

The membership and function of the Elections Committee is described in Bylaw VII.

C. Faculty Senate appointed committees (listed in sections F-I, below) include tenured and tenure track faculty, student representatives, and, administrative staff. Each fall, new faculty members will be appointed through the Faculty Senate process described in Article III, section 4.7. For each committee, four faculty members will be appointed for staggered three-year terms, on a rotation described in Appendix C, one each from each of the following four units: (a) Business and Technology (b) Education, (c) Humanities and Social Sciences, and (d) Environmental Sciences and Mathematics.

D. Each fall, the ASUM will nominate a total of eight students to serve on the committees listed below. At its first meeting the following fall, the Faculty Senate will appoint four students from that list to serve on committees for one-year terms.

E. Administrative appointments will be made by the Vice Chancellor of Academic Affairs each spring, for the following academic year.

F. Academic Admissions and Standards Committee

(1) The committee proposes new policies related to student admissions and enrollment, reviews and recommends changes to admissions and enrollment related policy, proposes, reviews, and recommends changes to the academic calendar, and reviews and acts on student appeals of any/all decisions made by the committee or by members who are designated to make decisions on behalf of the committee.

(2) The committee will consist of seven voting members representing a cross section of the campus community:  one student, the Vice-Chancellor of Academic Affairs or one administrator/contract professional appointed by the VCAA, four tenured or tenure track faculty, and a representative of the Registrar’s office.

(3) The committee will elect a faculty member to serve as a chairperson to conduct meetings and advocate committee recommendations to other groups on campus. A vice-chair will be elected to serve as chair in the absence of the chair. A secretary will be appointed to keep official minutes of each meeting.

(4) The committee will meet once each block on a regular meeting day and will meet in special session at other times as needed and called by the chair.

G. Curriculum Committee

(1) This committee reports directly to Faculty Senate. Voting members shall consist of four tenured or tenure track faculty members with at least three years of service. Additionally, nonvoting members will include one student, and the Vice-Chancellor of Academic Affairs or one administrator/contract professional appointed by the VCAA. The chair and secretary will be elected from and by the voting members of the committee.

(2) Curriculum proposals will be made available to all faculty members for review no later than two weeks before the committee meets for first consideration of the proposals.

(3) Curriculum Committee shall make a continuing study of the academic curriculum of the University, review and recommend action to the Senate for all proposed alterations of the academic program. Items for consideration by the Curriculum Committee will be proposed by departments or individual faculty members through their departments. Curriculum Committee shall be responsible for the content of those portions of the University's catalog consistent with its duties.

H. General Education Committee

(1) This committee reports directly to Faculty Senate. Voting members shall consist of four tenured or tenure track faculty members with at least three years of service. Additionally, nonvoting members will include one student, and the Vice-Chancellor of Academic Affairs or one administrator/contract professional appointed by the VCAA. The chair and secretary will be elected from and by the voting members of the committee.

(2) The responsibilities of the committee include: reviewing and clarifying the goals and objectives of general education; determining the extent to which existing general education requirements meet these goals and objectives; proposing revisions of the general education curriculum to improve its ability to meet perceived needs; explaining general education to students and faculty.

I. Advising Committee

(1) The Advising Committee reports directly to the Faculty Senate. Voting members shall consist of four tenured or tenure track faculty members from the following programs: (a) Business and Technology (b) Education, (c) Humanities and Social Sciences, and (d) Environmental Sciences and Mathematics. Additionally, nonvoting members will include one student, the Vice-Chancellor of Academic Affairs or one administrator/contract professional appointed by the VCAA, and the Director of Student Success. The chair will be elected from and by the voting members of the committee. The chair and secretary will be elected from and by the voting members of the committee.

(2) The responsibilities of the committee include regular review of the advising process, circulation of information pertinent to advising issues, and making recommendations on how advising procedures may be improved.

J. Subcommittee Structure: An orderly way to promote coordination and accessibility is to utilize a subcommittee structure. It is assumed that any committee has the authority to appoint subcommittees and that the members of such need not be members of the parent committee. Terms of appointment are at the discretion of the parent committee. All voting faculty members (as defined in Article I, section 1) are eligible to serve on all Faculty Senate subcommittees.

V. The Senate shall take no action or decision except upon affirmative vote of a majority of those present, assuming a quorum to be present.

VI. Except by vote of two thirds of the voting quorum present, the Faculty Senate shall take no action with respect to any matter other than that which relates to parliamentary procedure or referral to a committee unless the matter shall have been described in an agenda for the meeting distributed to members of the faculty as provided in Article II, Section 6 (1), of the Articles of Faculty organization, and unless it shall also have been considered by the appropriate committee.

VII. The election to fill vacant seats on the Faculty Senate shall be conducted by faculty vote at the departmental level during block five, during the Spring Semester. After that election, if a vacancy occurs in the seat filled by a departmental representative, that department will elect a replacement as soon as possible. Such elected Senator will fill the vacancy until the next regular election. (See rotation, Appendix B. Also refer to Article II, Section 3.2)

VIII. General responsibility for the election of an at-large member of the Faculty Senate is hereby delegated to ECOS and subject to the following provisions:

A. ECOS shall comprise an Elections Committee to conduct an election every three years when the at-large seat is open.

B. The Elections Committee shall conduct elections in accordance with the provisions of these Bylaws and specific directions that may be made from time to time by the Senate or Executive Committee.

C. Procedures:

(1) Voting faculty, as defined in Article I, section 1, are eligible to vote for the at-large member of the Faculty Senate.

(2) The Faculty Senate Elections Committee, in consultation with the Vice Chancellor of Academic Affairs, shall compile a list of those tenured and tenure track faculty eligible to serve as Senators, listed by department, which shall then be distributed to all eligible voters for review no less than two weeks prior to the spring elections.

(3) No later than one week before the date of the election ballot, the Elections Committee shall issue a written invitation to all eligible faculty members with the instruction to sign, date, and return the invitation to the Chairperson of the Elections Committee or their designee, if the faculty member is available and willing to serve in the Senate. The Elections Committee shall prepare the elections ballot provided for in subsection D hereof.

(4) All ballots shall bear the seal of the Faculty Senate.

(5) Election ballots shall allow voting for no more persons than the number of Senate vacancies existing.

D. The election to fill the vacant seat for the at-large member of the Faculty Senate shall be conducted during or before block seven, during the Spring Semester. The election will take place in two steps as outlined in (1) below:

(1) In the election for the at-large seat, as a representative of the entire campus rather than a department, voting faculty (as defined in Article I, section 1) shall be allowed to vote for candidates from any department. When an at-large vacancy exists, the Elections Committee will compile a ballot after departmental senators have been elected. The at-large ballot will include the names of those remaining and willing eligible candidates from all departments and be distributed to all eligible voters. Voters will indicate their selection for the at-large seat from among these candidates and return the ballot to the Elections Committee or their designee.

E. The Elections Committee will tally the votes and the candidate receiving the highest number of votes in the at-large election will be declared elected. In the event of a tie vote, a runoff election will be administered by the Elections Committee, following the above procedures, but limiting the listing of candidates to those who tied on the first ballot.

F. If, after the final election, a vacancy occurs in the at-large position, ECOS will conduct a new election to fill the vacancy. Such selected faculty member will fill the vacancy until the next regular election.

G. Each faculty member eligible to vote (as defined in Article I, section 1) may seal the envelope containing a completed ballot. The Elections Committee may authorize the Senate staff to receive ballots and record who voted. Only the Elections Committee shall count ballots. In order to ensure full publicity to the entire faculty with respect to elections, the counting of ballots shall be open to any of the faculty, and the number of votes cast for each candidate shall be made available promptly to any member of the faculty upon request.

IX. These Bylaws may be amended or repealed at any meeting of the Senate by a majority vote of those present, provided that notice of proposed amendments and repeals shall have been given at the immediately preceding meeting and provided further that notice shall be given and recommendation made by ECOS, as provided in the next paragraph of this Bylaw. It shall be the duty of ECOS to send written notice of proposed amendments and repeals to each member of the Senate promptly after the meeting at which they are proposed and to report at the next meeting of the Senate its recommendation. Amendments and repeals shall become effective immediately following their passage.

X. Emergency procedure. Temporary suspension of a Bylaw, or of adopted rules of procedure at any meetings, shall require a two-thirds vote of the Senate, in accordance with Robert's Rules of Order.

XI. During the regular academic year, the senate shall meet on the second and fourth Monday of each block, unless a special session is called. ECOS may change the regular meeting time in the event of a legal holiday. If a change in this schedule is necessary, the Chair shall so inform each member of the Senate in writing one week in advance of both the old and the new meeting dates.

XII. It is the responsibility of ECOS to consult with the Vice Chancellor of Academic Affairs regarding needs, plans, problems, and programs of the University. After such consultation, the Vice Chancellor of Academic Affairs shall be invited by ECOS to present each year at the September meeting of the Senate a "State of the Academic Program" message. At the conclusion of the spring semester the Faculty Senate will hold a special meeting to develop an annual report to the faculty and to outline a program of goals and objectives for ensuing year. Both the annual report and proposed program will be made available to the faculty. 

XIII. Biennially, ECOS shall initiate a review of the senior academic administration by the faculty. The results and any recommendations will be brought to the Senate for discussion and appropriate action. The review is intended to be an appraisal of job performance as it bears on matters of academic and administrative leadership. It is not intended to be a comprehensive review of all official responsibilities. The review may be made through selected interviews, questionnaires or other appropriate techniques.

In addition to bringing the results before the Senate, ECOS is to first make a good-faith effort to discuss them directly with those reviewed if possible. Following a preliminary discussion of the results of the review with the Chancellor, ECOS will assemble a formal report with a covering letter stating the purposes and method of the faculty's review of the senior academic administration of The University of Montana-Western and the limitations on its use and transmit it to the Chancellor. The report will be copied to the President of The University of Montana and the Chair of the Board of Regents.

(Revised for consideration, March 19, 2007)

Appendix A

American Association of University Professors Statement on Government of Colleges and Universities

I. INTRODUCTION

This statement is a call to mutual understanding regarding the government of colleges and universities. Understanding, based on community of interest and producing joint effort, is essential for at least three reasons. First, the academic institution, public or private, often has become less autonomous; buildings, research, and student tuition are supported by funds over which the college or university exercises a diminishing control. Legislative and executive governmental authorities, at all levels, play a part in the making of important decisions in academic policy. If these voices and forces are to be successfully heard and integrated, the academic institution must be in a position to meet them with its own generally unified view. Second, regard for the welfare of the institution remains important despite the mobility and interchange of scholars. Third, a college or university in which all the components are aware of their interdependence, of the usefulness of communication among themselves, and of the force of joint action will enjoy increased capacity to solve educational problems.

II. THE ACADEMIC INSTITUTION: JOINT EFFORT

A. Preliminary Considerations

The variety and complexity of the tasks performed by institutions of higher education produce an inescapable interdependence among governing board, administration, faculty, students, and others. The relationship calls for adequate communication among these components, and full opportunity for appropriate joint planning and effort.

Joint effort in an academic institution will take a variety of forms appropriate to the kinds of situations encountered. In some instances, an initial exploration or recommendation will be made by the president with consideration by the faculty at a later stage; in other instances, a first and essentially definitive recommendation will be made by the faculty, subject to the endorsement of the president and the governing board. In still others, a substantive contribution can be made when student leaders are responsibly involved in the process. Although the variety of such approaches may be wide, at least two general conclusions regarding joint effort seem clearly warranted: (1) important areas of action involve at one time or another the initiating capacity and decision-making participation of all the institutional components, and (2) differences in the weight of each voice, from one point to the next, should be determined by reference to the responsibility of each component for the particular matter at hand, as developed hereinafter.

B. Determination of General Educational Policy

The general educational policy, i.e., the objectives of an institution and the nature, range, and pace of its efforts, is shaped by the institutional charter or by law, by tradition and historical development, by the present needs of the community of the institution, and by the professional aspirations and standards of those directly involved in its work. Every board will wish to go beyond its formal trustee obligation to conserve the accomplishment of the past and to engage seriously with the future; every faculty will seek to conduct an operation worthy of scholarly standards of learning; every administrative officer will strive to meet his or her charge and to attain the goals of the institution. The interests of all are coordinate and related, and unilateral effort can lead to confusion or conflict. Essential to a solution is a reasonably explicit statement on general educational policy. Operating responsibility and authority, and procedures for continuing review, should be clearly defined in official regulations.

When an educational goal has been established, it becomes the responsibility primarily of the faculty to determine the appropriate curriculum and procedures of student instruction.

Special considerations may require particular accommodations: (1) a publicly supported institution may be regulated by statutory provisions, and (2) a church-controlled institution may be limited by its charter or bylaws. When such external requirements influence course content and the manner of instruction or research, they impair the educational effectiveness of the institution.

Such matters as major changes in the size or composition of the student body and the relative emphasis to be given to the various elements of the educational and research program should involve participation of governing board, administration, and faculty prior to final decision.

C. Internal Operations of the Institution

The framing and execution of long-range plans, one of the most important aspects of institutional responsibility, should be a central and continuing concern in the academic community.

Effective planning demands that the broadest possible exchange of information and opinion should be the rule for communication among the components of a college or university. The channels of communication should be established and maintained by joint endeavor. Distinction should be observed between the institutional system of communication and the system of responsibility for the making of decisions.

A second area calling for joint effort in internal operation is that of decisions regarding existing or prospective physical resources. The board, president, and faculty should all seek agreement on basic decisions regarding buildings and other facilities to be used in the educational work of the institution.

A third area is budgeting. The allocation of resources among competing demands is central in the formal responsibility of the governing board, in the administrative authority of the president, and in the educational function of the faculty. Each component should therefore have a voice in the determination of short- and long-range priorities, and each should receive appropriate analyses of past budgetary experience, reports on current budgets and expenditures, and short- and long-range budgetary projections. The function of each component in budgetary matters should be understood by all; the allocation of authority will determine the flow of information and the scope of participation in decisions.

Joint effort of a most critical kind must be taken when an institution chooses a new president. The selection of a chief administrative officer should follow upon a cooperative search by the governing board and the faculty, taking into consideration the opinions of others who are appropriately interested. The president should be equally qualified to serve both as the executive officer of the governing board and as the chief academic officer of the institution and the faculty. The president’s dual role requires an ability to interpret to board and faculty the educational views and concepts of institutional government of the other. The president should have the confidence of the board and the faculty.

The selection of academic deans and other chief academic officers should be the responsibility of the president with the advice of, and in consultation with, the appropriate faculty.

Determinations of faculty status, normally based on the recommendations of the faculty groups involved, are discussed in Part V of this statement; but it should here be noted that the building of a strong faculty requires careful joint effort in such actions as staff selection and promotion and the granting of tenure. Joint action should also govern dismissals; the applicable principles and procedures in these matters are well established.

D. External Relations of the Institution

Anyone—a member of the governing board, the president or other member of the administration, a member of the faculty, or a member of the student body or the alumni—affects the institution when speaking of it in public. An individual who speaks unofficially should so indicate. An individual who speaks officially for the institution, the board, the administration, the faculty, or the student body should be guided by established policy.

It should be noted that only the board speaks legally for the whole institution, although it may delegate responsibility to an agent.

The right of a board member, an administrative officer, a faculty member, or a student to speak on general educational questions or about the administration and operations of the individual’s own institution is a part of that person’s right as a citizen and should not be abridged by the institution.² There exist, of course, legal bounds relating to defamation of character, and there are questions of propriety.

III. THE ACADEMIC INSTITUTION: THE GOVERNING BOARD

The governing board has a special obligation to ensure that the history of the college or university shall serve as a prelude and inspiration to the future. The board helps relate the institution to its chief community: for example, the community college to serve the educational needs of a defined population area or group, the church-controlled college to be cognizant of the announced position of its denomination, and the comprehensive university to discharge the many duties and to accept the appropriate new challenges which are its concern at the several levels of higher education.

The governing board of an institution of higher education in the operates, with few exceptions, as the final institutional authority. Private institutions are established by charters; public institutions are established by constitutional or statutory provisions. In private institutions the board is frequently self-perpetuating; in public colleges and universities the present membership of a board may be asked to suggest candidates for appointment. As a whole and individually, when the governing board confronts the problem of succession, serious attention should be given to obtaining properly qualified persons. Where public law calls for election of governing board members, means should be found to ensure the nomination of fully suited persons, and the electorate should be informed of the relevant criteria for board membership.

Since the membership of the board may embrace both individual and collective competence of recognized weight, its advice or help may be sought through established channels by other components of the academic community. The governing board of an institution of higher education, while maintaining a general overview, entrusts the conduct of administration to the administrative officers—the president and the deans—and the conduct of teaching and research to the faculty. The board should undertake appropriate self-limitation.

One of the governing board’s important tasks is to ensure the publication of codified statements that define the overall policies and procedures of the institution under its jurisdiction.

The board plays a central role in relating the likely needs of the future to predictable resources; it has the responsibility for husbanding the endowment; it is responsible for obtaining needed capital and operating funds; and in the broadest sense of the term it should pay attention to personnel policy. In order to fulfill these duties, the board should be aided by, and may insist upon, the development of long-range planning by the administration and faculty. When ignorance or ill will threatens the institution or any part of it, the governing board must be available for support. In grave crises it will be expected to serve as a champion. Although the action to be taken by it will usually be on behalf of the president, the faculty, or the student body, the board should make clear that the protection it offers to an individual or a group is, in fact, a fundamental defense of the vested interests of society in the educational institution.3

IV. THE ACADEMIC INSTITUTION: THE PRESIDENT

The president, as the chief executive officer of an institution of higher education, is measured largely by his or her capacity for institutional leadership. The president shares responsibility for the definition and attainment of goals, for administrative action, and for operating the communications system which links the components of the academic community. The president represents the institution to its many publics. The president’s leadership role is supported by delegated authority from the board and faculty.

As the chief planning officer of an institution, the president has a special obligation to innovate and initiate. The degree to which a president can envision new horizons for the institution, and can persuade others to see them and to work toward them, will often constitute the chief measure of the president’s administration.

The president must at times, with or without support, infuse new life into a department; relatedly, the president may at times be required, working within the concept of tenure, to solve problems of obsolescence. The president will necessarily utilize the judgments of the faculty but may also, in the interest of academic standards, seek outside evaluations by scholars of acknowledged competence.

It is the duty of the president to see to it that the standards and procedures in operational use within the college or university conform to the policy established by the governing board and to the standards of sound academic practice. It is also incumbent on the president to ensure that faculty views, including dissenting views, are presented to the board in those areas and on those issues where responsibilities are shared. Similarly, the faculty should be informed of the views of the board and the administration on like issues.

The president is largely responsible for the maintenance of existing institutional resources and the creation of new resources; has ultimate managerial responsibility for a large area of nonacademic activities; is responsible for public understanding; and by the nature of the office is the chief person who speaks for the institution. In these and other areas the president’s work is to plan, to organize, to direct, and to represent. The presidential function should receive the general support of board and faculty.

V. THE ACADEMIC INSTITUTION: THE FACULTY

The faculty has primary responsibility for such fundamental areas as curriculum, subject matter and methods of instruction, research, faculty status, and those aspects of student life which relate to the educational process. On these matters the power of review or final decision lodged in the governing board or delegated by it to the president should be exercised adversely only in exceptional circumstances, and for reasons communicated to the faculty. It is desirable that the faculty should, following such communication, have opportunity for further consideration and further transmittal of its views to the president or board. Budgets, personnel limitations, the time element, and the policies of other groups, bodies, and agencies having jurisdiction over the institution may set limits to realization of faculty advice.

The faculty sets the requirements for the degrees offered in course, determines when the requirements have been met, and authorizes the president and board to grant the degrees thus achieved.

Faculty status and related matters are primarily a faculty responsibility; this area includes appointments, reappointments, decisions not to reappoint, promotions, the granting of tenure, and dismissal. The primary responsibility of the faculty for such matters is based upon the fact that its judgment is central to general educational policy. Furthermore, scholars in a particular field or activity have the chief competence for judging the work of their colleagues; in such competence it is implicit that responsibility exists for both adverse and favorable judgments. Likewise, there is the more general competence of experienced faculty personnel committees having a broader charge. Determinations in these matters should first be by faculty action through established procedures, reviewed by the chief academic officers with the concurrence of the board. The governing board and president should, on questions of faculty status, as in other matters where the faculty has primary responsibility, concur with the faculty judgment except in rare instances and for compelling reasons which should be stated in detail.

The faculty should actively participate in the determination of policies and procedures governing salary increases.

The chair or head of a department, who serves as the chief representative of the department within an institution, should be selected either by departmental election or by appointment following consultation with members of the department and of related departments; appointments should normally be in conformity with department members’ judgment. The chair or department head should not have tenure in office; tenure as a faculty member is a matter of separate right. The chair or head should serve for a stated term but without prejudice to reelection or to reappointment by procedures which involve appropriate faculty consultation. Board, administration, and faculty should all bear in mind that the department chair or head has a special obligation to build a department strong in scholarship and teaching capacity.

Agencies for faculty participation in the government of the college or university should be established at each level where faculty responsibility is present. An agency should exist for the presentation of the views of the whole faculty. The structure and procedures for faculty participation should be designed, approved, and established by joint action of the components of the institution. Faculty representatives should be selected by the faculty according to procedures determined by the faculty.⁴

The agencies may consist of meetings of all faculty members of a department, school, college, division, or university system, or may take the form of faculty-elected executive committees in departments and schools and a faculty-elected senate or council for larger divisions or the institution as a whole.

The means of communication among the faculty, administration, and governing board now in use include: (1) circulation of memoranda and reports by board committees, the administration, and faculty committees, (2) joint ad hoc committees, (3) standing liaison committees, (4) membership of faculty members on administrative bodies, and (5) membership of faculty members on governing boards. Whatever the channels of communication, they should be clearly understood and observed.

ON STUDENT STATUS

When students in American colleges and universities desire to participate responsibly in the government of the institution they attend, their wish should be recognized as a claim to opportunity both for educational experience and for involvement in the affairs of their college or university. Ways should be found to permit significant student participation within the limits of attainable effectiveness. The obstacles to such participation are large and should not be minimized: inexperience, untested capacity, a transitory status which means that present action does not carry with it subsequent responsibility, and the inescapable fact that the other components of the institution are in a position of judgment over the students. It is important to recognize that student needs are strongly related to educational experience, both formal and informal.

Students expect, and have a right to expect, that the educational process will be structured, that they will be stimulated by it to become independent adults, and that they will have effectively transmitted to them the cultural heritage of the larger society. If institutional support is to have its fullest possible meaning, it should incorporate the strength, freshness of view, and idealism of the student body.

The respect of students for their college or university can be enhanced if they are given at least these opportunities: (1) to be listened to in the classroom without fear of institutional reprisal for the substance of their views, (2) freedom to discuss questions of institutional policy and operation, (3) the right to academic due process when charged with serious violations of institutional regulations, and (4) the same right to hear speakers of their own choice as is enjoyed by other components of the institution.