George Fox University was founded in 1891 as Pacific College by Quakers who had settled in Newberg in the 1870s. They had established Friends Pacific Academy in 1885, a boarding school which included Herbert Hoover among its students. The founding of the college six years later was the result of the growth of the Academy and a recognition of the importance of higher education in the church community. The college was moved to the site of its current campus just a year after its founding, in 1892.
Notable developments over the ensuing years have included phasing out the Academy in 1934; changing the name of the college to George Fox College, which honors the seventeenth-century founder of the Society of Friends, in 1949; and joining the Christian College Consortium in 1974. In 1990 the first graduate program was offered at George Fox when the Doctor of Psychology degree came to the College. In 1996 George Fox College merged with Western Evangelical Seminary, prompting the name change to George Fox University. A number of additional graduate programs were established in the 1990's.
Throughout its history, George Fox has maintained a close relationship with Northwest Yearly Meeting of Friends. The University is operated by a Board of Trustees selected by the Yearly Meeting. This relationship to the church and the Friends (Quaker) heritage remains a central part of the operation and ethos of George Fox. The University honors this relationship in its commitment to Christ-centered education and in the day-to-day life of the community of faith and learning.
A more complete history of the university may be found in the university catalog.
PART TWO THE ADMINISTRATION OF GEORGE FOX UNIVERSITY
THE UNIVERSITY ADMINISTRATION
The President of the University
The President is the chief executive officer of the University elected by the Board of Trustees and charged with the authority to operate the University according to the policies set by the Board. The President represents the Board to the faculty and staff. The President is also responsible, in cooperation with the Board of Trustees, for securing needed operational and developmental funds, presenting the annual budget and recommending it to the Board of Trustees, assigning and supervising the duties of the executive administrative officers of the University and determining whether the duties are properly performed, and assuming leadership for the spiritual life of the campus.
The President's Cabinet
In an effort to effectively coordinate a variety of strategic and operational decisions at George Fox University, the President relies on a group of executive officers for advice and counsel. This group, designated the "President's Cabinet," is composed of the President, the Provost, the Vice President for Financial Affairs, and the Vice President for Marketing and Advancement. The Cabinet provides counsel to the President on the direction of the University and helps the President consider important University-wide issues, including the development and implementation of University plans and initiatives.
University Coordinating Council (UCC)
To facilitate communication across departmental boundaries, eight committees have been established, each with membership from involved constituents. Once each month the chairs (or co-chairs) from these committees and the Vice President for Student Life meet with the President's Cabinet to enhance University-wide communication of issues that affect all parts of the institution.
Membership of the University Coordinating Council (UCC) comes from the following university standing committees: Student Life, Technology, Marketing, University Assessment, Facilities, Admissions, Registration, and Student Records and Scheduling.
The UCC informs the Cabinet of activities, needs, and important issues in these areas of institution-wide importance.
The Executive Officers of the University
The Provost
The Provost is appointed by the President in consultation with the Board of Trustees and is responsible for the administration of the graduate and undergraduate academic programs of the University. The Provost provides leadership to programs in athletics, student life, institutional technology, the office of the registrar, and the library. In the absence of the President, the Provost assumes the necessary authority and responsibility for university governance purposes. The Provost serves as the chief advisor to the President in matters of university policy, particularly in academic affairs; works directly with the President in faculty personnel issues; supervises the Academic Deans; leads the faculty in designing and refining a meaningful and affordable academic program; and appoints faculty members to committees in consultation with the Faculty Council. The Provost serves as an ex officio member of all faculty committees
Associate Vice President for Academic Affairs
The Associate Vice President for Academic Affairs (AVPAA) is appointed by the President in consultation with the Provost. The Associate Vice President for Academic Affairs provides leadership to the athletic program, university and academic assessment efforts, the library, the office of the registrar, and the faculty development program. In addition, he or she directs the faculty mentor program and the faculty evaluation process. The AVPAA chairs the Provost's Council in the Provost's absence, represents the Provost at a variety of campus meetings, and provides direction to all units reporting to the Provost when the Provost is off campus.
The Vice President for Student Life
The Vice President for Student Life is appointed by the President in consultation with the Board of Trustees and is the chief student life officer. He or she reports directly to the Provost. This person serves as the chief advisor to the President and Provost in matters of student life policies and problems. The Vice President for Student Life is responsible for a variety of administrative units, including career services, student activities and programming, residence life and housing, health services, Christian life and chapel, and the Tilikum camp and retreat center.
The Vice President for Marketing and Advancement
The Vice President for Marketing and Advancement is appointed by the President in consultation with the Board of Trustees and is the administrative officer responsible for interpreting the University to its various constituencies. The Vice President for Marketing and Advancement also plans and executes annual strategies to market the University; recruits students, both undergraduate and graduate; builds relationships with alumni and friends; and secures funds for operations, capital improvements, and the endowment. Administrative units reporting to the Vice President for Marketing and Advancement include admission, marketing and communications, university relations, alumni, parent and church relations, and development.
The Vice President for Financial Affairs
The Vice President for Financial Affairs is appointed by the President in consultation with the Board of Trustees and is the administrative officer responsible for the business and financial operations of the University. The Vice President for Financial Affairs assists the President in the general administration of the University and in preparation of the annual budget; serves to ensure that the University operates within the budget parameters set by the Board of Trustees; serves as the chief budget officer; acts as custodian of the securities, contracts, title deeds, and other documents evidencing the physical assets and liabilities of the University; supervises the insurance programs of the University; conserves and strengthens the assets of the University; coordinates the auxiliary enterprises of the University; and submits to the President an annual report giving a full and complete accounting of all the assets of the University. Administrative units reporting to the Vice President for Financial Affairs include student financial services and accounts, plant services, and human resources, financial services, and administrative services.
Academic Administration
The Provost employs six Academic Deans to aid in the task of academic governance. Presently the University is divided into two broad sectors for governance purposes: graduate and professional studies, and undergraduate programs. The Provost meets once a month with the leadership of undergraduate and graduate academic programs. The School Deans are ex officio members of these groups. The academic officers include the following:
The Dean of the School of Arts and Sciences
The Dean of the School of Arts and Sciences is appointed by the Provost in consultation with the faculty. The Dean of Arts and Sciences must hold a terminal academic degree and provides overall leadership for the academic management of traditional academic programs in the arts and sciences. To accomplish this task, the Dean of Arts and Sciences works closely with department chairs in managing departmental matters, provides direction on department budgets, charts faculty loads, and coordinates with department chairs a strategic design for the identification and recruitment of appropriate full-time and part-time faculty. In addition, the Dean of Arts and Sciences represents George Fox University to appropriate external constituencies and works to ensure excellence in all academic programming.
The Dean of the School of Behavioral and Health Sciences
The Dean of the School of Behavioral and Health Sciences is appointed by the Provost in consultation with the faculty. The Dean of Behavioral and Health Sciences must hold a terminal academic degree and provides overall leadership for the academic management of programs in the behavioral and health sciences. To accomplish this task, the Dean of Behavioral and Health Sciences works closely with department chairs and program directors in managing the budget, charting faculty loads, and coordinating a strategic design for the identification and recruitment of appropriate full-time and part-time faculty. In addition, the Dean of Behavioral and Health Sciences represents George Fox University to appropriate external constituencies and works to ensure excellence in all academic programming.
The Dean of the School of Education
The Dean of the School of Education is appointed by the Provost in consultation with the faculty. He or she must hold a terminal academic degree and provides overall leadership for the academic and financial management of graduate and undergraduate education programs. The Dean of the School of Education works closely with the education program directors in managing the budget, determining faculty loads, and coordinating a strategic plan for the identification and recruitment of appropriate full-time and part-time faculty. In addition, the Dean of the School of Education represents George Fox University to appropriate external educational constituencies and works to ensure excellence in all education programming.
The Dean of the School of Management
The Dean of the School of Management is appointed by the Provost in consultation with the faculty. He or she must hold a terminal academic degree and provides leadership for the academic and financial management of graduate and undergraduate management programs. The Dean of the School of Management works closely with the undergraduate and graduate department chair and program director in managing the budget, determining faculty loads, and coordinating a strategic plan for the identification and recruitment of appropriate full-time and part-time faculty. The Dean of the School of Management subsequently provides recommendations on faculty hires to the President and the Provost. In addition, the Dean of the School of Management represents George Fox University to appropriate external business constituencies and works to ensure excellence in all management programming.
The Dean of George Fox Evangelical Seminary
The Dean of George Fox Evangelical Seminary is appointed by the President in consultation with the Provost. This person reports directly to the Provost. He or she is responsible for the overall administration of the seminary, with special attention to the seminary's academics, including overseeing its faculty and curriculum, maintaining relationships with constituent denominations and their churches, promoting seminary advancement as determined by the Provost and the Vice President for Marketing and Advancement, and acting as the principal liaison with the Association of Theological Schools. The Dean of George Fox Evangelical Seminary works with the Board of Trustees through the Seminary Board of Regents and the Academic Affairs Committee of the Board of Trustees.
The Dean of the School of Professional Studies
The Dean of the School of Professional Studies is appointed by the President in consultation with the Provost. He or she must hold a terminal academic degree and provides leadership for the academic and financial management of graduate and undergraduate professional studies programs. He or she works closely with the director and assistant director in managing the budget, determining faculty loads, and coordinating a strategic plan for the identification and recruitment of appropriate full-time and part-time faculty. In addition, the Dean of the School of Professional Studies represents George Fox University to appropriate external constituencies and works to ensure excellence in all programs.
University-wide Program Directors
The Director of Assessment
The Director of Assessment serves as a full-time faculty member but receives teaching load reduction for assuming assessment responsibilities. This person is charged with coordinating the assessment of all academic programs and for developing programs that assess the quality of services offered to students throughout the institution. The Director of Assessment serves as chair of both the Academic Assessment Committee and the University Assessment Committee and reports to the Associate Vice President for Academic Affairs.
The Director of the Center for Global Studies and the Center for Peace and Justice
The Director of the Center of Global Studies and the Center for Peace and Justice coordinates the Global Studies Advisory Committee. This person, along with the committee, sets policies regarding the programs to which George Fox University sends students for semester-long studies, including the selection of students for these programs. The Director studies the feasibility of George Fox University-sponsored semester-long programs off campus. The Director is the liaison between the partnerships of various international universities and George Fox University. This person works with on-campus programs that help students and faculty to become better informed about global issues. The Director reports to the Provost.
The Director of Juniors Abroad
All George Fox University juniors are given the opportunity to travel abroad with a faculty member to study and experience another culture. The Director of Juniors Abroad provides curricular direction and budget oversight for the Juniors Abroad program. The Director reports directly to the Provost but works collaboratively with the academic leaders on campus to accomplish the mission of the program.
Organization of Academic Programs
School of Arts and Sciences
Department of Biology and Chemistry
Department of Communication Arts
Department of Family and Consumer Science
Department of Performing Arts
Department of Visual Arts
Department of History and Political Science
Department of Mathematics, Engineering, and Computer Science
Department of Religious Studies
Department of Writing and Literature
School of Behavioral and Health Sciences
Department of Health and Human Performance
Department of Nursing
Department of Psychology
Department of Sociology and Social Work
Department of Clinical Psychology
School of Education
Department of Undergraduate Teacher Education
Department of Graduate Teacher Education (M.A.T.)
Department of Educational Foundations and Leadership
Department of Counseling
School of Management
Department of Business and Economics
M.B.A. Department
School of George Fox University Evangelical
Department of Doctoral Studies
Department of Masters Programs
Department of Certificate Programs
School of Professional Studies
Division of Professional Studies - Portland
Division of Professional Studies - Boise
Department Chairs and Program Directors
Leadership
Department chairs and graduate and professional program directors serve in important leadership capacities. They lead the faculty in each department or program in developing a departmental strategic plan, and ensure that the plan is updated regularly. They seek to motivate faculty members toward excellence in teaching and scholarship. They convene the faculty for planning, business, and social interaction. They help faculty members find the resources they need for scholarly work, both within the University and from other sources. They ensure that faculty are providing helpful advising and mentoring to students in their classes and in the majors offered by the department.
Program Development
Department chairs and program directors develop proposals for curriculum innovations and changes and take these through the approval process outlined in this handbook. They serve on the Undergraduate and/or Graduate Coordinating Council to give general oversight to undergraduate and/or graduate academic policies in general. They express the perspective of their departments in faculty meetings as appropriate.
Management
Department chairs and program directors manage departmental operating budgets, authorizing expenditures within the budget. They develop budgets, loads, schedules, and catalog copy on a timely basis, in consultation with the academic administration staff. They ensure that faculty members have the materials they need for their teaching, within budget limitations. They evaluate faculty members in their departments annually. They supervise departmental support staff. They ensure that student employees assigned to the department are carefully selected, are appropriately assigned, and are supervised. They examine and approve student petitions, independent study requests, and other requests.
Mentoring
The Department chairs and program directors provide encouragement, suggestions, and help to faculty in their departments, especially to new faculty.
UNIVERSITY GOVERNANCE
University Standing Committees
In the modern university business environment, the most routine transactions affect the workload and performance of other departments within the institution. To enhance the integrated nature of business conducted at the University, the institution employs cross-functional committees that include members from a variety of offices across campus. The cross-functional committees serve at least three purposes: (1) they provide a forum through which users may advance systemic, procedural, and operational issues so that these issues can be dealt with in a collaborative and efficacious manner, thus helping ensure continuous quality improvement as well as providing attention to developing issues; (2) they provide a point of evaluation for new ideas and options in a particular functional area of the institution; and (3) they help to circumvent problems that are inherent in a formal organizational hierarchy, such as territorialism, mistrust of other offices, and fear of being "left out."
The permanent cross-functional committees may work in subcommittees and may bring in additional resources as necessary to address particular issues. Each committee reports to a member of the President's Cabinet so that committee actions can be reported to the full Cabinet. The University standing committees are:
Registration Committee. The Registration Committee seeks to manage issues surrounding the student registration process; constantly improve the registration process; plan and coordinate the registration of students, including the scheduling of registration events and dates, facilities, publicity, and execution; and recommend policies to the President with regard to the registration of students.
The Registration Committee is composed of the Registrar, Executive Director of Student Financial Services, undergraduate faculty representative, graduate faculty representative, facility manager, financial affairs representative, student life representative (housing), physical plant representative, IT representative, food service representative, Director of Undergraduate Admissions, and University nurse. The committee reports to the Provost, who appoints the chair in consultation with the President. Committee minutes are posted on the committee's website and made available in hard-copy form by request.
Student Records and Scheduling Committee The Student Records and Scheduling Committee seeks to manage issues surrounding use, management and administration of student records; recommend policies to the President with regard to management and administration of student records; and coordinate issues with regard to academic calendar, course scheduling, faculty load, and dissemination of enrollment information to academic users. New academic proposals are routed through this committee for modification or endorsement.
The committee is composed of the Registrar, one associate or assistant Registrar, two faculty representatives (inclusive of members of the graduate and professional studies faculty), IT representative, financial affairs representative, admissions representative, and student accounts representative. The committee reports to the Provost, who appoints the chair in consultation with the President. Committee minutes are posted on the committee's website and made available in hard-copy form by request.
The Technology Committee seeks to make recommendations to the President on policies regarding technology use, including websites, priorities of major projects and initiatives, acceptable use of computing resources, and hardware acquisition; serves as a forum for advancement of ideas regarding the use and allocation of computing resources; and serves as a coordinating body for various computing and technology projects.
The committee is composed of the IT Director; network manager; three faculty members; Portland Center representative; and four administrative users, including one representative from student life, one from communications, and one from financial affairs. The committee reports directly to the Provost, who appoints the chair in consultation with the President. Committee minutes are posted on the committee's website and made available in hard-copy form by request.
Facilities Use Committee A standing Facilities Committee exists for the purpose of reviewing the facility needs of the campus on an ongoing basis and making recommendations to the President to help ensure that George Fox University has and maintains facilities that enable the University to meet its mission and goals. The group develops facilities needs lists, considers space usage, establishes priorities, and deals with long-range planning issues.
The committee works to maintain a current University Facilities Master Plan. It gathers input from a wide range of University constituencies or "end users," evaluates that input critically, considers appropriate alternative solutions, and formulates specific recommendations that are consistent with the institutional priorities. Attention is given to specific issues such as health and safety, energy conservation, utility infrastructure, information technology access, external lighting, security, access for people with disabilities, space utilization, academic program needs, residence hall needs, athletic and recreation needs, preventative maintenance, employee work areas, signage, public areas, parking and landscaping, pedestrian and traffic flow, and efficient delivery of student services. All of this is done with an effort to maintain aesthetic harmony.
A separate ADA (Americans with Disabilities Act) subcommittee exists to make specific recommendations for the continual upgrading of campus facilities to meet the needs of disabled students, staff, and guests to the campus.
The University's Facilities Committee makes recommendations to the President. The President makes any modifications and forwards his or her final recommendations to the Board of Trustees' Property and Finance Committee for approval.
The maintenance, development, and construction of the physical environment follows an updated University Facility Master Plan informed by these principles: (1) development of the campuses enhances a sense of community and demonstrates both fiscal stewardship and a respect and appreciation for the natural world; (2) development of the campuses ensures an attractive and safe environment; (3) structures to be built should be durable and well designed, but not ostentatious, and they should maintain the architectural theme of the campus; (4) development of the campuses ensures accessibility for people with disabilities; (5) a high priority is given to maintaining the existing facilities; (6) a preventative maintenance program is to be implemented; and (7) designated budget funds should accommodate timely upgrading or replacement of facilities and equipment.
The Facilities Committee is composed of the Vice President for Financial Affairs (Chair), Director of Plant Services, Provost, three faculty members, Vice President for Student Life, Associate Dean of Students, Vice President for Marketing and Advancement, an athletics representative, an admissions representative, and a student representative. The committee reports to the Vice President for Financial Affairs, who appoints the chair in consultation with the President. Committee minutes are posted on the committee's website and made available in hard-copy form by request.
Marketing Committee The Marketing Committee seeks to coordinate all marketing activities of the University and recommend to the President appropriate marketing strategies for enhancing the University's image and academic programs.
The committee is composed of the Executive Director of Marketing and Communications, Executive Director of Development (or designee), Director of Alumni Relations, Executive Director of University Relations (or designee), Executive Director of Admissions (or designee), Director of Graduate and Professional Studies Admissions, Director of Communications, four graduate faculty members, two undergraduate faculty members, and the Athletic Director. The committee reports directly to the Vice President for Marketing and Advancement, who appoints the chair in consultation with the President. Committee minutes are posted on the committee's website and made available in hard-copy form by request.
University Assessment Committee The University Assessment Committee seeks to facilitate and guide all University activities regarding the assessment of institutional programs (non-academic-for academic assessment see the Academic Assessment Committee), recommend to the President assessment strategies for the systematic evaluation of all campus programs and activities, and recommend to the President appropriate tools for university assessment purposes.
The committee is composed of the Director of Assessment, student life representative, admissions office representative, marketing office representative, physical plant representative, event services representative, one undergraduate faculty member, and one graduate faculty member. The committee reports directly the Provost, who appoints the chair in consultation with the President. Committee minutes are posted on the committee's website and made available in hard-copy form by request.
Undergraduate Student Life Committee A standing Undergraduate Student Life Committee exists for the purpose of reviewing the quality of the undergraduate student experience and making recommendations to the President to help ensure that George Fox University provides services and co-curricular opportunities that give an excellent and meaningful undergraduate experience that is consistent with the University's mission, goals, and priorities.
The Undergraduate Student Life Committee is structured in a way that is coherent, purposeful, and consistent with the demographics driving this constituency of George Fox University. This committee is responsible for reviewing existing programs and services and making recommendations that encourage a campus environment that is: Christ-centered and intentional in promoting the spiritual formation of George Fox University undergraduate students; seamless in the educational experience both in and out of the classroom; developmentally-oriented and one that encourages responsible community living; concerned about the safety and security of students; designed in a way that facilitates student adjustment to George Fox University and persistence to graduation.
The committee gathers input from a wide range of University constituencies, evaluates that input critically, considers appropriate interventions or solutions, and formulates specific strategies and recommendations. Consistent with the above-stated objectives and institutional priorities, the Undergraduate Student Life Committee makes final recommendations to the President. These recommendations cover the following broad areas: living accommodations, seamless educational experiences and opportunities, recreational activities and facilities, transitional programs and services, new student orientation, career planning and placement, campus security, miscellaneous programs and services, food services, multicultural student services, health and counseling services, disciplinary policy and procedures, and spiritual life (including community service).
The committee is composed of the Vice President for Student Life, three faculty representatives, housing/residence life representative, campus ministries representative, athletics representative, Parents Council representative, and two student representatives. The committee reports to the Provost. Committee minutes are posted on the committee's website and made available in hard-copy form by request.
Faculty Meeting
Responsibilities
The Board of Trustees of the University is given the ultimate responsibility of awarding academic degrees and establishing and reviewing academic programs and standards. The Board in turn has charged the faculty and administration with forming and modifying academic programs and policies, subject to its approval. (See Part Two, Section III.)
Values
The academic governing structure of George Fox University seeks to reflect the values of the George Fox University academic community, which include the following:
Community ownership of programs and policies - Academic policies and programs should have the support and encouragement of the community as a whole.
Mutual accountability - As educational professionals, faculty members are responsible to each other for academic integrity and stewardship of resources.
Access and participation - All faculty members, regardless of official position, possess judgment and insight potentially useful in decision making.
Transparency and communication - Trust is fostered through public decision making and dissemination of information.
Respect for the integrity and efforts of individual faculty members and academic subunits - Individuals and subunits should be free to do what they do without unduly onerous review. It is presumed that individuals and subunits act with integrity and competence.
Efficiency and timeliness.
Spiritual openness - The overall purpose of any decision-making process is discerning God's will.
Quaker distinctives - Quakers have over the years developed distinctive approaches to organizational life that are worth preserving and enhancing.
Business Meetings
The faculty meets regularly for business during the academic year. The agenda is established by the Faculty Clerk and the Provost. Agenda items may originate with the Curriculum Review Committee, the Undergraduate Policies and Procedures Committee, the Graduate Policies and Procedures Committee, a faculty committee, or an academic department. When an agenda is established, it is to be distributed to the faculty, along with supporting materials, as far in advance of the meeting as possible.
Functions
The Faculty Business Meeting functions as the highest-level faculty decision-making body with respect to academic programs and policies. The various faculty committees (Curriculum, Undergraduate Policies and Procedures, Graduate Policies and Procedures, Faculty Development, Faculty Council, Personnel Committee, Academic Assessment, and General Education) are empowered to make recommendations or take action on behalf of the entire faculty. Decision topics requiring full faculty approval include the following:
Approval of new degree programs.
Approval of substantially different delivery systems.
Approval of new majors.
Periodic review of degree programs, delivery systems and majors.
Approval and modification of undergraduate general education.
Approval of new academic enhancement and support programs.
Approval of graduates.
Approval of academic policies such as plagiarism policies, grade review policy, etc.
Approval of actions requiring the Northwest Commission on Colleges and Universities (NWCCU) approval.
Approval of academic assessment plans.
The Faculty Business Meeting may delegate some of its decision-making responsibilities to appropriate subunits of the University.
The Faculty Business Meeting functions as a forum for University-wide issues of concern to faculty.
The Faculty Clerk
The Faculty Clerk is elected by the faculty for a one-year term. His or her duties include presiding over the faculty meetings with the following general considerations guiding the process: (1) faculty meetings are conducted in keeping with Quaker understandings that conducting business is best done in a spirit of worship; (2) the central goal in these business meetings is discerning Christ's leading; (3) and, while the process comes from Quaker tradition, it is based on convictions all Christians share, that Christians are to seek and follow God's will and that this process is as important as making timely decisions.
The process followed by the clerk is:
The presentation of the issue by a committee chair, an administrator or the clerk.
The discussion of the issue in the spirit of hearing God's voice.
The clerk's tentative statement of the "sense of the meeting," based on what the clerk and the faculty have sensed to be God's leading.
Taking action on the proposal, which is done by the clerk asking if members approve the proposal and members responding, "Approve."
Recording the action in the minutes.
Possible actions:
Approving the proposal.
Making changes in the proposal and approving it as changed.
Postponing action until a later meeting, with the clerk indicating if committees or members are being asked to gather additional information.
Deciding not to approve the proposal and not to pursue it further.
Responsibilities of the clerk during the discussion:
Help the members continue to focus on God's leading, possibly pausing for prayer, oral or silent, when it would be helpful.
Draw out those who might contribute to the discussion but might not offer to speak.
Help those who are inclined to dominate discussions to be more careful to listen.
Remind members that the goal is hearing God's voice, not arriving at unanimity. Action may be taken in spite of opposition, as long as the concerns of dissenters have been respectfully heard.
Help members distinguish between preferences and convictions.
Participation in Faculty Meetings
Participation in faculty meetings is open to persons on regular faculty contracts who teach half-time or more, and others who hold faculty status. Other administrators, and part-time teachers, may attend faculty meetings as observers or as invited resource people.
Faculty members are encouraged to attend and participate in Faculty Business Meetings as an opportunity to invest in and learn from the University community. However, it is recognized that work situations and responsibilities sometimes make attendance more difficult for some than for others. Care is taken to arrange meetings so that those most affected by decisions can attend.
The Faculty Academic Governance Committees
Curriculum Review Committee
Any faculty member on a Faculty Growth Plan is eligible to be appointed to this committee. The committee consists of nine appointed faculty members, each for a three-year term (three members to be elected each year), and the Faculty Clerk (elected annually by the faculty). The University Registrar and the University Librarian serve as ex officio members. Five faculty members are appointed by the schools (or combination of schools) based on the following schedule: Arts and Sciences - one representative; Education - one representative; Behavior and Health - one representative; Management - one representative; and GFES & DPS combined - one representative. Four faculty members are appointed by the Faculty Council in consultation with the Provost. The Curriculum Review Committee clerk is appointed by the Provost in consultation with the Faculty Council.
On behalf of faculty, the Curriculum Review Committee is responsible for reviewing all proposed curriculum changes (whether previously approved programs or newly proposed programs). As curriculum changes are proposed at the departmental and school levels, they are sent to the Curriculum Review Committee. The appropriate academic leader is responsible to present the proposal to the committee. Proposals are to be created using the University template for curriculum proposals. The committee is primarily responsible for answering the question: Is this curriculum proposal desirable? Secondarily, the committee determines the feasibility of the proposal.
The committee is empowered to decide curriculum issues that do not require general faculty approval. If a curricular decision involves a policy change, the committee sends to either the Undergraduate or Graduate Academic Policies and Procedures Committee the proposed change for review. After review of newly proposed programs, the committee forwards its recommendations to the Faculty Business Meeting. The faculty meeting can refer proposals back to the Curriculum Review Committee if needed.
The committee is also responsible for reviewing the viability of all previously approved academic programs. Programs are reviewed on a five-year schedule (one-fifth to be reviewed every year). The committee presents its findings to the Faculty Business Meeting annually. Thus every program on campus is reviewed at least twice between Northwest Commission on Colleges and Universities (NWCCU) visits. Through the Provost, these annual reports are sent to the Academic Affairs Committee of the Board of Trustees.
Through these functions, the committee assists the Faculty Clerk and the Provost in setting the agenda for Faculty Business Meetings. The Curriculum Review Committee's decisions are sent to the general faculty by e-mail and may still be brought to the general faculty meeting at the request of a faculty member or academic subunit in consultation with the Faculty Clerk and Provost.
Role of the Provost's Council:
The curriculum proposal is sent to the Office of the Provost for consideration by the Provost's Council. The Provost's Council primarily answers the question: Is this curriculum proposal feasible? Secondarily, the council determines the desirability of the proposal. The School Dean brings the proposal to the Provost's Council on behalf of the school. The Provost's Council makes feasibility recommendations to the President's Cabinet in light of the Curriculum Review Committee and/or Faculty Business Meeting approval.
Undergraduate Policies and Procedures Committee
Any undergraduate faculty member on a Faculty Growth Plan is eligible to be appointed to this committee. The committee consists of six faculty members, each for a three-year term (two members to be appointed each year); a representative from the Registrar's Office; and the University librarian. Faculty members are appointed by the Provost in consultation with the Faculty Council. The faculty member who serves as committee chair is appointed by the Provost in consultation with the Faculty Council.
On behalf of faculty, this committee is responsible for reviewing and approving all undergraduate academic policies and procedures that affect academic quality and credit. The committee is responsible for policy changes to the undergraduate catalog each year. Because of this responsibility, new curriculum and curriculum changes involving policy changes are sent to the committee for review after being approved by either the Curriculum Review Committee or the Faculty Business Meeting, or both (depending on the nature of the curriculum change). The committee may initiate policy changes that it determines are necessary for the undergraduate program. These changes are sent to the Faculty Business Meeting for final approval. The committee may meet in joint session with the Graduate Academic Policies and Procedures Committee as needed. Minutes are sent to the faculty by e-mail.
Graduate Policies and Procedures Committee
Any graduate faculty member on a Faculty Growth Plan is eligible to be appointed to this committee. The committee consists of six faculty members, each for a three-year term (two members to be appointed each year); a representative from the Registrar's Office; and the University librarian. Faculty members are appointed by the Provost in consultation with the Faculty Council. The faculty member who serves as committee chair is appointed by the Provost in consultation with the Faculty Council.
On behalf of faculty, this committee is responsible for reviewing and approving all graduate academic policies and procedures that affect academic quality and credit. The committee is responsible for policy changes to the graduate catalog each year. Because of this responsibility, new curriculum and curriculum changes involving policy changes are sent to the committee for final catalog review after being approved by either the Curriculum Review Committee or the Faculty Business Meeting, or both (depending on the nature of the curriculum change). The committee may initiate policy changes that it determines are necessary for the graduate program. These changes are sent to the Faculty Business Meeting for final approval. The committee may meet in joint session with the Undergraduate Academic Policies and Procedures Committee as needed. Minutes are sent to the faculty by e-mail.
School Faculty Meetings
Schools are free to hold meetings of their faculty for the purpose of business, fellowship, and communication. If a school meets regularly, minutes should be taken and sent to the Office of the Provost and reported to the faculty. Schools are free to invite other schools to a meeting when deemed appropriate.
School Deans are free to hold meetings with departmental leaders for the purpose of business, fellowship, and communication. If a school meets regularly as a Dean's Council, minutes should be taken and sent to the Office of the Provost and reported to the faculty. Normally a school's Dean's Council is composed of department chairs.
Coordination of Undergraduate and Graduate Program Initiatives
The Office of the Provost is responsible for the overall leadership of the undergraduate and graduate programs. The Provost's Council (whose members include the Provost, the Associate Vice President for Academic Affairs, and the School Deans) is the primary vehicle for determining the feasibility of curriculum proposals and coordinating undergraduate and graduate program activities. The Provost and Associate Vice President for Academic Affairs meet monthly or as needed with both the Undergraduate Coordinating Council and the Graduate Coordinating Council for the purpose of setting vision, strategic planning, and coordinating administrative duties.
Membership of the Undergraduate Coordinating Council
Membership includes the Provost, the Associate Vice President for Academic Affairs, the School Deans, and the chairs of the various undergraduate departments. Others may be invited to the meetings by the Provost, who is the Undergraduate Coordinating Council Chair.
Membership of the Graduate Coordinating Council
Membership includes the Provost, the Associate Vice President for Academic Affairs, the School Deans, chairs of the various graduate departments, and graduate program directors. Others may be invited to the meetings by the Provost, who is the Graduate Coordinating Council Chair.
For a map showing how the curriculum and academic decision-making process intersects with the other George Fox University governing bodies, click here.
This page was last updated 3-29-2008 17:01:44.
For questions or comments about this page, please email the webmaster.
