University Administration

The President of the University

The president serves as the chief executive officer of the university, having been elected by the board of trustees. The president is responsible for operating the university in accordance with the policies established by the board. Collaborating with the board of trustees, the president formulates and executes the university's mission, vision, values, and strategies to guide efforts toward student success and institutional effectiveness. Additionally, the president represents the board to the faculty and staff, and, in partnership with the board, secures necessary operational and developmental funds, presents the annual budget, recommends it to the board of trustees, supervises executive administrative officers' duties, ensures their proper performance, and assumes leadership for the spiritual life of the campus.

The Executive Leadership Structure of the University

Executive Officers of the University chart

Operations Team

The operations team effectively coordinates various strategic and operational decisions at George Fox University. This team establishes operational goals based on strategic initiatives, assesses goals, and adjusts plans as needed to ensure institutional effectiveness. The president relies on this group of executive officers for advice and counsel on the university's direction. The operations team includes the president, the vice president of academic operations/provost, the vice president for student life, the vice president for enrollment and marketing, the vice president of advancement, the vice president of people & culture, chief financial officer and executive vice president of operations, the vice president for strategy and business development, and the chief of staff. The operations team convenes twice monthly, including one meeting with the president.

Operations Team Members

The Chief Financial Officer and Executive Vice President of Operations

The chief financial officer and executive vice president of operations (CFO/EVPO) is appointed by the president in consultation with the board of trustees. This officer oversees the university's business and financial operations. Responsibilities include assisting the president in university administration, preparing the annual budget, ensuring budget adherence, acting as the chief budget officer, managing university assets and liabilities, supervising the university's insurance programs, preserving assets, coordinating auxiliary enterprises, and reporting university assets annually. The CFO/EVPO serves as the chief advisor to the President on university policy, legal matters, financial matters, administrative/staff personnel issues and serves on the Business Management Committee of the Board of Trustees. Administrative units under the CFO/EVPO include financial services, information technology, data analytics, plant services, mail services, and student accounts.

The Vice President of Academic Operations/Provost

The vice president of academic operations/provost (VPAO/Provost) is appointed by the president in consultation with the board of trustees. The VPAO/Provost manages graduate and undergraduate academic programs at the university. This officer reports directly to the president and provides oversight to academic programs, including the enterprises, library, faculty development, the Center for Study Abroad, assessment and institutional research, student success, student learning-support services, and the Center for Peace and Justice. In the president's absence, the VPAO/Provost assumes the necessary authority and responsibility for university governance. Furthermore, the VPAO/Provost serves as the chief advisor to the president on university policy, especially in academic affairs, faculty personnel issues, program design, and appointment of faculty to committees. The VPAO/Provost also holds ex-officio membership on all faculty committees.

The Vice President for Advancement

The vice president for advancement is appointed by the president in consultation with the board of trustees. This officer leads the strategic plan for fundraising and fostering relationships and partnerships with alumni, parents, and the broader community in support of the university's mission. This vice president also leads the fund-development team and collaborates with academic leaders to support their fundraising efforts, as well as supporting the president and board of trustees in their fundraising endeavors.

The Vice President for Enrollment and Marketing

The vice president for enrollment and marketing is appointed by the president in consultation with the board of trustees and serves as the administrative officer responsible for representing the university to various constituencies. Reporting directly to the president, this officer develops and executes annual marketing strategies; manages strategic recruitment, enrollment policies and procedures; and ensures compliance with federal regulations for financial aid and academic records, including FERPA (Family Education Rights and Privacy Act of 1974). Administrative units under the vice president for enrollment and marketing include admissions, international recruitment, registrar, financial aid, career and academic planning, and marketing communications. The VP for enrollment and marketing also serves on the Business Management Committee of the Board of Trustees.

The Vice President of People and Culture

The vice president of people and culture is appointed by the president in consultation with the Board of Trustees and develops strategies to support the organization's mission, vision, and business objectives through effective leadership of the people and culture team and participation in the executive leadership team. This role includes fostering a thriving organizational culture centered on Christ, the mission, and student service. Responsibilities encompass overseeing diversity, inclusion, and belonging, talent acquisition, learning and development, employee retention, compliance, employee relations, payroll, and benefits.

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 serves as the chief student-life officer. Reporting directly to the president, this officer acts as the chief advisor to the president and vice president of academic operations/provost regarding student-life policies and concerns. The vice president for student life, oversees various administrative units, including campus safety and security, student activities and programming, student recreation, student care, student conduct, intercollegiate athletics, intercultural student services/programs, residence life and housing, commuter programs, spiritual life programs, and parent programs.

The Vice President for Strategy and Business Development

The vice president for strategy and business development is appointed by the president in consultation with the board of trustees, reporting to the chief financial officer and executive vice president of operations. Responsibilities include overseeing special projects as directed by the president and CFO/EVPO, collaborating with the leadership team on strategic initiatives, and acting as the principal external agent for the university, working with corporations, non-profits, and governmental organizations to achieve strategic plan objectives.

University Leadership Council

The university leadership council (ULC) ensures broad input in the operational and strategic work of the university. Membership includes all members of the operations team, the vice president of George Fox Digital, the chief diversity officer, the executive deans, and three faculty representatives (one from each enterprise). The ULC aids the president in addressing important university-wide issues, including program approval, curricular changes, and policy changes. Meetings are held monthly from September through May.

Academic Leadership Team (ALT)

Academic Affairs Organization Chart

The Academic Leadership Team is led by the Vice President of Academic Operations/Provost and consists of the following members.

The Vice President of George Fox Digital

The vice president of George Fox Digital (GFD), appointed by the president, holds a terminal academic degree and provides university-wide leadership, strategy, and direction for George Fox Digital. This unit is responsible for creating high-quality digital academic programs and other content, collaborating with enterprise leadership and faculty on online initiatives, and expanding the university's academic programming beyond its traditional boundaries. The Vice President of GFD works closely with GFD staff and faculty to manage the budget, determine faculty loads and instructional strategies, and collaborate with internal and external partners to achieve the university's mission and enhance its brand. The vice president of GFD also represents George Fox University to external constituencies when necessary and oversees the quality of the university's digital academic programming within GFD's scope.

The Executive Dean of the Cultural Enterprise

The executive dean of the Cultural Enterprise, appointed by the operations team, reports to the vice president of academic operations/provost and holds a terminal academic degree. This dean provides leadership for graduate and undergraduate programs within the Cultural Enterprise, including the College of Humanities, College of Education, School of Theology, Cornerstone Core, and George Fox Honors Program. Responsibilities include budget management, faculty-load determination, and strategic planning for faculty recruitment. The executive dean of the Cultural Enterprise recommends faculty hires to the president and vice president of academic operations/provost and represents George Fox University to external constituencies.

The Executive Dean of the Industrial Enterprise

The executive dean of the Industrial Enterprise, appointed by the operations team, reports to the vice president of academic operations/provost and holds a terminal academic degree. This dean provides leadership for graduate and undergraduate programs within the Industrial Enterprise, including the College of Engineering, College of Business, School of Natural Science, and School of Communication and Design. Responsibilities include budget management, faculty-load determination, and strategic planning for faculty recruitment. The executive dean of the Industrial Enterprise recommends faculty hires to the president and vice president of academic operations/provost and represents George Fox University to external constituencies.

The Executive Dean of the Portland Seminary

The executive dean of the Portland Seminary, appointed by the operations team, reports to the vice president of academic operations/provost and holds a terminal academic degree. This dean provides leadership for graduate programs within the Portland Seminary, including the MDiv, MALC, MASF, MATS, DMin, and DLGP programs. Responsibilities include budget management, faculty-load determination, academic oversight, maintenance of relationships with denominations and churches, promotion of seminary advancement, and service as the principal liaison to the Association of Theological Schools. The executive dean of the Portland Seminary recommends faculty hires to the president and vice president of academic operations/provost and collaborates with the board of trustees through the seminary board of regents and the academic-affairs committee.

The Executive Dean of the Wellness Enterprise

The executive dean of the Wellness Enterprise, appointed by the operations team, reports to the vice president of academic operations/provost and holds a terminal academic degree. This dean provides leadership for graduate and undergraduate programs within the Wellness Enterprise, including the College of Nursing, College of Psychology, College of Social Work, College of Counseling, College of Physical Therapy, and College of Medical Science. Responsibilities include budget management, faculty-load determination, and strategic planning for faculty recruitment. The executive dean of the Wellness Enterprise recommends faculty hires to the president and vice president of academic operations/provost and represents George Fox University to external constituencies.

University-Wide Program Directors

Executive Director of Institutional Effectiveness and Chief Accreditation Officer

The executive director of institutional effectiveness leads initiatives to support the university's commitment to institutional effectiveness, mission fulfillment, a culture of assessment, continuous improvement, and accreditation compliance. As chief accreditation officer, the executive director represents the university as the NWCCU accreditation liaison officer (ALO) and reports to the vice president of academic operations/provost.

The Faculty Development Director

The faculty development director cultivates an excellent faculty in the areas of faith integration, teaching, scholarship, and service. Responsibilities include overseeing Christian mission and faith integration, faculty development programs and retreats, faculty coaching, instructional support, and involvement in faculty personnel processes. The director reports to the vice president of academic operations/provost.

The Director of the Center for Peace and Justice

The director of the Center for Peace and Justice coordinates on-campus programs related to peace and justice issues and global concerns. Responsibilities include organizing the annual Woolman Peacemaking Forum and the Global Issues Forum. The director reports to the vice president of academic operations/provost.

The Director of Learning Support Services

The director of learning support services (LSS) leads a team responsible for managing university learning centers, disability and accessibility services, the academic success program, and other initiatives to support student academic success. The director frequently collaborates with faculty to enhance student learning. Reporting to the VPAO/Provost, the director oversees various aspects of student academic support.

The Library Director

The library director provides leadership and management for the library, including budget preparation, strategic direction, staffing, librarian and staff evaluation, and collection and service evaluation. The library director also represents George Fox University to external groups, including participation in the council for the Orbis Cascade Alliance. The director reports to the vice president of academic operations/provost.

The Director of the Center for Study Abroad

The director of the Center for Study Abroad sets policies for semester-long study programs and oversees partnerships with international universities. Responsibilities also include curricular direction for the Juniors Abroad program, international travel protocols, and handbook updates. The director reports to the vice president of academic operations/provost. 

Academic Programs

Deans, Department Chairs, and Program Directors

Leadership

Deans, department chairs, and program directors hold significant leadership roles within the university. They lead faculty members in the development and regular updating of a strategic plan. Their role involves motivating faculty to excel in teaching, service, and scholarship. They also facilitate faculty gatherings for planning, administrative matters, and social interactions. In addition, they assist faculty members in accessing resources for their scholarly pursuits, both from the university and external sources. Furthermore, they ensure that faculty provide effective advising and mentoring to students in their classes and within the department's majors. Collaboration with the executive director of institutional effectiveness is integral to guarantee comprehensive assessment of the program's student learning outcomes.

Program Development

Deans, department chairs, and program directors collaborate with their faculty to create proposals for curriculum innovations and changes. They guide these proposals through the approval process as outlined in the governance section of the handbook. They represent their department's perspective in university meetings and decision-making processes.

Management

Deans, department chairs, and program directors are responsible for managing departmental operating budgets and approving expenditures within these budget constraints. They develop budgets, faculty loads, schedules, and catalog information in a timely manner, working in consultation with the academic-administration staff. They ensure that faculty members have the necessary teaching materials while adhering to budget limitations. Additionally, they conduct annual evaluations of faculty members within their departments and oversee departmental support staff. They also supervise student employees assigned to the department, ensuring careful selection, appropriate assignments, and effective supervision.

Mentoring

Deans, department chairs, and program directors offer support, guidance, and assistance to faculty members in their respective departments, particularly to new faculty. They serve as mentors and exemplify a mature spiritual life, actively caring for the spiritual development of both students and faculty, with a particular emphasis on integrating faith and knowledge.

University Governance

In addition to the responsibilities carried out by the university administration, university governance is facilitated through the efforts of university standing committees and the faculty-governance system. The latter employs a combination of enterprise committees and university-wide councils.

Faculty Governance

Given the enduring commitment to shared governance in higher education, the faculty bears the responsibility of actively participating in the oversight of the university's academic programs. This commitment is rooted in the principles of maintaining consistent communication among the faculty, administration, and all stakeholders within the university community.

The faculty-governance process, as outlined below, is designed to establish a substantive platform for faculty, administration, and other stakeholders to engage in shared governance. It serves as a centralized hub for the expression of faculty perspectives.

Values

George Fox University seeks to embody the following values in its faculty-governance and decision-making processes:

• Community Ownership of Programs and Policies: Academic policies and programs should incorporate the input, support, and encouragement of the entire university community.
• Mutual Accountability: Faculty members are collectively responsible for upholding academic integrity and responsible stewardship of resources.
• Access and Participation: Regardless of official roles, all faculty members possess valuable judgment and insights that can contribute to decision-making.
• Transparency and Communication: Trust is nurtured through transparent decision-making processes and the dissemination of information.
• Respect for Individual Integrity and Academic Subunits: Individuals and academic units should have the freedom to operate without burdensome scrutiny, assuming that they act with integrity and competence.
• Efficiency and Timeliness: Proposals and matters should be addressed promptly to ensure effective governance.
• Spiritual Discernment: The purpose of decision-making processes is to discern and align with God's will.
• Quaker Distinctives: George Fox University acknowledges and values the unique Quaker approaches to organizational life, striving to preserve and enhance them.
• Diversity: In line with the George Fox University Theology of Racial and Ethnic Diversity, faculty deliberations are deemed more enriching and equitable when conducted by diverse groups.

Friends Ethos in the Governance Process

In alignment with our Quaker heritage, the Friends ethos will be incorporated into faculty governance. This will involve the utilization of practices such as discerning the sense of the meeting and employing Quaker decision-making methods within our various committees and councils. For a comprehensive description of how the Friends ethos will be implemented in faculty governance, please refer to the accompanying document.

Faculty Governance Structure

Faculty governance will be organized by distributing ongoing university responsibilities, decisions, and tasks among four pathways of faculty governance: innovation, curriculum, personnel, and finance & data.

Within each pathway, collaborative work will occur across three levels: at the enterprise level (within enterprise committees), at the university-wide level (within university-wide councils), and at the executive level, as illustrated in the graphic provided. An overview of the structure of the enterprise committees and university-wide councils can be found here. Each academic year's list of faculty elected and appointed to positions in the faculty-governance structure is available in the academic affairs office.

For more detailed information about the roles and responsibilities of committees and councils within each pathway, please consult the "pathways descriptions" section below.

University-Wide Councils

Four university-wide councils will be established to address broader university-related matters, with one council corresponding to each of the four pathways. Each council will comprise 4-9 faculty members (1-2 representatives) from the cultural, industrial, and wellness enterprise committees, one representative (faculty or administrator) from the Portland Seminary and the library as appropriate, and 3-6 administrators (refer to the provided table for details).

The curriculum, personnel, and finance & data councils will each have a faculty clerk elected by the entire faculty. Faculty representatives on these councils will be elected by their respective enterprises. The innovation council clerk will be either a faculty member or administrator, appointed by the president in consultation with the operations team. The remaining members of the university-wide innovation council will be appointed by the president in consultation with the academic leadership team (ALT).

Curriculum, personnel, and finance & data council representatives from the Portland Seminary and the library will each be elected by their entire respective groups. Nominations of faculty for election can be made by any faculty member, academic administrator, or staff member.

Enterprise Committees

Within each enterprise, four faculty-governance committees will address enterprise-level matters, with one committee corresponding to each of the four pathways. Each committee will have a faculty chair and will consist of 4-8 faculty members (1-2 from each school/college) and 0-1 administrators (refer to the provided table for details).

For the cultural, industrial, and wellness enterprises, elected faculty representatives to university-wide councils must also be members of the corresponding enterprise committee. The remaining members of the enterprise committees will be selected by academic leadership from a list of faculty members who have volunteered or been nominated to serve in that area.

Due to its size and unique characteristics, the Portland Seminary will not have enterprise committees. Instead, it will conduct all enterprise-level business within its department. George Fox Digital (GFD) and the library currently operate outside the enterprise structure and will likewise handle all committee-level business within their respective departments.

Enterprise Representatives to the Board of Trustees and the University Leadership Council

To facilitate communication and collaboration throughout the university, faculty from the cultural, industrial, and wellness enterprises will each nominate faculty leaders from their own enterprise. These leaders will represent all faculty members as members of the university leadership council (ULC). The president, in consultation with the operations team, will appoint three representatives from the accepted nominees, with one representative from each of the three enterprises. These representatives will also serve as faculty representatives to the board of trustees, which includes providing a report to the academic subcommittee of the board in October and March.

Eligibility, Elections, and Terms of Service

The terms of service for all elected positions will be two years. Elections will be administered by the personnel council and will occur annually, with staggered terms to ensure continuity.

Faculty members with a greater than half-time teaching load who are not deans or directors are eligible to stand for elections to the councils (with the exception of library faculty members). Faculty members at adjunct status, visiting instructors, or with predominantly administrative roles are encouraged to serve in other capacities if desired. For the university-wide council clerk roles and faculty representatives to the ULC, individuals should have a teaching load of 0.75 or higher and not hold positions as deans or directors. Additionally, members of the personnel council and enterprise-level personnel committees should, if possible, hold tenured positions. Nominations of faculty to stand for election can be submitted by any faculty member, academic administrator, or staff member.

Pathways Descriptions

Below are brief descriptions of the work of each pathway, both at the university-wide- council level and the enterprise-committee level. More detail can be found in this document.

Innovation Pathway

The innovation-pathway council and committees will be responsible for considering ongoing market trends in higher education and recommending how the individual enterprises and the university more broadly can and should creatively move into the future. They will be encouraged to try out, experiment with, and evaluate new and/or innovative mission-centered changes.

General tasks of the university-wide innovation council include:

• Nurturing a culture of campus innovation (academic and university-wide)
• Analyzing market trends in higher education
• Working to innovate nimbly and thoughtfully for future impact and revenue generation

General tasks of the enterprise innovation committees include:

• Developing, implementing, and experimenting with new or innovative changes
• Evaluating opportunities for new academic programs/modalities
• Considering proposed innovative ideas from faculty and administrators from their enterprise
• Establishing and maintaining external partnerships

Curriculum Pathway

The curriculum-pathway council and committees will be responsible for assessing the merits of the various curriculum changes proposed by departments, schools, colleges, and/or other entities, ensuring each aligns with the university's mission and then deciding either to approve them or not. It is likely that, as part of this process, many proposals will need to be evaluated by the finance & data committee to assess the fiscal impacts of each proposal. An additional task of the curriculum council will be to collaborate with the executive director of instructional effectiveness to ensure the university-wide assessment plan is being implemented, and that schools and programs are using their assessment data to refine their programs. 

General tasks of the university-wide curriculum council include:

• Evaluating the merits of and approving major curricular changes (new majors, new programs, new or significantly changed courses, modified major/minor requirements, etc.)
• Evaluating the merits of changes to the Cornerstone Core
• Evaluating the merits of interdisciplinary certificates
• Ensuring the university-wide assessment plan is implemented and its data is used in the improvement of academic outcomes 
• Establishing and maintaining a consistent process across all academic units for the proposal of, approval of, and implementation of all curricular changes 
• Communicating all curricular changes to the registrar’s office

General tasks of the enterprise curriculum committees include:

• Approving minor curricular changes
• Program assessment and refinement (data analysis, implementing course changes)
• Course-section sizes and delivery modalities
• Ensuring catalog language is updated and accurate

Personnel Pathway

The personnel-pathway council and committees will be responsible for handling faculty questions, concerns, and planning around faculty hires, tenure recommendations, and peer reviews at the enterprise level. The university-wide personnel council will be responsible for faculty development, faculty grievances, faculty compensation discussions, policies and procedures, and running elections. In addition, the university-wide personnel council is tasked with ensuring equity in the tenure-review process across enterprises. 

General tasks of the university-wide personnel council include:

• Managing faculty elections and approving faculty committee assignments
• Faculty development 
• Faculty compensation advocacy and discussions
• Policies and procedures, including updating the faculty handbook
• Faculty grievances

General tasks of the enterprise personnel committees include:

• Faculty hiring
• Faculty peer reviews
• Tenure recommendations
• Faculty loads

Finance & Data Pathway

The finance-&-data-pathway council and committees will be responsible for developing and maintaining an academic-resource model designed to enable faculty members and administrators to make decisions and develop proposals that are informed by data and the financial realities of the university. This information needs to be relevant, accessible, and clearly explained to faculty and administrators. The committees and council will be responsible for responding to requests for data from other pathways. This group will also provide a set of parameters that define a healthy program and assist in improving program health as well as providing input and guidance regarding needed or desirable data for informing these decisions. This team will maintain the faculty-governance website that will house the decisions/documentation for the whole governance structure. 

General tasks of the university-wide finance & data council include:

• Creating and maintaining a faculty-governance website
• Making financial information and relevant data accessible for programs and other governance pathways
• Analyzing costs of proposed academic changes
• Setting up and implementing process for assessment of program health 
• Faculty-development budget
• Compliance with FAO financial policies and processes

General tasks of the enterprise finance & data committees include:

• Assisting with assessment data collection
• Evaluating program health and improvements
• Equipment budget for academic programs
• Capital equipment requests

Short-Term Task Forces and Ad Hoc committees

For any short-term or temporary business not covered by the four pathways, a temporary task force will be created. Examples of work likely to be done by short-term task forces include:

• Handbook revisions
• Creation and implementation of articulation agreements
• Evaluating the merits of starting a new program
• Other faculty-governance tasks not addressed in relationship to the four pathways, as they may arise

Governance Working Schedule

To facilitate effective communication and collaboration across pathways, all university-wide councils will convene on the same day, twice a month, at a consistent time, as per individual schedules. Typically, these meetings will take place in separate rooms; however, they retain the flexibility to choose to convene jointly as circumstances dictate. Furthermore, the four councils may find it necessary to conduct year-round business, including during the summer months. Faculty members not under contract at the time of a governance meeting have the option to attend these meetings voluntarily.

While not obligatory, it is recommended that each enterprise committee also convene at the same time and on the same day as the councils, with meetings occurring on alternating weeks. The anticipated time slot for these gatherings will likely be Wednesdays from 3:30-5:00 pm. Consequently, the councils will meet on the 2nd and 4th Wednesday of each month from 3:30-5:00 pm, while the committees will convene on the 1st and 3rd Wednesday of each month from 3:30-5:00 pm.

This schedule has been devised to enhance communication and cooperation within the governance structure of the university, ensuring that essential decision-making bodies convene regularly and address crucial matters efficiently.

Faculty Leadership Team and Communication Across Pathways

To facilitate communication and collaboration among the various pathways, monthly meetings will be conducted by the faculty leadership team (FLT), consisting of the four council clerks and the three enterprise representatives to the university leadership council (ULC) and the board of trustees. These meetings will be scheduled immediately following each council meeting, ensuring that the different councils maintain awareness of each other's activities and promote a coordinated approach. It is important to note that the FLT will not possess decision-making authority; rather, its primary function is to enhance communication and collaboration among the pathways.

In cases where situations necessitate input, discussion, or decision-making that falls beyond the purview of the established pathways, the faculty clerks hold the authority to convene a special session, involving faculty representatives from all four councils. Moreover, special sessions may be convened for faculty representatives to express concerns related to university direction or governance.

This approach is designed to foster open communication and effective collaboration across the university's governance structure, allowing for timely responses to emerging issues and concerns.

Business, Work, and Information Flow

At all levels, work will be presented to these committees as inform/input, consent, or decision items as detailed below.

• Inform/Input items are intended for sharing information and/or seeking input when no decision is being made.
• Consent items are items that have been approved by one unit (an enterprise committee or a department), but the authority to decide rests at a different level. Unit leader(s) may send the proposal to the higher level as a matter of consent, in which case the decision is approved unless some member of the higher unit objects within a set time frame.
• Decision: Sometimes units develop proposals that need information and approval from others. They send their ideas to other units for feedback and to the appropriate unit for a decision. Decision items do not mean that the unit has final authority, but rather that approval from that unit is needed before a proposal can move forward.
• Redirection: Consent items may be moved to decision items as deemed necessary by the committee/council.

For details on the types of business likely to be inform/input, consent, or decision, as well as where final approval lies, see the "Decision Matrix" document.

Below is an overview of the general process used for workflow in an attempt to maximize clarity, efficiency, and communication.

• Proposals, discussion items, forms, and other orders of business will be housed and submitted using the faculty-governance website/drive.
• New business (ideas, proposals, etc.) can be brought forward by anyone at the university (faculty, administration, department, etc.).
• After any relevant departmental considerations, new business will then move to the appropriate committee(s) within the appropriate enterprise(s). If the business is relevant to more than one committee, then both can consider it concurrently.
• Upon approval at the enterprise-committee stage, business will progress to the university-wide council level as either an inform, consent, or decision item as appropriate.
• Business will then be conducted in the same manner as at the committee level as needed and passed on to the ALT and/or ULC as appropriate.
• If at any point a piece of business is not approved or moved forward, it will return to its originators for revision with constructive feedback or may be set aside or discarded.
• Reporting of the work and business of each committee/council at each level will be given at the regular enterprise-wide meetings and logged on the governance website.
• In addition, business in the pipeline and decisions that have been made will be kept updated on the faculty-governance website.

This process aims to ensure transparent and efficient handling of proposals and business within the university's governance structure.

Approval Process for Academic Programs and Policies

Guiding Principles

Working effectively in academic governance requires careful and regular attention to these issues:

• The university’s mission
• The financial results of proposals
• The impact on student learning and spiritual growth
• Communication with the other “stakeholders” in the governance process
• Strategic goals of the university

Faculty members individually and corporately have major responsibilities in developing and processing program and policy proposals. Colleges, academic departments and schools, committees, and councils process ideas that arise from any source.

Among the stated duties of the president is to “secure the endorsement of the board of trustees for changes in policy adopted by the faculty, and to delegate to appropriate officers the implementation of such policies.” This partnership of the administrators and the faculty in processing proposed changes in programs and policies requires careful consultation throughout the process.

Among the responsibilities of the board of trustees, as stated in Article II of the George Fox University bylaws, is to “establish and review the educational programs of the university and establish the academic standards to be observed by the university.” The board chair consults with the president to determine proposals that warrant discussion by the academic-affairs committee of the board and the full board.

University Standing Committees

The following committees operate as faculty committees by conducting business consistent with the faculty responsibility to oversee the curriculum and academic policies of the university, and by working with other administrative units of the university to coordinate their duties and visions with the academic programs. Thus, committees become very important in giving opportunities for full discussion and fact-finding before presentation to the university-wide councils or ALT and final action.

General procedures for committees are as follows:

• Members are appointed by the academic affairs office in consultation with the academic leadership team (ALT).
• Committee chairs may be chosen by the vice president of academic operations/provost and approved by the academic leadership team.
• All committee meetings are scheduled by the chair.
• Committee minutes are to be distributed to the academic-affairs office and committee members, with minutes also posted electronically so that they are available to all members of the faculty.
• Committee recommendations and action items may be forwarded to the consideration of the university councils and the academic leadership team for further consideration and discussion.
• Committee agendas may come from the vice president of academic operations/provost, academic deans, committee members, or individual faculty members.
• Committees should be composed of at least five faculty members unless committee guidelines state otherwise.

Academic Appeals Board

The academic-appeals board meets when there is a grade appeal escalated from a dean's decision on a grade appeal. This board is responsible for grade appeals for both undergraduate and graduate courses. Appeals may come from students or faculty members.

Academic (Graduate) Standing Committee

This committee is responsible for reviewing graduate-student appeals of academic standing. Appeals are limited to questions concerning proper use of the process for determining academic standing.

Academic (Undergraduate) Standing Committee

This committee is responsible for reviewing student appeals of academic suspension, advising students on academic probation and suspension concerning their academic performance, and advising the registrar regarding the academic status of students who do not meet grade point average (GPA) requirements. A representative of the academic affairs office may be included in the membership. See a more thorough explanation of academic probation here.

Admission Committees

A variety of programs have admissions committees that serve as an advisory body to the vice president for enrollment and marketing, helping that person to understand more specifically who can be served at George Fox University. The committees help establish procedures, monitor recruitment methods, and make admissions decisions. Committees exist for each of the graduate programs and are led by the program director of the respective programs.

Aesthetics Committee

The aesthetics committee develops and maintains a consistent and coordinated university image through campus aesthetics. The Chair and committee membership are appointed by the VP of Enrollment and Marketing. Faculty representatives are appointed by the vice president of academic operations/provost. This committee reports to the VP of enrollment and marketing.

Assessment Committee

The assessment committee designs and oversees the overall university assessment structure, evaluating department assessment plans and processes against outcome assessment best practices.

Athletics Committee

The Athletics Committee acts in an advisory role, processing initiatives and changes.

Brandt Art Fund Committee

The Brandt Art Fund committee manages and maintains the GFU art collection, exhibits, and visiting artists; establishes the guiding philosophy and governance for the collection, coordinating with the university community on art selection and placement; and oversees the art collection budget. This committee reports to the chief financial officer and executive vice president of operations.

Cornerstone Core Committee

The Cornerstone Core committee oversees, assesses, and manages the on campus (non-honors) general-education curriculum at GFU. This committee considers proposals for changes to the curriculum as well as new proposals for exceptions to general-education requirements that are not covered by previously established procedures. The committee sets processes and procedures for maintaining consistency and quality across the Cornerstone Core, including oversight of assessment processes for Cornerstone outcomes. This committee also sets strategic objectives related to Cornerstone integration of faith and character, and faculty development for Cornerstone faculty. Reports to the executive dean of the cultural enterprise.

Faculty Development Committee

The faculty-development committee awards financial support for faculty-development grants, writing workshops, and faculty leaves; organizes and supports faculty research forums and faculty lectures; evaluates and selects undergraduate and graduate scholars of the year.

Financial Aid Committee

The financial-aid committee reviews suggested policy changes involving institutional aid and considers appeals from students who have not been making satisfactory academic progress. Chair and membership appointed by chief financial officer and executive vice president of operations and the vice president of enrollment and marketing. Faculty representatives appointed by the vice president of academic operations/provost. Reports to the chief financial officer and executive vice president of operations.

Institutional Diversity Committee

The institutional-diversity committee provides strategic direction in developing and overseeing initiatives furthering institutional-diversity efforts. Faculty representatives are appointed by the chief diversity officer in collaboration with the vice president of academic operations/provost and the academic-leadership team. “The Institutional Diversity Committee seeks to embed the values of diversity throughout the university through pursuing inclusive excellence. Inclusive excellence is the recognition that our success at spiritual, academic, and professional preparation of our students is dependent on the values of diversity, equity, and inclusion being embedded into all aspects of university life. In addition, as a Christ-centered community, we seek to be a multicultural community committed to God’s vision for shalom in our community, nation, and world.” In addition to staff and administrators, one faculty member from each enterprise will be nominated to the committee.

Institutional Review Board: Animal Care Committee

This committee evaluates and approves laboratory protocols involving the use of animals. to meet required regulation under the law and to comply with our Quaker Values. This committee reports to the vice president for academic operations (VPAO/Provost).

Institutional Review Board: Human Subjects Research Committee

This committee ensures that researchers follow accepted ethical standards when conducting human research. Reports to vice president for academic operations (VPAO/Provost).

Mission Fulfillment/Element Teams

Mission-fulfillment teams review data associated with mission-element objectives and make recommendations based on their data analysis. There are five teams: mission- fulfillment leadership team, Christ-centered-community mission-element team; think-with-clarity mission-element team; act-with-integrity mission-element team; and the serve-with-passion mission-element team. Mission-element teams are led by the executive director of institutional effectiveness and report to the vice president of academic operations/provost.

Richter Committee

This committee sets the criteria for the Richter Scholar Program grants, solicits student research proposals, screens the proposals, and selects the recipients. In addition, the committee (particularly the committee chair) promotes the program, monitors compliance with the terms of the grants, and accounts for Richter funds.

Safety Committee

The safety committee works to meet OSHA regulations and ADA requirements, establishes accident- investigation procedures, reviews all accidents and recommends preventative action, establishes employee reporting processes for hazards, evaluates safety accountability, and recommends improvements to meet ADA standards. Chair and membership appointed by chief financial officer and executive vice president of operations. Faculty representatives appointed by the vice president of academic operations/provost. Reports to the chief financial officer and executive vice president of operations.

Sexual Misconduct CARE Team

The George Fox Campus Awareness, Response and Education (CARE) team’s purpose is to lead and support our campus in pursuit of being a Christ-centered community that fosters a safe living, learning, and work setting for students, employees, and visitors, free of harassment, discrimination, and violence. Faculty representation will be on a rotating basis. Reports to the vice president of student life.

Space & Projects Committee

The Space & Projects Committee reviews ongoing campus facility needs, makes recommendations, considers space usage, establishes priorities, and manages long range planning issues.  The Chair and committee membership are appointed by the Chief Financial Officer and Executive Vice President of Operations.   This committee reports to Chief Financial Officer and Executive Vice President of Operations.

Student Life Appeals Board

This board hears appeals from students who have been suspended for non-academic reasons. Reports to the vice president of academic operations/provost and vice president for student life.

Student Support Network

The student-support network identifies struggling students and provides timely intervention. The chair and membership are appointed by the vice president for student life. Faculty representatives are appointed by the vice president of academic operations/provost. This group reports to the vice president for student life.

Study Abroad Committee

The study-abroad committee distributes information, coordinates activities, provides direction to exchange programs, and formulates policy, including those associated with our sister-school relationships. The director of study abroad serves as chair. Reports to VPAO/Provost.

Teacher Education Committee

The purpose of the Teacher Education Committee (TEC) is to review student data to determine if students meet the criteria to be admitted to the undergraduate teacher- education program. This committee seeks to understand, along with student data, the whole student in approaching decisions. During each meeting, the team reviews data to verify that students in the program are continuing to meet the requirements. When a student is not admitted or is not meeting the requirements, the TEC sends the communication to the student. The team also works through the appeals process when a student appeals a decision directly related to the undergraduate teacher-education program.

Thriving Student Experience

The thriving-student-experience committee focuses on fostering connections and promoting student well-being at George Fox University. This committee seeks to create a holistic college experience rooted in the university's mission, through moments of connection and care for students, from initial inquiry to long-term alumni engagement. Leveraging existing data, the committee improves student processes, expands operational practices, and inspires students to become active stakeholders in the institution.