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Expectations of Faculty

The following are expected of those who are employed as faculty at Shepherd University, especially those employed on a full-time tenured or tenure track appointment. New are mentored within their home departments.

a.  Effective teaching is the product of such elements as:

  1. competency in one’s field which engenders the respect of one’s colleagues;
  2. interested effort and enthusiasm on the part of the instructor toward the students and their work;
  3. demonstrated progress on the part of the students, as seen in their interest in learning, their desire for scholarship, and their effective effort toward self-improvement and cooperative endeavor;
  4. utilization of effective teaching tools and best practices as outline in resource from the Center for Teaching, Learning, and Instructional Resources.

b.  Professional Growth

In addition to the actual accumulation of graduate credits, professional growth may be judged by evidence of scholarly interests such as active membership in societies of interest and pertinence, and including attendance and active participation at meetings of such societies at the state, regional, and national level.

 Philosophy, Guidelines and Procedures for the Allocation of Professional Development Monetary Support

Continued professional development is a reasonable expectation of full-time university faculty and faculty should actively seek opportunities for such development.  Shepherd University has an institutional responsibility to encourage the continued professional development of its full-time faculty through the allocation of funding to help to defray costs related to involvement in activities which will enhance the abilities of its faculty to engage more effectively in the primary mission of undergraduate instruction.

Such development support may be directed to reimbursement of the costs of travel, lodging, meals and/or registration fees associated with participation in professional meetings or other formal activities of the individual academic disciplines.  Any other proposals for which support may be solicited (e.g. for research) should be clearly and directly related to the primary mission of each full-time faculty member as an instrument of undergraduate and graduate instruction.

It is both appropriate and necessary that procedures and policies be developed and adopted to provide the necessary elements of “quality control” and “quality assurance” for the benefit of faculty among all of the diverse disciplines and to be accountable to agencies external to the faculty of the several diverse disciplines.  If it is true that the faculty of a particular department or discipline can easily recognize and evaluate the appropriateness and validity of professional development activities within that department or discipline, that department faculty should be able to explain, describe and justify such professional activity to external interests as well, including faculty of other disciplines.

At the beginning of each fiscal year, every academic department should be allocated, as a part of its operating budget, an amount of money designated for Professional Development.  Generally, this amount will be proportional with regard to the number of full-time, continuing faculty assigned to a college.  Faculty on sabbatical leave are included in any determination of this proportional allocation.  Several academic departments have Educator Preparation Program Council (EPPC) faculty affiliated with them.  Since these faculty are expected to participate in professional development as EPPC members as well as in professional development for their chosen academic discipline, academic departments with EPPC faculty will receive a supplementary allocation to support EPPC-related professional activity.  The level of such supplementary support is determined by negotiation among the chairs of departments with EPPC faculty, the Director of Teacher Education and the Provost/VPAA.

Each academic department will establish a prioritized list and detail specific activities, which are recognized as being legitimate for enhancing or promoting undergraduate instruction within the discipline.  This department list will include any recommendations regarding the proportion of total individual project costs (e.g. all, one half, travel only, up to a specified amount, etc.) which ordinarily should be funded and clearly state that department’s criteria for constructing its priority.  Copies of this prioritized list will be provided to the Chair of the Professional Development Committee, the Provost/VPAA and the President of the University.  These individuals will review the departmental documents and, if necessary, negotiate changes, which would insure institutional consistency.

Faculty wishing to obtain funding to support professional development activities will consult their departmental prioritized listing and will complete and submit a Professional Development Project Proposal form to the appropriate Department Chair/School Director.  The chair will review the proposal and, after consultation with the faculty member making application, make a recommendation for support to the College Dean. The Provost may accept the recommendation of the College Dean and authorize the recommended level of support. If the Provost/VPAA chooses to reject or modify the support level recommended it must be following consultation with the College Dean in question.  It is expected that the Provost/VPAA would reject or modify the Dean’s recommendation only due to the depletion of that College’s budget allocation for professional development.

Any faculty member receiving money for reimbursement of approved professional development activities shall be required to prepare a brief (1-2 page), but informative summary of the activity that took place, outlining the degree of success with which the activity met the anticipated goals or ends specified in the project proposal document.  This brief report shall be submitted to the Department Chair/School Director and College Dean no later than one calendar month following the completion or conclusion of the supported project or activity.  The respective Chair/Director and Dean will maintain a file of such reports and will provide a copy of each report to the Provost prior to the end of the academic year.  Failure to submit such a report may jeopardize a faculty member’s access to future professional development support.

c.  Service to the University and Community

Members of the faculty are encouraged to take an active part in the professional and social life of the communities and area served by the University.  Because the University is interested in maintaining constantly the good will and confidence of its constituencies and the public at large, it is expected that each faculty member will contribute to the sum total of community goodwill.  Areas where such contributions may be made are excellence in instruction, off-campus professional appearances, and membership/participation in civic or service organizations.

Demonstrated evidence of University service is expected and may be judged by willingness to:

  1. participate actively in administrative and faculty projects, such as committee assignments, curriculum revisions, etc.;
  2. accept and fulfill educational responsibilities outside the classroom, such as identification with movements of genuine educational character or those activities by which the University and the teacher come to greater prestige and usefulness in the community, state, and nation;
  3. participate in forums, conferences, in-service work, addresses, etc., all of which play a part in public relations.

d. Earned Doctorate or terminal degree

All full-time faculty members employed at Shepherd University who do not have the doctorate or terminal degree in the field from a recognized regionally accredited institution of higher education at the time of employment are expected to work progressively toward the doctorate unless there is a specific written agreement to the contrary at the time of their employment.