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QATAR UNIVERSITY

Faculty Handbook Spring 2012

FACULTY HANDBOOK

Academic Bylaws, Faculty Senate Bylaws,

And the QU Academic Policies and Procedures

Spring 2012

Produced by

Office of Institutional Planning and Development

QATAR UNIVERSITY


Preface

This Faculty Handbook is designed to complement the human resources policies and procedures that can be found in the Personnel Handbook. The Faculty handbook shall be used as an extensive enlightenment to the General Academic Bylaws to help in understanding the relationship between Qatar University as an employer and its faculty members. The contents of this document are organized in two parts: Part-1 encompasses the QU General Academic Bylaws as approved by the Board of Regents in June 2005, and Part-2 contains the Faculty Senate’s general bylaws. Part-3 presents key academic policies and procedures that are outlined in the bylaws of the University, and Finally Part-4 summarize key policies related to the teaching responsibilities of a faculty member. Meanwhile, the other personnel administration affairs' policies and procedures are included in the QU Personnel Handbook.

As this handbook will be updated frequently, all QU faculty members are

requested to check the availability of the most recent version of this document. This English version is the original and binding document of this handbook.

Important Notice: This handbook is provided for the purpose of giving general information only, and should not be considered as a statement of contractual obligation. Therefore, Qatar University reserves the right to change or discontinue, without notice, any policy or condition set forth herein. Disclaimer: The content of this Handbook is for the internal use of QU faculty members and other academic-based personnel. External access of this document does not in any manner rescind QU rights to its content. Consequently, this document may not be copied, reproduced, or distributed without the explicit consent of Qatar University.

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Table of Contents

PART-1 13

QU ACADEMIC BYLAWS .................................................................................. 13

1. QATAR UNIVERSITY ......................................................................... 14

1.1 Introduction ...................................................................................................... 14 0.0.1. University History ......................................................................................................................14 0.0.2. University Vision and Mission ...................................................................................................14

1.2 Central Leadership Positions ......................................................................... 14 1.2.1 Board of Regents ........................................................................................................................15

1.2.1.1 Functions, Authorities, and Duties of the Board of Regents .......................................15 1.2.1.2 Board Membership ......................................................................................................15 1.2.1.3 Board Meetings ...........................................................................................................16 1.2.1.4 Committees of the Board .............................................................................................16

1.2.2 University President ...................................................................................................................16 1.2.2.1 Functions, Authorities, and Duties of the University President ...................................16 1.2.2.2 Advisory Bodies ..........................................................................................................18 1.2.2.2.1 Executive Management Committee .............................................................................18 1.2.2.2.1.1 University Code of Ethics ............................................................................................18 1.2.2.2.1.2 University Budget ........................................................................................................18 1.2.2.2.1.2.1 Budget – General Policies ............................................................................................19 1.2.2.2.1.2.1.1 Budget Process ............................................................................................................19

2. ACADEMIC AFFAIRS ........................................................................ 19

2.1 Vice President and Chief Academic Officer ................................................... 20 2.1.1 Functions, Authorities and Duties of the Vice President and Chief Academic Officer ..............20 2.1.2 Bodies Reporting to the Vice President and Chief Academic Officer ........................................21

2.1.2.1 The Office of Faculty and Instructional Development ................................................21 2.1.2.2 The Office of Continuing Education ...........................................................................21 2.1.2.3 Foundation Program ....................................................................................................21 2.1.2.3.1 Functions, Authorities and Duties of the Director of the Foundation Program Office 22

2.2 The Colleges .................................................................................................... 22 2.2.1 College Deans .............................................................................................................................22

2.2.1.1 Functions, Authorities and Duties of College Deans ...................................................22 2.2.1.2 Associate Deans ...........................................................................................................23

2.2.2 Department Heads ......................................................................................................................23 2.2.2.1 Functions, Authorities and Duties of Department Heads ...........................................24

2.2.3 Academic Program Heads ..........................................................................................................24 2.2.3.1 Functions, Authorities and Duties of Program Heads .................................................25

2.3 Advisory Bodies .............................................................................................. 25 2.3.1 Academic Council ......................................................................................................................25

2.3.1.1 Functions, Authorities and Duties of the Academic Council .......................................25 2.3.1.2 Membership of the Academic Council ........................................................................26 2.3.1.3 Academic Council Meetings .......................................................................................26

2.3.2 Faculty Senate ............................................................................................................................26 2.3.2.1 Functions, Authorities and Duties of the Faculty Senate .............................................26

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2.3.2.2 Membership of the Faculty Senate ..............................................................................27 2.3.2.3 Faculty Senate Meetings ..............................................................................................27

2.4 Structural Changes to the Academic Branch of the University .................... 27 2.4.1 Initiating an Academic Program .................................................................................................27 2.4.2 Approval of New Academic Programs .......................................................................................27 2.4.3 Termination of Existing Academic Programs ............................................................................28 2.4.4 Modifications to Existing Academic Programs ..........................................................................28 2.4.5 Creation and Termination of Departments, Colleges, Centers, and Institutes ...........................28 2.4.6 Modification to Existing Courses ...............................................................................................28

2.4.6.1 Core Curriculum Courses ............................................................................................28 2.4.6.2 Non-Core Curriculum Courses ....................................................................................28

3 FACULTY AFFAIRS ........................................................................... 30

3.1 Classification of Positions .............................................................................. 30 3.1.1 Regular Faculty ..........................................................................................................................30 3.1.2 Visiting Faculty ..........................................................................................................................30 3.1.3 Adjunct Faculty ..........................................................................................................................30 3.1.4 Part-Time Faculty .......................................................................................................................31 3.2 Ranks of Faculty .........................................................................................................................31 3.2.1 Professor .....................................................................................................................................31 3.2.2 Associate Professor ....................................................................................................................31 3.2.3 Assistant Professor .....................................................................................................................31 3.2.4 Emeritus Professor .....................................................................................................................32 3.3 Supporting Academic Staff ........................................................................................................32 3.3.1 Lecturer ......................................................................................................................................32 3.3.2 Teaching Assistant......................................................................................................................32

3.4 Faculty Recruitment, Hiring, Retention and Promotion ................................ 32 3.4.1 Recruitment ................................................................................................................................33

3.4.1.1 Conditions for Appointment ........................................................................................33 3.4.2 Types of Contracts ......................................................................................................................33

3.4.2.1 Regular Contracts ........................................................................................................33 3.4.2.2 Rolling Contracts .........................................................................................................34 3.4.2.3 Indefinite duration contract .........................................................................................34 3.4.2.4 Special Contracts .........................................................................................................34

3.4.3 Faculty Promotion ......................................................................................................................34 3.4.3.1 Conditions for Promotion ............................................................................................34 3.4.3.2 General Rules for Promotion .......................................................................................34 3.4.3.3 Conditions for the Attainment of Each Rank ...............................................................35

3.4.3.3.1 Professor ..............................................................................................................35 3.4.3.3.2 Associate Professor .............................................................................................35 3.4.3.3.3 Assistant Professor ..............................................................................................35

3.4.3.4 Title Approval .............................................................................................................36 3.4.4 Termination of Contract .............................................................................................................36

3.5 Performance Appraisal .................................................................................... 36

3.6 Faculty Duties .................................................................................................. 37

3.7 Financial Compensations ............................................................................... 37 3.7.1 Salaries .......................................................................................................................................37

3.7.1.1 General Regulations ....................................................................................................37 3.7.1.2 Promotion Increase ......................................................................................................37

3.7.2 Allowances .................................................................................................................................38 3.7.2.1 Administrative Allowance ...........................................................................................38 3.7.2.2 Fringe Benefits ............................................................................................................38

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3.7.2.3 Special Allowance .......................................................................................................38 3.7.2.4 Annual Merit Increments ............................................................................................................38 3.7.2.5 Merit Award Program.................................................................................................................39 3.7.2.6 Overtime .....................................................................................................................................39 3.7.2.7 Commissioned Work ..................................................................................................................39 3.7.2.8 Payment in Lieu of Vacation ......................................................................................................39 3.7.2.9 Business Expenses ......................................................................................................................39

3.8 Vacations and Leaves ..................................................................................... 39 3.8.1 Annual Vacation .........................................................................................................................40 3.8.2 Scholarly Mission Leave ............................................................................................................40 3.8.3 Sabbatical Leave .........................................................................................................................40

3.9. Disciplinary Actions ........................................................................................ 40

3.10. Grievance ......................................................................................................... 40

4 ADMINISTRATIVE AND FINANCIAL AFFAIRS ................................ 42

4.1 Vice President and Chief Financial Officer .................................................... 42 4.1.1 Functions, Authorities and Duties of the Vice President and Chief Financial Officer ...............42

5 I N S T I T U T I O N A L P L A N N I N G A N D D E V E L O P M E N T ..................................................................... 43

5.1 Vice President for Institutional Planning and Development ......................... 43 5.1.1 Functions, Authorities and Duties of the Vice President for Institutional Planning and

Development ............................................................................................................................43 5.1.2 Bodies Reporting to the Vice President for Institutional Planning and Development ................44

5.1.2.1 The Office of Planning ................................................................................................44 5.1.2.2 The Office of Assessment and Evaluation ...................................................................44 5.1.2.3 The Office of Institutional Research and Data Warehouse ..........................................44 5.1.2.4 The Office of Executive Management Committee Affairs ..........................................45

6 STUDENT AFFAIRS .......................................................................... 46

6.1 Vice President for Student Affairs .................................................................. 46 6.1.1 Functions, Authorities and Duties of the Vice President for Student Affairs .............................46 6.1.2 Bodies Reporting to the Vice President for Student Affairs .......................................................47

6.1.2.1 The Office of Admissions ............................................................................................47 6.1.2.2 The Office of Registration ...........................................................................................47 6.1.2.3 The Office of Students Activities ................................................................................47 6.1.2.4 The Student Counseling Center ...................................................................................47 6.1.2.5 The Learning ٍ Support Center ...................................................................................48 6.1.2.6 The Career Services Center .........................................................................................48 6.1.2.7 The Office of Student Services ....................................................................................48 6.1.2.7.1 Student Housing ...........................................................................................................48 6.1.2.7.2 Coordinator of Special Needs ......................................................................................48 6.1.2.7.3 Help Desk ....................................................................................................................48 6.1.2.7.4 Part-Time Job System. .................................................................................................48 6.1.2.7.5 Information Technology Center (ITC) .........................................................................49 6.1.2.7.6 Textbooks .....................................................................................................................49 6.1.2.7.7 Financial Aids ..............................................................................................................49

6.2 General Regulations ........................................................................................ 49 6.2.1 Education System .......................................................................................................................49

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6.2.2 Categories of Students ................................................................................................................49 6.2.2.1 Regular Full Time Students .........................................................................................50 6.2.2.2 Part Time Students ......................................................................................................50 6.2.2.3 Special Students ...........................................................................................................50

6.2.3 Language of Instruction ..............................................................................................................50

6.3 Admission and Registration ........................................................................... 50 6.3.1 General Admission Requirements ..............................................................................................50 6.3.2 Dismissal from the University ....................................................................................................51

6.3.2.1 Standards of Conduct...................................................................................................51 6.3.2.2 Disciplinary Measures .................................................................................................51 6.3.2.3 Student Appeals ...........................................................................................................51

6.4 Student Academic Principles and Policies .................................................... 52

6.5 Student Services .............................................................................................. 52

6.6 Financial Aid and Scholarship Services ........................................................ 52

7 RESEARCH ........................................................................................ 53

7.1 Vice President for Research ........................................................................... 53 7.1.1 Functions, Authorities and Duties of the Vice President for Research .......................................53 7.1.2 Bodies Reporting to the Vice President for Research .................................................................54

7.1.2.1 The Environmental Studies Center ..............................................................................54 7.1.2.2 The Gas Processing Center ..........................................................................................54 7.1.2.3 The Central Laboratories Unit .....................................................................................54 7.1.2.4 The Materials Technology Unit ...................................................................................54 7.1.2.5 The Academic Research Office ...................................................................................55 7.1.2.6 Other Research support services ..................................................................................55 7.1.2.6.1 Quality and Safety ........................................................................................................55 7.1.2.6.2 Intellectual Property and Legal Services ......................................................................55 7.1.2.6.3 Procurement and Financial Service ..............................................................................55

PART-2 56

QU FACULTY SENATE BYLAWS ..................................................................... 56

1. Mission ............................................................................................................. 58

2. Functions ......................................................................................................... 58

2.1. Reviewing policies regarding faculty hiring, retention and promotion, so as to ensure that they reflect faculty interests and concerns. ...................................... 58

2.2. Reviewing policies pertaining to academic programs, degree requirements, admission policy, grading system and criteria and procedures for the evaluation of programs in addition to proposals concerning the addition or elimination of colleges, departments and academic programs. ...................................................... 58

2.3. Increasing the interaction within QU and between QU and the various circles of society. ........................................................................................................ 58

2.4. Contributing to deepening the rigor of the intellectual culture and community of QU by developing conferences and seminars that will bring faculty together across disciplines. ....................................................................................... 58

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2.5. Facilitating in the establishment of programs and research studies with other research institutions (from both the academic and private sectors of society). 58

2.6. Devising activities and events that increase faculty participation and investment in the extra-curricular life of the university. ........................................... 58

2.7. Contributing to the efforts to enhance the overall performance and the assets of the university and create a teaching and learning environment conducive to the realization of the university goals. ................................................ 58

3. Membership & Elections ................................................................................. 59

4. Officers of the Senate ...................................................................................... 60

5. Meetings ........................................................................................................... 62

6. Agenda & Minutes ........................................................................................... 63

7. Committees ...................................................................................................... 64

8. Budget .............................................................................................................. 65

9. Amendments & Modification of the Senate Bylaws Document .................... 65

PART-3 66

THE ACADEMIC POLICIES & PROCEDURES ................................................. 66

PL-ACADEMIC-001: WORKLOAD POLICY ...................................................... 67

1.1. Faculty Workload ............................................................................................. 68

1.2. Teaching Loads ............................................................................................... 68

1.3. Procedures ....................................................................................................... 68

1.4. Teaching Loads Increase ................................................................................ 69

1.5. Teaching Loads Reduction ............................................................................. 69

1.6. Work Load for Supporting Academic Staff .................................................... 70

PL-ACADEMIC-002: SABBATICAL LEAVE POLICY ....................................... 71

2.1 Policy Definition ............................................................................................... 72

2.2 Eligibility........................................................................................................... 72

2.3 Criteria .............................................................................................................. 72

2.4 Duration ............................................................................................................ 72

2.5 Location ........................................................................................................... 73

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2.6 Compensation .................................................................................................. 73

2.7 Accommodation ............................................................................................... 73

2.8 Sabbatical Leave Return ................................................................................. 73

2.9 Reporting.......................................................................................................... 73

2.10 Sabbatical Leave Procedures ......................................................................... 74

PL-ACADEMIC-003: COMPENSATION POLICY .............................................. 75


3.2 Procedures ....................................................................................................... 76

3.3 Compensation for the Supporting Academic Staff ....................................... 77

PL-ACADEMIC-004: PROFESSIONAL CONDUCT POLICY ............................ 78


4.2 Faculty Misconduct ......................................................................................... 79

4.3 Procedures ....................................................................................................... 80 4.3.1 Mediation ...................................................................................................................................81 4.3.2 Formal Complaints .....................................................................................................................81 4.3.3 Appeals .......................................................................................................................................83 4.4 Procedures for Chronic Low Performance .................................................................................84 4.4.1 Purposes .....................................................................................................................................84 4.4.2 Chronic Low Performance .........................................................................................................84 4.4.3 Procedures relating to termination of Services of Faculty due to Chronic Low Performance ....85 4.4.3.1 Preamble .....................................................................................................................................85 4.4.3.2 Implementation ...........................................................................................................................85 4.5 Appeal Process ...........................................................................................................................87

PL-ACADEMIC-005: INTELLECTUAL PROPERTY POLICY............................ 90


5.2 Intellectual Property Advisory Committee ..................................................... 91

5.3 Procedures ....................................................................................................... 92

PL-ACADEMIC-006: PROMOTION POLICY ..................................................... 93

6.1 Standards for Promotion ................................................................................. 94

6.2 Procedures ....................................................................................................... 94

6.3 Candidate’s Rights and Responsibilities ....................................................... 95

6.4 Departmental Responsibilities ........................................................................ 96

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6.5 College Responsibilities ................................................................................. 97

6.6 University Responsibilities ............................................................................. 98

6.7 Promotion Criteria & Guiding Principles ........................................................ 99

6.8 Qualitative Performance Descriptors ............................................................. 99

6.9 Promotion Process Schedule ....................................................................... 100

6.10 Anonymity ...................................................................................................... 100

6.11 Appeals .......................................................................................................... 100

6.12 Dossier ........................................................................................................... 101

PL-ACADEMIC-007: ADJUNCT APPOINTMENTS ......................................... 105

7.1 Adjunct Faculty .............................................................................................. 106

7.2 Special Norms for the Appointment and Promotion of Adjunct faculty .... 106

7.3 Special conditions ......................................................................................... 107

7.4 Responsibilities of an adjunct faculty .......................................................... 107

7.5 Rights/Privilege of an adjunct faculty .......................................................... 107

7.6 Procedure for the conferral of an adjunct title ............................................. 108

7.7 Term ................................................................................................................ 108

7.8 Renewal .......................................................................................................... 108

7.9 Non-Renewal .................................................................................................. 108

PL-ACADEMIC-008: PART-TIME FACULTY .................................................. 109

8.1 Part-Time Faculty ........................................................................................... 110

8.2. Expectations .................................................................................................. 110

8.3. Procedure for Hiring a Part-Time Faculty .................................................... 110

8.4. Teaching Load Assigned to a Part-time Faculty .......................................... 112

8.5. Compensation ................................................................................................ 112

PL-ACADEMIC-009: PROGRAM INITIATION ................................................. 113

9.1 Program Initiation .......................................................................................... 114

9.2 General Policy Statements ............................................................................ 114

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9.3 Time Related Policy Statements ................................................................... 115

9.4 Procedure ....................................................................................................... 115

9.4.1 Main Steps in Phase 1: Preliminary Proposal .............................................. 115

9.4.2 Main Steps in Phase 2: Formal Proposal ................................................ 116

PL-ACADEMIC-010: ACADEMIC PROGRAM REVIEW ................................. 118

10.1 Academic Program Review ....................................................................... 119

10.2 Policy Description ......................................................................................... 119

10.3 Policy Statements .......................................................................................... 119

10.4 Procedure ....................................................................................................... 120

10.4.1 Main Steps in Phase 1: The Initiation Phase ................................................ 121

10.4.2 Main Steps in Phase 2: The Self-Review Phase ........................................... 121

10.4.3 Main Steps in Phase 3: The Pre-Peer Review Phase ................................... 122

10.4.4 Main Steps in Phase 4: The Peer Review Phase .......................................... 122

10.4.5 Main Steps in Phase 5: The Follow up Phase .............................................. 123

PL-ACADEMIC-011: CURRICULUM ENHANCEMENT .................................. 124

11.1 Curriculum Enhancement ............................................................................. 125


11.3 Procedures ..................................................................................................... 126

11.3.1 Detailed Procedure for Minor Curriculum Changes .................................... 127

11.3.2 Detailed Procedure for Structural Curriculum Changes ............................. 127

PL-ACADEMIC-012: POLICY OF POLICIES................................................... 129

12.1 Definition ........................................................................................................ 130


12.3 Procedures ..................................................................................................... 132

12.4 Responsibilities ............................................................................................. 132

12.5 Appendix-A .................................................................................................... 134

12.6 Appendix-B .................................................................................................... 135

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12.7 Appendix-C .................................................................................................... 136

PL-ACADEMIC-013: ROLLING CONTRACT POLICY .................................... 138

13.1 Rolling Contracts ........................................................................................... 139

13.2 Criteria for Awarding Rolling Contracts ....................................................... 139

13.3 Deadlines........................................................................................................ 140

13.4 Procedures ..................................................................................................... 140

13.5 The Structure of the QU- Rolling Contract Committee (QU-RCC) .............. 141

13.6 Role of the QU Rolling Contract Committee ................................................ 141

13.7 Exceptions ..................................................................................................... 142

13.8 Maintaining a Rolling-Contract Status ......................................................... 142

13.9 Special Considerations ................................................................................. 142

PL-ACADEMIC-014: ACADEMIC FREEDOM ................................................. 143

Academic Freedom ................................................................................................... 143

PL-ACADEMIC-015: FACULTY CREDENTIALS POLICY .............................. 145

15.1 Policy Statement ............................................................................................... 145

15.2 Qatar University Faculty Credential Guidelines .............................................. 145

15.3 Qatar University Faculty Credential Regulations ............................................ 146

15.4 Qatar University Faculty Credential Documentations .................................... 147

15.5 Faculty Credential Verification Processes Responsibilities .......................... 147

15.5.1 Faculty Responsibilities ................................................................................. 147

15.5.2 HR-Advisory Office Responsibilities ............................................................. 148

15.5.3 Head of Department/Program Director Responsibilities ............................. 148

15.5.4 Deans Responsibilities .................................................................................. 149

15.6 SACS Committee ............................................................................................... 149

PART-4 151

FACULTY TEACHING RESPONSIBILITIES ................................................... 151

1. Mission ........................................................................................................... 152

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2. Class Meetings............................................................................................... 152

3. Conduct Within the Classroom ..................................................................... 152

4. Confidentiality of Student Records .............................................................. 152

5. Conflict of Interest ......................................................................................... 153

6. Course Syllabus ............................................................................................. 153

7. Out of Classroom Communication with Students ....................................... 154

8. Final Exam Dates and Times ......................................................................... 154

9. Final Grades ................................................................................................... 154

10. Grade Assessment, Evaluation and Review ................................................ 154

11. Incomplete Grades ........................................................................................ 155

12. Student Attendance ....................................................................................... 155

13. Student Handbook ........................................................................................ 155

Summary of Changes ............................................................................................... 156

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Part-1

QU Academic Bylaws

Based on the QU Bylaws approved version by the Board of Regents in June 2005, and the updated QU Organizational Structure approved by the Board

of Regents in June 2007

Produced by


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1. Qatar University

1.1 Introduction

Qatar University, a legal entity (Corpo Morale) of Qatar, has an independent budget and is governed by an appointed Board of Regents and University President.

1.1.1. University History

Qatar University was founded in 1973 with the College of Education. In 1977, it was established as a national university through an Emiri decree (Law Number 2). At that time, three other colleges were established: Humanities and Social Sciences; Science; and Sharia, Law and Islamic Studies. Since then, the College of Engineering and the College of Business and Economics were added. In 2004, Law Number 34 ratified the legal status, authority and governance of the University. Its stipulations supersede those in Law Number Two and annul any provisions that are inconsistent with those specified in Law Number Two. Along with other reform changes in that same year, the University decided to proceed with six colleges: Arts and Science, Business, Engineering, Education, Law, and Sharia. Since its inception, Qatar University has functioned with separate facilities for men and women.

1.1.2. University Vision and Mission

Vision

Qatar University shall be a model national university in the region, recognized for high-quality education and research and for being a leader of economic and social development. Mission

Qatar University is the national institution of higher education in Qatar. It provides high quality undergraduate and graduate programs that prepare competent graduates, destined to shape the future of Qatar. The university community has diverse and committed faculty who teach and conduct research, which address relevant local and regional challenges, advance knowledge, and contribute actively to the needs and aspirations of society.

1.2 Central Leadership Positions

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1.2.1 Board of Regents

The Board of Regents shall be appointed by Emiri decree and function as the supreme authority within the University. It is charged with setting out the overall policy of the University monitoring its implementation, as well as providing general oversight of all its activities and systems. It shall exercise ultimate institutional authority as set forth in its Bylaws and in such other policy documents it deems to be appropriate.

1.2.1.1 Functions, Authorities, and Duties of the Board of Regents

The Board of Regents has the following functions, authorities and duties:

Appoint the President of the University, and set the appropriate terms of employment, including compensation.

Determine and periodically review the University’s mission and purposes.

The Board upon the recommendation by the President, will o Approve the University’s general policies, and monitor their

implementation, particularly including: The development of a strategic plan required for the

achievement of the University’s goals in education, research, and service to Qatari society;

The identification of the resources required to fund the strategic plan.

Monitoring the implementation of the strategic plan o Approve the establishment, termination, and restructuring of

Colleges, Departments, Centers and Academic Programs. o Approve the establishment or termination of administrative

structures. o Approve the general admissions policy of the University. o Appoint the Vice Presidents of the University.

Review the annual audit of University operations and take appropriate action.

Approve the academic, administrative, and financial bylaws of the University.

Approve the annual budget and tuition and fees, regularly monitor the University’s financial condition, and establish policy guidelines affecting all institutional assets.

Approve the University’s needs for buildings and facilities including the timing of their construction.

Annual assessment of the President’s Performance on the basis of mutually agreed upon goals and other criteria.

Grant academic and honorary degrees.

1.2.1.2 Board Membership

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The Board of Regents shall consist of not less than nine and not more than fifteen qualified and academically reputable members. Board members are appointed by an Emiri decree for a four-year term. Each term is renewable for more than one time. Members of the Board shall receive an annual honorarium that is determined by an Emiri decree. The President of the University shall have full right of attending the Board’s meetings and participating in its discussions and deliberations, but without voting power.

1.2.1.3 Board Meetings

The Board shall hold at least one meeting every three months and whenever necessity arises on the Chairperson’s invitation. One of these meetings shall be held during the month of September. The September meeting shall be designated as the annual meeting, at which the President of the University shall present the annual report. Before each regular meeting the Secretary General with the University’s President shall prepare a draft of the meeting agenda to be submitted to the Board’s Chairperson for approval. He/she shall send the agenda together with the minutes of the previous meeting and the other memoranda and documents to the Board’s members fourteen days at least prior to the meeting date. The Board may hold special meetings upon the call of the Chairperson whenever deemed necessary. The Chairperson may call for a special meeting any time in response to a written request from either the University’s President or at least five members of the Board.

Five days notice of any special meeting shall be given to all the Board members, unless the Chairperson determines warrant a shorter notice. Members of the Board should be notified of the issues that shall be discussed at the meeting.

1.2.1.4 Committees of the Board

The Board shall establish such standing and ad-hoc committees as it deems appropriate to the discharge of its responsibilities. Each committee shall have a written statement of its responsibilities and line of action to be approved by the Board. Each committee shall submit to the Board a report on its job performance.

1.2.2 University President

The President is the chief executive officer of the University and is appointed by the Board of Regents. He/she is responsible for the University’s academic, administrative, and financial operations, and is held accountable to the Board of Regents. The President is responsible for the following functions:

1.2.2.1 Functions, Authorities, and Duties of the University President

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Among the functions authorities and duties exercised by the president in fulfilling the responsibilities assigned under 1.2.2 are the following:

Determine and approve all University policies and procedures.

Review the general administrative and academic policies of the University based on the directions set by the Board of Regents regarding both the University’s mission and the needs of Qatari society.

Recommend appointment of Vice Presidents for approval by the Board of Regents.

Appoint Associate Vice Presidents based on the recommendation of the Vice Presidents.

Approve the appointments of College Deans and Associate Deans.

Appoint University-wide committees.

Determine the University calendar

Determine if summer sessions are to be offered or not.

Determine when it is appropriate to delegate authority to any of the Vice Presidents.

Recommend to the Board of Regents the opening, closure and modification of colleges, departments, centers, institutions, and programs of study.

Oversee the opening, closure and modification of colleges, departments, centers, institutions, and programs of study once they have been approved by the Board of Regents.

Approve the University’s code of ethics.

Prepare an annual review of the activity of the office of the President and ensure that other administrative offices carry out their own annual evaluations.

Represent the University in governmental agency discussions, courts, public and other formal gatherings, meetings and forums.

Represent the University as an ex-officio member of the Board of Regents.

Confirms appointments, renewals, terminations and promotions of Faculty members.

Presents University budget request to the Ministry of Finance on behalf of the Board of Regents.

Furthermore, the Board of Regents shall delegate a number of functions to the President including the following:

Propose, communicate, and carry out the strategic plan approved by the Board.

Prepare University budget and present it to the Board of Regents for approval and ensure that it is implemented as intended.

Propose the University’s needs for building and facilities including the priority of their construction to the Board for approval and ensure they are constructed as intended.

Propose changes in the academic, administrative, and financial bylaws of the University to the Board for approval and ensure the changes are carried out as intended.

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Propose the annual fee structure for the University to the Board for approval.

Propose candidates for academic and honorary degrees to the Board for approval.

Any other business, assigned by the Board.

1.2.2.2 Advisory Bodies

1.2.2.2.1 Executive Management Committee

The Executive Management Committee shall be comprised of the University’s President (who serves as its Chairperson), and all Vice Presidents. Other individuals may be incorporated within the Executive Management Committee at the request and discretion of the President. The function of the Executive Management Committee is to provide assistance and advice to the President in discharging his/her duties and responsibilities, and coordinate the academic and administrative functions of the University.

1.2.2.2.1.1 University Code of Ethics

The Executive Management Committee will determine the University’s code of ethics. The code of ethics is a regulatory set of policies that addresses administrative, faculty, student and staff conduct. They are approved by the University President and their adherence is monitored by academic and administrative leaders throughout the University. When necessary, the Executive Management Committee may establish special committees to investigate infractions of the code of ethics. The results of the deliberations of such committees will be reviewed by the Executive Management Committee, the members of which will determine the appropriate course of action.

1.2.2.2.1.2 University Budget

As specified in the Emiri Decree No. 34, the University’s financial resources consist of: 1. Money and funds allotted to the University by the State. 2. The University’s collected tuition fees. 3. Revenues on the University’s invested money. 4. Gifts, bequeathals, donations and grants. The University’s budget shall take into account all of the University’s financial resources and obligations. An annual budget proposal, produced by the Office of the University President shall be presented to the Board of Regents for approval and then to the

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Ministry of Finance for authorizing action on its financial contribution for the upcoming fiscal year. The fiscal year, in accordance with the Emiri Decree No. 34, begins on the 1st of September and concludes on the 31st of August. With the decentralized organizational structure at the University, The process for proposing and accepting the budget for each fiscal year involves all levels of responsible officers (Board of Regents, administrative officers, and department heads) in carrying out those management functions that pertain to financial planning and resource allocation. Once the government’s fund allocation is known, the Executive Management Committee has the overall task of balancing the budget in accordance with the University’s academic mission and strategic plan, such as tuition increase and the reallocation of funding within the University.

1.2.2.2.1.2.1 Budget – General Policies

The budgetary process at QU is based upon the principle that the operating plans for the academic and administrative branches of the University can be translated into an itemized, authorized, and systematic plan of operation.

Each academic and administrative unit shall represented by a budget. The sum of all these component budgets represents the total operating plan for the University.

The budget, as stated in Qatari Riyals (QR), is for a set period of time, provides a guide to understand the operating plan, to observe its orderly execution and to track the actual expenditures against the projected operation costs.

1.2.2.2.1.2.1.1 Budget Process

Once a basic financial model for the University’s budget has been established, the following steps are followed in generating the budget for each fiscal year.

1. The Executive Management Committee consults with

College Deans and Office Directors in order to agree on budget priorities.

2. The President presents the proposed budget to the Board of Regents.

3. The President presents the University budget request and its rational to the Ministry of Finance on behalf of the Board of Regents.

4. The Qatari government appropriates funds to the University.

2. Academic Affairs

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2.1 Vice President and Chief Academic Officer

The Vice President and Chief Academic Officer is responsible for the administration and upholding of the University’s colleges, departments, academic programs, centers, and institutions, and is considered to be the ultimate authority in interpreting the academic rules and regulations of the University. He/she is appointed by the Board of Regents based on the recommendation of the President, to whom he/she reports.

2.1.1 Functions, Authorities and Duties of the Vice President and Chief Academic Officer

The Vice President and Chief Academic Officer has the following functions, authorities and duties:

Recommend to the President the appointment of Associate Vice Presidents, Deans and Associate Deans.

Appoint the Heads of Academic Offices (Admissions, Registration, Foundation Programs and Career Services) upon the recommendations of the Vice President for Student Affairs.

Appoint Department Heads upon the recommendation of the respective Deans.

Approve the appointment, renewal, and termination of the academic faculty.

Approve the promotion of faculty based on the recommendations of the promotion committee.

Appoint committees at the University level to assist him/her in specific matters related to the academic operations of the University, including the academic promotion committee.

Serve as the Head of the Academic Council.

Enable development of the core curriculum and approve changes in curriculum made to implement this program.

Prepare an annual report for the President on the current status and future academic plans of the University.

Recommend to the President modifications to the admissions criteria for the University that should be presented to the Board of Regents.

Work with the Director of the Office of Institutional Research and Planning to oversee the University’s academic strategic plan.

Oversee student admittance practices and the awarding of scholarships to students.

Recommend to the President the dismissal of students from the University for academic reasons.

Approve modifications made to existing courses in the core curriculum.

Review the budget proposals submitted by the College Deans and prepare the overall academic budget proposal.

Oversee the disbursement of University academic funds to the various colleges, centers, and institutes under his/her authority.

Oversee and review the performance of the Deans and any Associate Vice Presidents for academic affairs.

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Prepare an annual evaluation of the performance of the office of the Vice President and Chief Academic Officer and ensure that the College Deans and Department Heads carry out their own annual evaluations.

2.1.2 Bodies Reporting to the Vice President and Chief Academic Officer

2.1.2.1 The Office of Faculty and Instructional Development

The central mission of the Office of Faculty and Instructional Development is to provide systematic and systemic faculty development opportunities. In doing so, it aims to address faculty needs and interests for the purpose of assuring quality education and academic excellence. The Office of Faculty and Instructional Development is responsible for designing and implementing a comprehensive program of instructional development that will support the professional and pedagogical growth of faculty across a broad spectrum of academic activities and services.

The Director of the Office of Faculty and Instructional Development is appointed by the President upon the recommendation of the Vice President and Chief Academic Officer, to whom he/she reports directly. The person who holds this position is responsible for proposing, designing, and implementing training programs and workshops for the purposes of improving faculty, administrative, and employee functioning and effectiveness.

2.1.2.2 The Office of Continuing Education

The Office of Continuing Education coordinates non-degree educational programs offered by colleges and departments. It will monitor the demand for and the quality of such programs and assists colleges and departments in advertising and administering these offerings.

The Director the Office of Continuing Education is appointed by the President upon the recommendation of the Vice President and Chief Academic Officer, to whom he/she reports directly. The person holding this position is responsible for providing training courses that are requested by the community based on the human, technical, and financial resources available to the University.

2.1.2.3 Foundation Program

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The Foundation Program is provided to all students who require assistance in preparing for university studies. The Foundation Program Office oversees the administration of this program in all of its academic and administrative capacities. The Director of the Foundation Program is responsible for overseeing the progress of students who participate in the Foundation Program, including their assessment results in terms of level(s) of entry, exit criteria, and type of assistance needed. He/she is appointed by the President upon the recommendation of the Vice President and Chief Academic Officer to whom he/she reports directly.

2.1.2.3.1 Functions, Authorities and Duties of the Director of the Foundation Program Office

The Director of the Foundation Program has the following functions, authorities and duties:

Determine criteria for admittance and graduation requirements for the Foundation Program in each area of study.

Determine rules for transferring coursework across Foundation Programs to create opportunities for students to change fields of study without retaking Foundation courses.

Oversee the periodic administration of Math, Computer and TOEFL exams, or any other equivalent standardized exams.

Oversee the periodic evaluation of foundation program instructional staff.

Prepare reports on student outcomes using data collected by the Vice President for Institutional Planning and Development.

Review and negotiate with the Vice President and Chief Academic Officer the Program’s budgetary needs, changes proposed to its curriculum, and the number of academic staff it requires.

2.2 The Colleges

2.2.1 College Deans

A College Dean is the most senior official in his/her respective college. He/she takes full responsibility for overseeing the academic, administrative, and financial matter within his/her College. The Dean is appointed by the President upon the recommendation of the Vice President and Chief Academic Officer, to whom he/she reports directly.

2.2.1.1 Functions, Authorities and Duties of College Deans

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The College Dean has the following functions, authorities and duties:

Appoint committees at the college level to assist him/her in specific matters related to the functions or operations of the college.

Approve Department Heads’ recommendations regarding the outcomes of faculty evaluations.

Review academic promotions dossiers prepared by the Department Heads and submit his/her recommendations to the Vice President and Chief Academic Officer.

Recommend to Vice President and Chief Academic Officer the appointment of Department Heads.

Review and recommend contract renewals, faculty evaluations, annual increments, and bonuses.

Appoints faculty within his/her college according to the number of full-time equivalent (FTE) positions allotted to each department.

Determine the budgetary needs of his/her college according to departments, and include them in the annual budget proposal for the college.

Determine the delegation of authority to his/her Associate Deans as he/she deems necessary and appropriate. Each Dean shall make clear the operating relationship and delegation of authority granted to his/her Associate Deans.

Determine the disbursement of allocated funds throughout his/her college.

Review and negotiate with the Vice President and Chief Academic Officer the college’s budgetary needs, changes proposed to academic programs, and number of FTE faculty his/her college requires.

Review written grievances by faculty that could not be resolved at the department level, and oversee the process of resolving those grievances.

Prepare a semiannual report to the Vice President and Chief Academic Officer on the current status and future of the college’s academic programs of the college.

Review the department heads short and long-term goals for the college.

Meet regularly with the college’s Department Heads.

2.2.1.2 Associate Deans

Associate Deans are appointed by the Vice President and Chief Academic Officer upon the recommendation of the Dean in order to assist the Dean in the operations and functions of the college. Unless otherwise stated, the Associate Dean is granted power and authority by the Dean of the College on all his/her duties and responsibilities. Their authority is delineated in an official memorandum by the Dean to the Department Heads of the various Colleges with a copy to the Vice President and Chief Academic Officer. The number of Associate Deans allotted to each College is proposed by the Dean of the respective College to the Vice President and Chief Academic Officer who approves the request.

2.2.2 Department Heads

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Department Heads have the responsibility of overseeing the academic, administrative, and financial matters within his/her department. The Department Head is appointed by the Vice President and Chief Academic Officer upon the recommendation of the Dean to whom he/she reports directly.

2.2.2.1 Functions, Authorities and Duties of Department Heads

The Department Head has the following functions, authorities and duties:

Prepare advertisements for faculty positions and recruits suitable candidates.

Recommend to the Dean the appointment of new faculty according to the allotted number of FTE to the department and the University’s strategic plan. The recommendation(s) should be well documented before they are conveyed to the Dean. The recommendations should include the top three candidates for each position, and the Department Head’s preference and rationale.

Prepare the department’s annual budget proposal.

Approve funded faculty travel unless it is part of the department’s budget, and according to University policy and regulations.

Oversee faculty evaluation operations within his/her department and hold review meetings with faculty members whose evaluation materials have been submitted.

Appoint committees at the departmental level to assist him/her in specific matters related to the functions or operations of the department.

Assure mentoring for the new faculty.

Determine faculty assignments to certain functions or projects.

Determine the distribution of faculty loads and schedules.

Oversee the student advisement system within his/her department.

Oversee the faculty development program within the department.

Prepare semiannual reports for the Dean on the status and future academic plans of the department.

Review the short and long-term goals for the department with the department faculty.

Meet regularly with the faculty in the department.

Determine workload allocations within his/her department.

Appoint teaching assistants and technicians.

2.2.3 Academic Program Heads

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Colleges which offer multi-disciplinary academic programs may appoint an Academic Program Head to administer these programs. The decision whether to appoint a Head for a given program is delegated to the College Dean. Program Heads work closely with Department Head(s) and report to the College Dean.

2.2.3.1 Functions, Authorities and Duties of Program Heads

The Program Head has the following functions, authorities and duties:

Determine the general academic policies of the program, including admission and graduation requirements.

Determine the program’s educational content.

Oversee the execution of the program’s courses.

Prepare the academic program’s annual budget proposal.

Oversee faculty members who are serving as academic advisors to students in the program.

Recommend to the College Dean the courses that should be offered in a given semester based on the input of the Department Head(s), program faculty and students.

Recommend to the College Dean the allocation of teaching loads within his/her program through consultation with Department Head(s).

Determine when to hold regular staff meetings with the faculty assigned to the academic program.

2.3 Advisory Bodies

2.3.1 Academic Council

The Academic Council assists and advises the Vice President and Chief Academic Officer in the academic administration of the University.

2.3.1.1 Functions, Authorities and Duties of the Academic Council

The Academic Council has the following functions, authorities and duties:

Advise the Vice President and Chief Academic Officer on matters relating to the broad academic policies of the University.

Recommend to the Vice President and Chief Academic Officer matters that require University-wide consideration.

Serve as a forum for discussion of current and planned academic undertakings, and as a means to coordinate the activities of various parts of the University.

Serve as a channel for communicating executive decisions about University policies and operations throughout the University.

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2.3.1.2 Membership of the Academic Council

The Academic Council is an academic body composed of and chaired by the Vice President and Chief Academic Officer and the Deans of the various colleges. Additional members may be incorporated within the Academic Council at the request and discretion of the Vice President and Chief Academic Officer.

2.3.1.3 Academic Council Meetings

The Academic Council will convene regularly, at the discretion of the Vice President and Chief Academic Officer.

2.3.2 Faculty Senate

The Faculty Senate is a representative body that is concerned with Qatar University’s academic affairs. It serves in an advisory capacity to the Vice President and Chief Academic Officer on matters related to academic programs, faculty related issues, and academic quality. The Faculty Senate shall propose a set of bylaws for its governance. These bylaws must be approved by the Board of Regents of the University prior to taking effect.

2.3.2.1 Functions, Authorities and Duties of the Faculty Senate

The Faculty Senate has the following functions, authorities and duties:

Serve as a forum for discussing current and planned academic undertakings, and as a means to coordinating the activities of faculty members across the University.

Prepare suggestions as to how the academic leadership might improve policies they have developed regarding the academic functioning of QU. This will include a review of the admissions policy, grading system, core requirements, and degree-specific requirements in order to align them with QU’s mission and strategic plan.

Review proposals concerning the addition or elimination of Colleges, Departments and Academic Programs.

Review the set of policies regarding faculty hiring, retention and promotion so as to ensure that they reflect faculty interests and concerns.

Serve as a forum to discuss and explore the possibilities for deepening the rigor of the intellectual culture and community of QU. This includes: o Developing conferences and seminars that will bring faculty

together across disciplines.

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o Facilitating in the establishment of programs and research studies with other research institutions (from both the academic and private sectors of society).

o Devising activities and events that will increase faculty participation and investment in the extra-curricular life of the University.

2.3.2.2 Membership of the Faculty Senate

The electorate of the Faculty Senate shall be composed of all regular full-time faculty according to the definition outlined in these bylaws. Each college department should be represented by one faculty member and academic programs should receive fair representation as well. Members of the Faculty Senate shall elect from amongst them a President, Vice President, and Secretary.

2.3.2.3 Faculty Senate Meetings

The Faculty Senate will convene regularly, at the discretion of its leadership and in accordance with its bylaws.

2.4 Structural Changes to the Academic Branch of the University

2.4.1 Initiating an Academic Program

Proposals to initiate new academic programs can be made by Departments and their respective Chairpersons, colleges and their respective Deans, the Vice President and Chief Academic Officer, or the President of the University. Such proposals shall be well documented in terms of adherence to academic standards, societal needs, available human, financial, and material resources, and the general benefit of the University. All academic program proposals should be based on the input of the respective academic faculty, college(s) and the Vice President and Chief Academic Officer.

2.4.2 Approval of New Academic Programs

New Academic Programs shall need the approval of the Board of Regents based upon the recommendation of the University President and input from

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the Executive Management Committee, Academic Council, and Faculty Senate.

2.4.3 Termination of Existing Academic Programs

Existing academic programs can be terminated only by the Board of Regents based upon the recommendation of the President and input from the Executive Management Committee, Academic Council, and Faculty Senate.

2.4.4 Modifications to Existing Academic Programs

Modifications to existing academic programs in terms of graduation requirements, acceptance criteria, and course requirements are initiated by the faculty of the respective academic program and reviewed by the respective Department Head who in turn recommends the modifications to the respective College Dean. The College Dean reviews the modifications and either submits them to the Vice President and Chief Academic Officer, or may return them to the Department for revisions and clarifications prior to submitting them to the Vice President and Chief Academic Officer for approval based on the input of the Academic Council.

2.4.5 Creation and Termination of Departments, Colleges, Centers, and Institutes

The Board of Regents shall be invested with the sole authority to open and close Academic Departments, Colleges, Centers, and Institutes based upon the recommendation of the President and input from the Executive Management Committee, and Academic Council.

2.4.6 Modification to Existing Courses

2.4.6.1 Core Curriculum Courses

Modifications to core curriculum courses in terms of content, requirements, and credit hours are recommended by the Core Curriculum Committee and the Dean of the College of Arts and Sciences after taking into consideration the input of the faculty responsible for teaching and administering these courses. These changes receive final approval from the Vice President and Chief Academic Officer based on the input of the Academic Council. The modifications are relayed to the Office of the Registrar and the Vice President for Student Affairs.

2.4.6.2 Non-Core Curriculum Courses

Courses falling outside of the Core Curriculum may be modified in terms of content and prerequisite requirements by a decision of the Department

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Head and Program Head after taking into consideration the input of the faculty. Modifications to a course’s number of credit hours are approved by the respective College Dean based on the recommendations of the Department Head. The approved modifications need the confirmation of the Vice President and Chief Academic Officer who shall convey officially the modifications to the Office of the Registrar, the Vice President for Student Affairs, and other relevant parties.

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3 Faculty Affairs

This section deals with the classification, ranks, recruitment, performance, duties and

benefits.

3.1 Classification of Positions

Faculty are classified according to the nature of and time commitment to academic responsibilities. A faculty member could be regular, visiting, adjunct or part-time. The purpose of faculty classification is to provide guidelines for the appointment of faculty, and their compensation as well, and to describe their roles and their expectations for faculty in different ranks and categories.

3.1.1 Regular Faculty

Regular faculty are full-time individuals who hold full professional ranks and who are appointed by the University to fulfill the following functions and duties:

Teaching and scholarly endeavors

Program and course development

Student advisement

University and community services

Other functions and duties deemed necessary by the University

3.1.2 Visiting Faculty

Visiting faculty are external faculty who are appointed by the University to perform specific academic functions and duties such as teaching, research, or program development for a specified time period. The term "visiting" is used for persons primarily identified with another institution of higher education. A visiting faculty may be employed for a year, a semester or for a specified period of time.

3.1.3 Adjunct Faculty

Adjunct faculty are professionals from the community who are contracted by the University to perform teaching functions on a full- or part-time basis.

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3.1.4 Part-Time Faculty

A part time faculty is a faculty member from any rank who is employed for partial work load. A part-time faculty member performs the duties and responsibilities of a full-time faculty member, but with a reduced load. A part-time faculty member must have the same qualifications as a full-time faculty member.

3.2 Ranks of Faculty

Titles (ranks) normally applied to faculty are: Professor, Associate Professor, Assistant Professor, and Emeritus Professor. Those normally applied to supporting academic staff are: Lecturer and Teaching Assistant. Additional ranks may be created after the approval of the Board of Regents.

3.2.1 Professor

A professor must continue to be an excellent teacher; have achieved a nationally recognized position within the field of specialization or the profession at large; and have been promoted to the rank after holding the rank of associate professor, or in case of new appointees, must have demonstrated equivalent qualifications which give reasonable assurance that the aforementioned requirements will be prospectively realized.

3.2.2 Associate Professor

The rank of associate professor shall be bestowed upon faculty members who have been promoted to the rank after holding the rank of assistant professor, or in case of new appointees, must have demonstrated equivalent qualifications which give reasonable assurance that the aforementioned requirements will be prospectively realized.

3.2.3 Assistant Professor

The rank of assistant professor shall be bestowed upon the faculty members who have earned a doctoral degree from an accredited and recognized university or institution of higher learning, and who demonstrates a potential for scholarship, teaching, research, and university and community service.

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3.2.4 Emeritus Professor

When an individual retires holding the rank of professor, he or she will be eligible for consideration for the title “Emeritus Professor.” In addition to having served at Qatar University for a minimum of 10 years, faculty must have: shown excellence in teaching or administration, completed a minimum of 25 years of service to the profession of education, produced scholarly publication(s) and research, and offered service to the University, the community, and professional discipline. Emeritus faculty are accorded office space, secretarial assistance, and access to University services.

3.3 Supporting Academic Staff

3.3.1 Lecturer

A Lecturer holds a Masters degree or higher and is contracted by the University for conducting teaching and other academic functions.

3.3.2 Teaching Assistant

Teaching assistants are academic staff who hold a minimum of a Bachelor’s degree and are contracted by the University because they show great potential and promise for investment by the University in their careers. Teaching Assistants aid the faculty in carrying out their teaching and research functions and are under direct supervision of the faculty member(s) to whom they are assigned. Teaching assistants are not permitted under any circumstances to carry out the functions of a faculty member.

3.4 Faculty Recruitment, Hiring, Retention and Promotion

The University shall attract and retain qualified faculty members who are committed to its mission in order to continuously improve and maintain a high quality education for its students. Faculty members are appointed by the Dean and approved by the Vice President and Chief Academic Officer, after confirmation by the President. The appointment is based upon recommendations of the respective Department Head. The President and Vice Presidents are responsible for defining required approval procedures for units within their administrative area.

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3.4.1 Recruitment

Faculty recruitment is a process initiated by the Colleges according to the established policies and procedures and adhering to the following principles: 1) available positions are advertised publicly. 2) candidates are given the opportunity to demonstrate their competency.

3.4.1.1 Conditions for Appointment

The following general conditions should be satisfied by the candidate. He or she:

Must hold of an advanced degree from an accredited university or institution of higher education recognized by the State and Qatar University.

Demonstrate competence in teaching.

Demonstrate ability to engage in scholarly activity.

Demonstrate good collegiality and interpersonal relationship skills.

Should be physically and mentally fit.

Must not have been convicted of a felony.

Meets other conditions as deemed necessary by the University.

3.4.2 Types of Contracts

Contracts will apply to faculty members as well as the supporting academic staff.

3.4.2.1 Regular Contracts

A Regular Contract lasts for three years. It may be given, for certain cases, for more than three years. In all cases, the first year is considered to be probationary. After a review of that year’s performance, a decision is made whether to allow the faculty member to carry the contract to its full term. The faculty member will be notified in case of non-renewal during the probation period, no later than 15 March. When a contract reaches the end of its term, it will automatically terminate at the end of its final period. Such contracts may be renewed for another period of time as agree by the two parties. Unless the faculty member is given notice of the intent of the University to retain the faculty member, the contract automatically terminates and the member will be notified before the end of the first semester.

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3.4.2.2 Rolling Contracts

Regular Faculty members may be offered a four-year rolling contract at the end of his/her regular term contract. A rolling contract is for those faculty who are expected to continue their employment at the University for an extended period of time. If the outcome of an annual evaluation of a faculty member holding a four-year rolling contract is not positive, and unsatisfactory, then the faculty member may be terminated after the completion of the remaining years on the contract. In addition, a rolling contract may be terminated at the end of the four-year period, for reasons of restructuring, termination or deletion or financial exigency.

3.4.2.3 Indefinite duration contract

Qatari faculty members are offered indefinite duration contracts, the first year is probationary.

3.4.2.4 Special Contracts

A special contract may be offered to academic personnel to carry out specific tasks. The terms of the contract concerning the salary, period of contract and any other terms will be agreed upon between the employee in question and his or her respective Department Head and College Dean.

3.4.3 Faculty Promotion

3.4.3.1 Conditions for Promotion

The criteria for promotion apply to full-time faculty, but not to the visiting faculty.

3.4.3.2 General Rules for Promotion

1. The conditions for promotion are cumulative achievement in the areas of:

Academic requirement achievements. (Teaching and Instructional development).

Scholarly endeavors including research activities.

Contribution to the University and society.

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2. All promotions shall be recommended to the College/University Promotion Committee; that will recommend them to the Vice President and Chief Academic Officer, for approval.

3. A Faculty member is eligible to apply for promotion to the higher

rank when he/she meets all the requirements specific to the rank applied for.

4. If an application is rejected, the applicant may apply for the same

rank after the elapse of one year from the date of the University Promotion Committee decision if evidence of new scholarly, creative or scientific production is provided.

3.4.3.3 Conditions for the Attainment of Each Rank

3.4.3.3.1 Professor

For consideration for appointment to the rank of professor, one will normally meet the following qualifications:

a) Possession of doctorate degree and a record of significant contribution to education.

b) Demonstrated excellence as an outstanding University teacher.

c) Showed excellence in scholarly endeavor, published articles in refereed journals.

d) Contribution to the University and community service.

3.4.3.3.2 Associate Professor

The individual will meet all of the following qualifications for promotion to Associate Professor: a) Possession of the appropriate Doctorate degree. b) Demonstrate effectiveness as a university teacher. c) Continuing productively in scholarly research endeavor,

creative works published articles in refereed journals and establishing himself as an authority in his field.

d) Demonstrate contribution towards university and community services.

3.4.3.3.3 Assistant Professor

The individual will meet the following essential qualifications for promotion to an Assistant Professor: a) Possession of the appropriate doctorate degree.

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b) A lecturer who completes the work for the appropriate doctorate will be eligible to be promoted to the rank of Assistant Professor.

c) Possesses the potential for successful performance in teaching.

d) Satisfactory involvement in research or other creative activities.

e) Newly appointed lecturers may not apply for this position until they have completed one year of appointment.

3.4.3.4 Title Approval

Title approval is required for all new academic professional positions. Title approval will be given to the candidate by the Vice President and Chief Academic Officer, and confirmed by the President.

3.4.4 Termination of Contract

A faculty’s contract may be terminated for any one of the following reasons:

Reaching retirement age (60).

Resignation.

Debilitating health or physical injury as verified by a health commission.

Death.

Non-renewal of contract at the end of the contract period.

Dismissal from the University for cause.

3.5 Performance Appraisal

Faculty members and the Supporting Academic Staff are subject to regular performance appraisal, according to the rules and regulations set by the University.

The performance appraisal is based on the three major faculty activities:

1. Teaching and instruction 2. Scholarship and research 3. University and community service.

Each Department Head will be evaluated by the College Dean periodically with respect to all duties and responsibilities, and in accordance with the procedures and policies set by the University.

Evaluation of College Deans is carried out by the Vice President and Chief Academic Officer, with respect to all duties and responsibilities, and in accordance with the procedure and criteria set by the University.

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3.6 Faculty Duties

Faculty members are expected to provide up-to-date reports involving teaching activities and student advising as assigned by the department.

Faculty members will be responsible for course development and participate in curriculum and program development.

Meet all instructional and advising responsibilities as specified in the policies and procedures (refer to Part-4 within this handbook).

Participate in scholarly and research activities which enhance their professional development and contribute to their discipline.

Serve as appropriate in the department, college and university committees.

Provide professional services to the University and community.

3.7 Financial Compensations

Qatar University intends to attract and retain qualified faculty and supporting academic staff by maintaining salary and benefits packages that are externally competitive and internally consistent.

Qatar University shall adopt a faculty compensation system that is flexible enough to attract and retain qualified faculty members in all disciplines that are taught at the University.

3.7.1 Salaries

3.7.1.1 General Regulations

The salary for the faculty/supporting academic staff member shall be within the salary policy approved by the Board of Regents. University negotiates with the person it is trying to attract a basic salary within the range that is approved by the Board. If the person is qualified, he might be eligible for the upper range or ceiling.

The Human Resources Department, in consultation with the Office of the Vice President for Institutional Planning and Development, shall periodically obtain regional and local salary and benefits benchmark data appropriate to the different disciplines taught at the University.

3.7.1.2 Promotion Increase

When a faculty/supporting academic staff member is promoted to a higher academic rank, his/her basic salary will be adjusted by adding to the basic salary a promotion increase to include a promotion increase according to the policies and procedures set by the University.

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3.7.2 Allowances

3.7.2.1 Administrative Allowance

The faculty members who are appointed to administrative positions are entitled to a monthly administrative allowance. The Board of Regents approves the amount of the administrative allowance for each of the following positions:

- Vice President - Associate Vice President - Director (reporting to the President) - Director (reporting to the VP) - Director (reporting to Associate VP) - Dean of a College - Associate Dean of a College - Head of a Department/Office/Unit - Coordinator of an Academic Program

3.7.2.2 Fringe Benefits

The faculty/supporting academic staff member is eligible to receive fringe benefits in accordance with the QU Policies and Procedures:

3.7.2.3 Special Allowance

By a decision of the President based on the recommendation of the Vice President and Chief Academic Officer, a special allowance may be paid to a faculty member provided the allowance does not exceed 100% of salary, according to the following conditions:

The field of specialization of the faculty is rare or uncommon and he/she is highly qualified in such field.

Qatar University is in extreme need for the field of specialization.

Qatar University does not have enough faculty members in such field.

3.7.2.4 Annual Merit Increments

The faculty/supporting academic staff member is subject to the performance appraisal scheme conducted once during the academic year. The faculty/supporting academic staff member is given an annual increment to his/ her salary based on the performance and contribution to the Department and QU. Equal consideration shall be given to teaching and research or other creative work; in addition to services to the state and community.

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The annual increment budget is determined by the Board of Regents who authorizes the President to disperse these funds according to the policies and procedures set by the University. The budget allocated for the salary increments will be recommended by the department head according to the policies and procedures set by the University.

3.7.2.5 Merit Award Program

QU recognizes and encourages the faculty/supporting academic staff member with significant achievements. The Annual Merit Program allows for such deserving faculty/supporting academic staff members to be given awards. The Board of Regents shall issue the total program budget for annual merits to be implemented by the President.

3.7.2.6 Overtime

The faculty/supporting academic staff member who is assigned with additional duties to his/her normal work load such as additional teaching, technical or other academic duties is entitled to financial compensation. The President shall issue directives on the hourly rates for such overtime.

3.7.2.7 Commissioned Work

The faculty/supporting academic staff member who are commissioned to perform tasks or functions for the University may be compensated.

3.7.2.8 Payment in Lieu of Vacation

Where the University, in agreement with a Faculty, schedules the faculty to be at work during all or part of his/her approved vacation period, the faculty shall receive payment equivalent to his salary and any other allowance(s) deducted during his/her vacation, in lieu of vacation days.

3.7.2.9 Business Expenses

The faculty/supporting academic staff member traveling on official business outside Qatar will be given a round-trip air ticket and an appropriate per diem allowance.

3.8 Vacations and Leaves

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3.8.1 Annual Vacation

The faculty/supporting academic staff member is entitled to annual paid leave for a number of days, specified in the yearly academic calendar.

3.8.2 Scholarly Mission Leave

The faculty/supporting academic staff member may be granted a scientific mission leave with or without pay for a maximum period of two terms or summer. Such leave is specified to conduct research or to join a special development program and shall be in accordance with the rules and regulations set by the University. In addition, the supporting academic staff may be granted scholarship leave to pursue a postgraduate degree. The scholarly mission leave shall be approved by the Vice President and Chief Academic Officer on the recommendation of the Head of the Department.

3.8.3 Sabbatical Leave

A regular full-time faculty member on rolling or indefinite duration contract is eligible for a maximum of one academic year period sabbatical leave for each four years of service. The Sabbatical leave shall be approved by the Vice-President and Chief Academic Officer on the recommendation of the Head of the Department.

3.9. Disciplinary Actions

Disciplinary action will apply when the faculty members violate the rules and regulations of the University. The penalties of the violations include the following:

1- Verbal warning 2- Written censure, maintained in the personnel file 3- Probationary Period with final warning 4- Removal of privileges 5- Holding the promotion for a period of time 6- Suspension 7- Dismissal from the employment of the university.

The president has the final authority to implement items 4, 5, 6 & 7 upon the recommendations from inquiry committee appointed by the president.

3.10. Grievance

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Faculty member who has grievance may address matter of disagreement & complaint in writing according to the rules and regulations of grievance procedures of the University.

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4 Administrative and Financial Affairs

4.1 Vice President and Chief Financial Officer

The Vice President and Chief Financial Officer is responsible for efficient and proactive management of University human and financial assets through sound policies and practices. He/she is the ultimate authority in interpreting the administration and financial rules and regulations of the University. He/she is appointed by the Board of Regents based on the recommendation of the President, to whom he/she reports.

4.1.1 Functions, Authorities and Duties of the Vice President and Chief Financial Officer

The Vice President and Chief Financial Officer has the following functions, authorities and duties:

Oversee the general administrative and financial policies, and procedures approved by the Board of Regents and recommend their modifications on basis of the application outcomes.

Determine work financial, professional and human needs necessary for the achievement of the University's goals.

Prepare a comprehensive proposal of the University's budget, submit it to the University President and oversee the implementation of its items after its approval and according to the approved funding.

Work with the Vice President for Institutional Planning and Development to ensure that the budget outcomes are consistent with and directly support University priorities and overall strategic planning.

Participate in the Executive Management Committee's meetings and follow up the implementation of its decisions and recommendations.

Head the Tender and Bidding Committee and oversee the procurement committee's work and endorse the decision reports.

Oversee the implementation of the administrative and financial projects and see their implementation according to the set plans.

Nominate administrative directors. Such nomination is subject to the President's approval. Appointment of the administrative heads is based on the recommendations of the Department Directors.

Establish university-wide committees to assist with issues relevant to administrative and financial affairs.

Prepare an annual report on the financial and administrative statuses and the future plans to be submitted to QU President.

Oversee the staff performance evaluation and give instructions for promoting the professional performance at all administrative levels.

Administer an annual evaluation of the office of the VPCFO with regard to the position's performance and duties.

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5 I n s t i t u t i o n a l P l a n n i n g a n d

D e v e l o p m e n t

5.1 Vice President for Institutional Planning and Development

The Vice President for Institutional Planning and Development assists the President on all matters pertaining to the development and management of the strategic planning operations, institutional research and assessments, and will be the advocate of University-wide quality assurance initiatives.

5.1.1 Functions, Authorities and Duties of the Vice President for Institutional Planning and Development

The Vice President for Institutional Planning and Development has the following functions, authorities and duties:

Oversee and support institutional effectiveness initiatives, institutional research and planning processes, and organizational development.

Oversee the development and analysis of university strategic indicators, performance measures, and management systems drawing upon institutional data from all sectors of the University.

Provide fiscal analysis of all budgetary units of the university and ensure that the institution’s budget outcomes are consistent with and directly support institutional priorities and overall strategic planning.

Serve as the University's representative to coordinate the implementation of reform initiatives.

Maintain University data warehouse, prepare internal and external data reports, and respond to institutional data requests.

Conduct studies essential to the strategic planning, quality improvement process, and institutional benchmarking.

Ensure that the University remains abreast of national and international trends, developments, and events related to higher educations and institutional effectiveness.

Recommend to the president the appointment of the Directors of Offices under his/her jurisdiction.

Prepare an annual evaluation of the performance of the office of the Vice President for Institutional Planning and Development.

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5.1.2 Bodies Reporting to the Vice President for Institutional Planning and Development

5.1.2.1 The Office of Planning

The office reflects the mission, vision, and goals of the Board of Regents, EMC and President in designing and developing macro-level institutional strategic plans and mission-critical strategic initiatives in the areas of academic affairs, capital improvement, student affairs, information technology, institutional policy analysis, and fiscal administration. In this capacity, it develops and maintains relevant databases, generates and analyzes research data to support perceptive, innovative college-wide planning, assessment, continuous improvement, decision-making and policy formation to enhance student learning and facilitate institutional effectiveness and accreditation.

5.1.2.2 The Office of Assessment and Evaluation

The Office helps the University by coordinating and supporting a comprehensive system of evaluation of all academic degree programs and faculty, as well as administrative and academic support services. The Office also assists in linking the planning and assessment processes in learning outcome to the development of the budget and to prioritize funding. As part of the institutional effectiveness process, the Office works with each academic and support unit to:

Design and implement assessment plans that reflect the University’s mission and objectives

Gather and analyze data, use the results to improve student learning, services, and support programs.

By collaborating with faculty and staff to review the mission and goals of programs and to identify program outcomes and measures, the Office helps to ensure that the quality of the academic and support units of the University are continually enhanced.

5.1.2.3 The Office of Institutional Research and Data Warehouse

The office is tasked with processing, manipulating, and organizing the data in an effective way to provide analysis of statistical information regarding students, faculty, staff, space utilization, and budget and finance. This information supports regular, ongoing, internal and external reviews. The office also performs annual administrative unit evaluation and provides reports to various units, EMC and the President to improve the performance by providing better services to stake holders. Additionally, it conducts policy surveys (example, staff salary, space utilization), performs environmental scanning, SWOT analysis and other

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need-based studies and provides outcomes analyses to the Board of Regents, EMC, President, Vice Presidents, and planners at all other levels of the campus.

5.1.2.4 The Office of Executive Management Committee Affairs

The office serves as staff to the Executive Management Committee for the development of management reports and data gathering. The Office prepares background information and agenda for EMC meetings, and maintains a record of decisions that have been made during the meetings. Additional responsibilities include interaction with all of the units within QU, conducting follow-up research and communication with parties affected by EMC decisions, maintaining University policies, etc. In addition, the office introduces formalized project management practices by establishing project management structure, standards, and policies. It develops a comprehensive management framework that includes set of project management plans, strategies, documents, and templates to be used for all projects from the start to the end. It links between University planning and its strategies and the successful management and execution of projects.

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6 Student Affairs

6.1 Vice President for Student Affairs

The Vice President for Students Affairs assists the President on all matters pertaining to the Qatar University student body.

6.1.1 Functions, Authorities and Duties of the Vice President for Student Affairs

The Vice President for Student Affairs has the following functions, authorities and duties:

Serve as the primary advocate for students in the development of University programs, services and policies and procedures.

Oversee and coordinate programs and services within the Office of Students Affairs including admissions, registration, student centers and services.

Recommend to the president the appointment of the Directors of Offices (Admission, Registration, Student Services, etc.)

Appoint department heads under his/her authority upon recommendation of the respective directors.

Review the budget proposals submitted by the offices operating under the purview of the Office of Student Affairs, and prepare a proposal for students' affairs operations as a whole.

Develop programs and initiatives to enhance the quality of campus life through a range of student services and activities.

Recommend programs and services that will promote and encourage student involvement.

Prepare documents and media that disseminate information about programs, services and policies and procedures affecting students.

Serve the student-body by providing general problem-solving and information referral assistance for students.

Prepare reports based upon data collected by the Office of Institutional Research, and evaluations of programs and services that recommend how resources may be used most effectively.

Oversee student admittance practices and the awarding of scholarships to students.

Review cases of students who are candidates for academic probation and instruct the Registration Office to take necessary steps.

Forward courses of action to the Vice President and Chief Academic Officer in addressing cases of students who are candidates for dismissal from the University for academic reasons.

Recommend courses of action that the President may take in addressing cases of students who are candidates for dismissal from the University for non-academic reasons.

Prepare an annual evaluation of the performance of the office of the Vice President for Students Affairs and ensure that the offices under the purview of Students Affairs carry out their own annual evaluations.

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6.1.2 Bodies Reporting to the Vice President for Student Affairs

6.1.2.1 The Office of Admissions

The Admissions Office assists the Vice President for Students Affairs in formulating, revising as necessary, and publicizing standards for admission to the University. This office also serves as the University’s primary liaison with secondary schools, secondary school students, and their parents, explaining the prerequisites for successful university studies and suggesting improvements in the preparations for university studies.

6.1.2.2 The Office of Registration

The Registration Office maintains records of student enrollment and achievement. The office also manages the student enrollment process, particularly focusing on course registration, class schedules, and the assignment of classrooms and lecture halls.

6.1.2.3 The Office of Students Activities

Qatar University recognizes that much of the learning students experience on campus takes place outside the classroom. The Office of Student Activities supports the academic goals of the University by providing services and programs for students designed to promote and maximize their extracurricular experiences in education, recreation, social interaction, and personal growth. The Office of Student Activities accepts the challenge of equipping students at the University to become wise and faithful participants and leaders. It is the belief of the University that student activities assist in the growth of the students to their fullest potential, individually and collectively, through advisement, assistance, guidance, and effective developmental programs.

6.1.2.4 The Student Counseling Center

The student counseling center is an entity that functions under the student affairs sector, and aims to provide QU community with a variety of counseling and psychological services. These services include individual and group counseling, psychological testing, and psycho-educational activities. The aim of the Center is to promote the personal and social growth and development of QU students, and to help them adjust to the demands of university life and study.

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6.1.2.5 The Learning ٍ Support Center

The Learning Support Center will operate two programs (male campus, female campus) to provide remedial services to students designed to supplement their in-class instruction and ability to meet course requirements. These services include tutoring, acquiring efficient learning skills and strategies, academic and learning assessment (in conjunction with Counseling Center), and writing labs and workshops.

6.1.2.6 The Career Services Center

The Office of Career Services advises students on career opportunities and the academic preparation required for success in various fields. This office constitutes the principal link between the University and potential employers of University graduates.

6.1.2.7 The Office of Student Services

The Office of Student Services oversees and monitors many services the University provides to its students including:

6.1.2.7.1 Student Housing

Qatar University is committed to providing eligible students with safe, secure and comfortable accommodation during their period of study at the University.

6.1.2.7.2 Coordinator of Special Needs

The University provides special services to students who are physically or visually impaired. The Coordinator of Special Needs Students will work on an individual basis with students who need assistance in mobility, orientation, and equipment to allow them to function in their classes and on campus. The Coordinator will ensure that every reasonable accommodation will be provided to students with disabilities.

6.1.2.7.3 Help Desk

A Student Help Desk provides assistance and support to students and facilitates communication between them and the University.

6.1.2.7.4 Part-Time Job System.

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This system is meant to enable the students to be recruited by the University to do specific part-time jobs in return for a certain payment appropriate to the assigned job.

6.1.2.7.5 Information Technology Center (ITC)

The information Technology Center provides QU students with services ranging from the simple email account for each admitted student to providing each student with a laptop.

6.1.2.7.6 Textbooks

QU's Textbook Unit provides the students with textbooks prescribed for their courses according to their academic programs.

6.1.2.7.7 Financial Aids

This office provides financial aid to students who have financial problems that might hinder their obtaining of academic degrees. The Student Fund is responsible for reviewing the students' statuses in order to determine their eligibility for the financial aid. The fund is responsible also for overseeing the disbursement of the University's scholarship awards.

6.2 General Regulations

6.2.1 Education System

Qatar University operates on a semester based system, and each academic year consists of two semesters: fall and spring.

6.2.2 Categories of Students

Within Qatar University there are three categories of students: regular full time, part time and special students.

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6.2.2.1 Regular Full Time Students

Regular Full Time Students are those students who are enrolled in an academic program leading to a degree and must carry a minimum course load of 12 credits per semester. Under special circumstances, regular full time students may be allowed to drop below 12 credits upon approval of his/her Program Head & College Dean.

6.2.2.2 Part Time Students

Part Time Students are those students who are enrolled in an academic program leading to a degree but can carry a load of less than 12 credits per semester without special permission.

6.2.2.3 Special Students

Those who are enrolled as auditing, non-degree or visiting students under institutional agreements signed with Qatar University are considered special students.

6.2.3 Language of Instruction

The official language of instruction at Qatar University is Arabic. The President on the recommendation of the Vice President and Chief Academic Officer and through the Executive Management Committee may approve the use of other languages for instruction in certain programs as necessary.

6.3 Admission and Registration

Admission to the QU colleges is subject to the general policy set by the Board of Regents. The Office of Admissions and the Registration Office are responsible for carrying out the tasks that are included in these processes. Both offices operate under the purview of the Vice President for Student Affairs.

6.3.1 General Admission Requirements

The general requirements for admission are:

1. Holding a secondary school general examination certificate or its equivalent.

2. Passing the mandatory medical tests. 3. Any other requirements pursuant to the University’s general

admissions policy.

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6.3.2 Dismissal from the University

Decisions to dismiss a student according to the rules and regulations set by the University must receive final approval by the President based on the recommendation of the Vice President and Chief Academic Officer.

6.3.2.1 Standards of Conduct

By registering as a student at Qatar University, every student shall abide by the code of conduct adopted by the university. Students who violate the code will be disciplined according to QU rules and procedures.

6.3.2.2 Disciplinary Measures

For violations of QU rules and regulations or for acts of student misconduct, academic or nonacademic, the following disciplinary measures may be taken: 1. Expulsion – permanent severance of the student’s relationship

with the Institute. 2. Disciplinary suspension – temporary severance of the student’s

relationship with the university for a specific duration, though not less than one term.

3. Reprimand – a written statement of disapproval issued to the student.

4. Restriction – exclusion from participation in social activities and loss of identification card privileges.

5. Disciplinary probation – notice to the student that any further major disciplinary violation may result in suspension or expulsion; may include setting of restrictions and/or issuing a reprimand. A student on disciplinary probation is not in good standing and may not participate in extracurricular activities.

6. Fines. 7. Restitution – reimbursement for damage to or misappropriation of

property; this may take the form of appropriate service or other compensation.

8. Forced withdrawal – withdrawal from the academic course within which the offense occurred without credit for the course.

6.3.2.3 Student Appeals

Students have a right to appeal according to the policies and procedures set by the University.

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6.4 Student Academic Principles and Policies

The principles and policies regarding student’s academic obligations and requirements (i.e., attendance, coursework, required GPA, requirements for honors recognition, declaring and changing one’s specialization, etc.) are outlined in the University’s policies and procedures.

6.5 Student Services

The University provides scientific, cultural, social, and athletic activities for students, in addition to University housing and medical care according QU’s policies and procedures.

6.6 Financial Aid and Scholarship Services

Education at Qatar University is free for Qatari students, except for select academic programs for which the Board of Regents decides to charge academic fees

The University will determine and provide opportunities for financial aid and scholarships for those students who require assistance in meeting their financial obligations at the University. Such awards will be granted in accordance with the guidelines that are outlined in the University’s policies and procedures.

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7 Research

7.1 Vice President for Research

The Vice President for Research assists the President on all matters pertaining to Qatar University’s research activities. The Vice President for Research administers the distribution of resources available to support research and other forms of scholarly endeavor and evaluates the effectiveness of the scholarly activity taking place at the University.

7.1.1 Functions, Authorities and Duties of the Vice President for Research

The Vice President for Research has the following functions, authorities and duties:

Oversee the development of research programs among faculty and students and promote faculty research in new areas of study.

Oversee University sponsored research activities.

Work with Colleges to encourage scholarly endeavor among faculty, particularly those projects that would engender collaboration on research projects (multidisciplinary or otherwise) among faculty members.

Determine the procedures and criteria for submitting proposals seeking University funding.

Recommend to the president the appointment of the Directors of Offices and centers (Environmental Studies, Gas Processing, etc.)

Appoint department and unit heads upon recommendation of the respective directors.

Ensure that research practice adheres to accepted ethical codes of conduct.

Advise the President on significant research issues and concerns that arise within the University.

Oversee the operations of the research support offices and units and all of its attendant duties.

Prepare the annual budget proposal for the Office of Research. This task should take into account all operations that directly fall under its purview, including the University-based grants and awards that are issued through the Office of Research.

Provide technical assistance to faculty engaged in scholarly endeavors.

Negotiate and coordinates grants and awards and oversee the dispersal of such funding when appropriate.

Prepare an annual report that evaluates the efficacy of the duties and procedures that occur within the Office of Research.

Prepare an annual evaluation of the performance of the office of the Vice President for Research and ensure that the offices under the purview of Research carry out their own annual evaluations.

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7.1.2 Bodies Reporting to the Vice President for Research

7.1.2.1 The Environmental Studies Center

The Center concentrates on the environmental problems, challenges and opportunities facing the State of Qatar and the region. The center is responsible for the development and support of scientific research by applying recent technologies, to serve the sustainable developmental needs of the country. The center strives to be a regional reference for themes related to the environment in the areas of:

Marine sciences

Groundwater

Air quality

Solid waste management

Land

Plants

7.1.2.2 The Gas Processing Center

The Center's mission is to be a Center of Excellence for Gas Processing, addressing the problems, challenges and opportunities facing the State of Qatar and contributing to Qatar becoming the Gas Capital of the World.

7.1.2.3 The Central Laboratories Unit

This unit provides analytical and technical support and consultancy to serve efficiently the University’s research activities and testing needs. Also, it optimizes and upgrade the practical performance of technical staff and students and provide hands-on experience in the use of analytical instruments in Qatar University. The unit:

Serves and supports the research activities of the University (researches conducted by faculties and students projects).

Meets the analytical/testing needs of government and private sectors, organization, industry and individual customers in the State of Qatar.

Provides training for students and other technical staff in Qatar University and other government and private sectors.

Provides technical supports and consultancy.

7.1.2.4 The Materials Technology Unit

The unit strives to integrate technology related to engineering materials creating a learning environment where students, teachers and practicing professionals are empowered to become independent lifelong learners. The unit provides comprehensive services in the fields of:

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Mechanical testing

Non-distractive testing

Materials testing

Corrosion and corrosion control

Failure analysis

7.1.2.5 The Academic Research Office

This office will:

Promote research activities among faculty and students

Promote research resources and capabilities to the University stakeholders

Monitor all the research activities at the University

Coordinates between research teams and research centers

Administrate the internal and external research grants from both financial and procurement affairs.

7.1.2.6 Other Research support services

7.1.2.6.1 Quality and Safety

This unit will be responsible for developing and administering policies and procedures related to the quality and safety of research performed within the University. There is an especially urgent need to ensure that laboratory operations across campus meet international standards.

7.1.2.6.2 Intellectual Property and Legal Services

Increased research activity within the University will bring a vastly increased volume of work associated with protecting intellectual property, developing contracts, protecting confidentiality and the like.

7.1.2.6.3 Procurement and Financial Service

Needs are different for research than for the other administrative and academic functions within the University. With greater emphasis on research, the demand for these services will increase substantially and the nature of the required services will change. The exact functions to be performed will be determined through coordination with the University’s central Procurement and Financial Affairs.

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Part-2

QU Faculty Senate Bylaws

Approved by the QU BOR on June 2008

Produced by


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QU Faculty Senate Bylaws 57

Definitions

Term Definition

The University [QU] Qatar University

The Senate [QUFS] Qatar University Faculty Senate

Bylaws.

BLD.

Bylaws Document

[QUFS-BLD]

Bylaws of QUFS

Bylaws Document of QUFS

Member Member of QUFS

Electing Unit An academic unit eligible to be represented

in the QUFS.

Periodic Election A general election for QUFS involving all

electing units.

Periodic Election Year The Year in which a periodic election for

QUFS is held.

Replacement Election A localized election for QUFS in a certain

electing unit to replace a prematurely

leaving QUFS member.

Officer, Chair, Vice

Chair, Secretary

An officer, chair, vice chair, secretary of

QUFS

The VP&CAO The Vice President and Chief Academic

Officer of QU.

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1. Mission

The Faculty Senate is the elected faculty body of Qatar University. The chief purpose is to represent and allow for the maximum contribution and optimum input of QU faculty. Also, the faculty senate provides both a means for the dissemination of information regarding policies and procedures and a forum for debating them. It solicits, receives and discusses suggestions from QU faculty and makes recommendations based on the conclusion of such deliberation. The Senate serves, in particular, as an advisory to the VP&CAO. The Faculty Senate reviews, suggests improvements, revises, and modifies policies and legislation proposed or enacted by the university legislative and administrative authorities. It considers and deliberates on all academically related issues. The senate makes the outcome of such discussions available to the VP&CAO. The prime rationale for the forming of the senate is to strengthen the moving ahead towards transparency and sharing of responsibility, as the indispensable means to the realization of the university vision. It is the duty of the members of the senate to use this forum as a vehicle to realize the vision of transforming QU into a model university that offers a high quality learning-centered education, in a healthy and constructive learning- and- teaching environment.

2. Functions

2.1. Reviewing policies regarding faculty hiring, retention and promotion, so as to ensure that they reflect faculty interests and concerns.

2.2. Reviewing policies pertaining to academic programs, degree

requirements, admission policy, grading system and criteria and procedures for the evaluation of programs in addition to proposals concerning the addition or elimination of colleges, departments and academic programs.

2.3. Increasing the interaction within QU and between QU and the various

circles of society. 2.4. Contributing to deepening the rigor of the intellectual culture and

community of QU by developing conferences and seminars that will bring faculty together across disciplines.

2.5. Facilitating in the establishment of programs and research studies with

other research institutions (from both the academic and private sectors of society).

2.6. Devising activities and events that increase faculty participation and

investment in the extra-curricular life of the university. 2.7. Contributing to the efforts to enhance the overall performance and the

assets of the university and create a teaching and learning environment conducive to the realization of the university goals.

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3. Membership & Elections

3.1. Membership to the Senate shall be achievable by means of a periodic

election or a replacement election in an electing unit. 3.2. A member of the faculty shall be eligible to run for a seat in the Senate in a

periodic or a replacement election, if he or she satisfies all of the following conditions:

3.2.1. Being a regular full time faculty member for at least one year before

the time of the nomination.

3.2.2. Belonging to an electing unit.

3.2.3. Not holding an administrative position in QU. 3.3. An electing unit shall be any academic department, the foundation program

and any other academic unit declared by the VP&CAO to be as such. 3.4. All regular full time faculty members in an electing unit shall act as unit

electors. 3.5. Each electing unit shall elect one member to represent it in the senate from its

eligible faculty. 3.6. For the purpose of senate elections, faculty in academic departments shall be

professors, associate professors and assistant professors. 3.7. For the purpose of senate elections, faculty in the foundation unit shall be all

instructors holding a master or higher degree. 3.8. The term of membership of the senate shall be two senate years, each

starting in January the first. 3.9. If, because of any reason, a member is not able to finish his or her term, or if

his or her membership is terminated by the senate, a replacement election in the concerned electing unit shall be held within a month.

3.10. The membership of a member shall be terminated automatically if:

3.10.1. The member is appointed to an administrative position within the university.

3.10.2. The member ceases to be a full time faculty member. 3.10.3. The member ceases to belong to the unit, which he or she has been

elected to represent. 3.10.4. The member resigns.

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3.10.5. The member fails to attend a total of four regular meetings within a senate year.

3.11. Whenever a membership is terminated; the Senate shall notify the VP&CAO

to arrange for a replacement election within the concerned unit. 3.12. The VP&CAO shall form a senate election committee and an election appeal

committee by the second week of November of a periodic election year. 3.13. A periodic election for the Senate shall be held in all electing units at the

same time on the first working day of December of a periodic election year. The election results shall be announced on the same day on which the election takes place.

3.14. The nomination period and the preparation of the election lists shall start in

the second week of November of a periodic election year. 3.15. Challenges to the election results shall be forwarded to the "Appeal

Committee" within four working days after the announcement of the election outcome.

3.16. The "Appeal Committee" shall hold a special meeting within the first five

working days of December to consider the challenges to the election results, if any. The committee decision regarding the merit of an appeal shall be final.

3.17. Any repeat of an election in an electing unit shall take place within three

working days form the meeting of the "Appeal Committee". The result of any such repeat of an election shall be announced on the same day.

3.18. When an election is repeated in any electing unit due to a tie, only the

individuals involved in the tie shall be permitted to compete in the rerun. 3.19. The "Election Committee" and the "Appeal Committee" shall hold a joint

meeting to endorse the final results of the election within the first nine working days of December and forward the endorsement to the university president.

3.20. The new senate shall be formed following the QU president’s endorsement of

the election results by December the 20th. 3.21. If in a given academic year, any or some of the dates mentioned in articles

3.12 to 3.19 happen to be days in which the corresponding senate events can not take place, the date of the first event of any sequence of these events shall be moved to the first following working day, trailed, in the same order by the rest of the sequence, such that the lengths of all grace periods are reserved.

4. Officers of the Senate

4.1. The senate shall elect three officers; a chair, vice chair and secretary. 4.2. The officers shall be elected at the first meeting of every senate term by

a secret ballot with simple majority in the presence of two-thirds of the senate. Each of the officers shall be voted separately.

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4.3. The chair shall have the following duties:

4.3.1. Being a liaison between the senate and the VP&CAO.

4.3.2. Conducting a monthly meeting with the VP&CAO.

4.3.3. Preparing the agenda for the senate meetings.

4.3.4. Calling the senate meetings.

4.3.5. Presiding over the senate meetings.

4.3.6. Preparing the yearly report.

4.3.7. Representing the senate.

4.3.8. Any other duties delegated by the senate.

4.4. The vice chair shall have the following duties:

4.4.1. Substituting for the chair, when warranted, regarding any of the duties mentioned in article 4.3.

4.4.2. Serving temporarily (until a new chair is elected) as the chair in

the case when the chair is not able to finish his or her term. 4.4.3. Cooperating with the secretary in the preparation of the

minutes of the senate meetings and publication of the agenda and minutes.

4.4.4. Any other duties delegated by the senate.

4.5. The Secretary shall have the following duties:

4.5.1. Recording the minutes of senate meetings. 4.5.2. Cooperating with the chair in preparing and publishing the

agenda of the meetings. 4.5.3. Cooperating with the vice chair in preparing and publishing the

minutes of senate meetings.

4.5.4. Listing the names of Senate members requesting to speak during the meetings, and assisting the presiding officer in implementing the rule of the order of addressing the Senate by its members.

4.5.5. Managing the senate office

4.5.6. Any other duties delegated to him or her by the senate.

4.6. The senate shall retain the right to relieve a senate officer of his or her

position, when severely failing to honor his or her duties. A decision to that effect requires the following:

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4.6.1. A petition for the motion signed by half the Senate. 4.6.2. The vote for the motion by two-thirds of senate.

4.7. A maximum of one petition to relieve a certain officer of his position

may be considered within a single Senate term. 4.8. An attendance of less than two-thirds the senate, in two consecutive

meetings dedicated to the matter of relieving a certain officer of his or her position shall be considered as a vote of “No” to the motion.

5. Meetings

5.1. The Faculty Senate shall conduct eight regular meetings; four meetings

in each of the fall and spring semesters. 5.2. The Senate shall have its regular meetings at a fixed time and date

each semester, which must be announced by the Chair in the beginning of the semester.

5.3. Special meetings of the Faculty Senate may be called by the Chair or

upon request third of the Senate. In this case, the Chair through the secretary shall make sure that every member of the Senate is informed about the meeting. The minutes of the special meeting shall be submitted for approval in the following regular meeting.

5.4. All faculty members may attend Senate meetings (with no voting

privileges), except when the Senate is in a closed session.

5.5. A quorum, for the purpose of conducting a meeting shall be equal to half the members of the Senate.

5.6. A meeting of the Senate is valid only on the presence of either the chair

or the vice chair. 5.7. A simple majority vote shall be sufficient to approve an action. 5.8. If a vote not involving the presiding officer results in a tie, the presiding

officer shall vote to break the tie.

5.9. Whenever a vote involving the presiding officer results in a tie, the

presiding officer’s side shall prevail. 5.10. In every regular meeting of the Senate, the procedure of approving the

agenda of the meeting and the minutes of the foregoing meeting shall precede the deliberations of the new agenda, the reports by the Senate officers and the committees’ coordinators.

5.11. The request by members to address the Senate shall be by raising

hands. The Senate Secretary shall list the name of the member

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requesting to speak to the Senate. The order by which members address the Senate shall follow the order in the list.

5.12. The Senate may declare a session closed.

5.13. The Senate may invite any individual to attend a meeting.

6. Agenda & Minutes

6.1. The Senate shall set an annual plan at the beginning of the academic year.

6.2. The Chair shall meet with the VP&CAO prior to commencement of the

academic year to discuss topics of mutual concerns to be included in the annual agenda of the Senate.

6.3. The secretary, with the cooperation of the vice chair, is responsible for

transmitting the agenda prepared by the chair, for the meetings to the members of the senate within at least five days before the meeting's date.

6.4. A member may request (in writing or by e-mail) the chair, at least ten

days before a regular meeting, to place an item on the agenda. 6.5. The secretary, with the cooperation of the vice chair, is responsible for

keeping and transmitting both the preliminary and the approved minutes of the meetings to the members of the senate.

6.6. The minutes of the senate meetings shall specify the means by which a

decision is arrived at. 6.7. All documents relevant to the minutes of a meeting and presented in the

meeting in either hard or soft forms shall be referred to in the minutes and attached to the minutes document in both its hard and electronic forms.

6.8. All Minutes and attachments of minutes of a meeting shall be indexed,

using the following system:

6.8.1. A minutes document of a meeting shall have an indexing of the form: QUFS-M[Number of the meeting (3digits)]-Date(6 digits).

6.8.2. An attachment to the minutes document of a meeting shall

have an indexing of the form:

QUFS-M([Number of the meeting (3digits)]-A[Number of the attachment(2digits)]

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6.9. Copies of each approved minutes of the meetings shall be sent out to the VP&CAO. The minutes shall also be openly available to any faculty.

7. Committees

7.1. The Senate shall form standing and ad hoc committees. All functions of the senate shall be attended to, through these committees.

7.2. Every member shall have the privilege of serving in any committee, to

which he or she wants to contribute. 7.3. If the number of members wishing to join a certain committee exceeds

the limit of practicality, a practical number of committee members shall be chosen by vote.

7.4. A practical upper limit of membership of a committee shall be five. The

Senate may raise that limit to seven, when appropriate.

7.5. A committee shall have a Coordinator and a Secretary chosen by members of the committee.

7.6. The coordinator of a committee shall have the following duties:

7.6.1. Preparing the agenda for the committee meetings. 7.6.2. Calling the meetings. 7.6.3. Presiding over the meetings 7.6.4. Cooperating with the Secretary of the committee in preparing

and submitting the minutes of the meetings to the senate. 7.6.5. Cooperating with the Secretary of the committee in submitting

a written periodic reports and an integrated yearly report of the committee activities to the Senate.

7.7. The Secretary of a committee shall have the following duties:

7.7.1. Recording the business of the committee and preparing and publishing the minutes of the meetings.

7.7.2. Cooperating with the Coordinator in submitting written periodic

reports and an integrated yearly report of the committee progress to the Senate.

7.8. Every standing committee shall meet at least once a month. 7.9. Committee meetings, committee meeting minutes and the system of

indexing the committee minutes documents shall be subject to the same rules as those for the Senate meetings and Senate meetings minutes.

7.10. No member shall be the coordinator of more than one standing

committee. 7.11. A standing committee may seek the help of any party, provided the

senate is informed.

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7.12. A standing committee may form a subcommittee to do a job within the

domain of the functions of that committee. A subcommittee may include faculty members who are not members of the Senate.

7.13. The Senate may form other ad hoc committees whenever a need arises. 7.14. The Senate may not form an ad hoc committee to do a job within the

domain of the functions of a standing committee. 7.15. All standing committees shall be formed at the second meeting of every

new senate and serves until the end of the senate term.

8. Budget

8.1. Officers of the senate shall be responsible for overseeing the Senate budget.

8.2. All financial and budget plans proposals shall require the approval of the

Senate then it should be endorsed by the VP&CAO.

9. Amendments & Modification of the Senate Bylaws Document

9.1. The senate may amend an article or a group of articles of the BLD, when deems necessary.

9.2. Any amendment proposal shall be sent to the members no less than

fifteen working days before the meeting at which the proposal is to be considered.

9.3. Any Amendment of the BLD shall require two-thirds of the senate. 9.4. Any Amendments should be approved by the Board of Regents.

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55

Part-3

The Academic Policies & Procedures

Produced by


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PL-ACADEMIC-001: Work-load Policy 67

PL-ACADEMIC-001: Workload Policy

Contents:

Policy Description

Who Should Know This Policy

Policy Sections

Version Number: 1.0

Effective Date:

Reviewed by EMC on: the 5th meeting,

30 October 2006

Approved by the President on

December 12, 2006

Policy Description

This policy and its procedures define the work loads for all faculty members at the University as well as teaching load reduction or increase to assure equitably distributing responsibilities among them.


President

Vice President

Legal Advisor

Dean

Director/ Departmental Head

Faculty

Accounting/ Finance Personnel

Student

All Employees

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1.1. Faculty Workload

The unit of measurement to calculate faculty workloads is the instructor credit hour (ICH). One ICH is equivalent to 50 minutes of classroom contact hours/week over a 16-week semester, plus the academic support time needed for preparation and grading. The faculty workload shall encompass but not be limited to teaching, administration, advising, research, service to the University and community, and other duties. Additional work such as summer teaching, additional coursework during the regular academic year, or any commissioned work is not considered part of a faculty member’s annual workload (see Faculty Compensation Policy).

1.2. Teaching Loads

The annual teaching workload for a faculty member is 21 ICH, distributed over two semesters. All consideration should be taken by the Department Chairperson not to assign a teaching load involving more than three preparations/semester, and not to exceed 15 ICH/semester. Exceptions must be approved by the College Dean.

Teaching load factors are detailed in the table below. (For example, a laboratory course that is one contact hour per week over the course of the semester would be counted as 0.50 ICH).

Activity Teaching Load Factor

General Lecture Course 1.00

Laboratory Course 0.50

Art/Drafting Studio Course 0.33

Supervision of Student Teachers 0.33

Supervision of Graduation Projects (Per project, assuming 2.5 students per project)

3.00

1.3. Procedures

Determinations of FTE needs (for programs, departments, colleges, or the University) can be calculated by determining the total ICH (summing the ICH for each course in the relevant unit, taking into account the teaching load factors noted above), and then dividing this number by 21. The number of generated students' credit hours (SCH) will be taken into account. The department shall also consider the excess workload for large number of classes, by putting a ceiling on the number of students per class.

The total allotted FTE for each program will be negotiated and approved by the Vice President and Chief Academic Officer.

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1.4. Teaching Loads Increase

In special circumstances, the Department Chairperson may assign a teaching overload to a faculty member; this is not to exceed 3 ICH/semester, and the faculty member is entitled to corresponding financial compensation (see Faculty Compensation Policy).

1.5. Teaching Loads Reduction

The annual teaching load can be reduced under the following circumstances:

Administrative Duties:

President, Vice Presidents, Associate Vice Presidents, and Directors reporting to the President are exempted from all teaching duties.

College Deans, Associate Deans, and Directors reporting to Vice Presidents are exempted from all teaching duties except for teaching one course (3 ICH)/year.

Departmental Chairpersons are exempted from teaching duties except for teaching one course (3 ICH)/semester.

Program Coordinators may be granted a teaching load reduction as recommended and determined by the College Dean.

Commissioned Work

Senior academic officials (President, Vice President and Chief Academic Officer, Dean) may commission a faculty member to perform specific functions or duties, and therefore be given a reduction in their teaching load according to the following formula:

The President may free a faculty member partially or completely from

teaching duties in order to engage in a commissioned assignments The Vice President and Chief Academic Officer may free partially a faculty

member from teaching duties provided the reduction does not exceed 6 ICH/semester.

A College Dean may free partially a faculty member from teaching duties provided the reduction does not exceed 3 ICH/semester.

Any reduction for commissioned assignments shall be requested on a semester-by-semester basis. Reductions will be coordinated with Department Chairpersons through the office of their respective College Deans. Department Chairpersons may request a faculty member to perform assigned duties if the faculty member has a teaching under load. Department Chairpersons may hire part-time or full-time faculty to cover the freed teaching loads, provided they do not exceed the allotted FTE number of faculty for the Department, and the replacing faculty member is of equal or lower rank than the replaced faculty member whenever possible.

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Research

A faculty member’s teaching load may be reduced for purposes of research provided any one of the following conditions is met:

The faculty member has been awarded an external research grant and the

reduction is incorporated within the grant. The faculty member requests a load reduction in order to conduct his/her

research. The request should be documented and a rationale be made for the load reduction. The Department Chairperson shall review the request and make a recommendation to the Dean who is authorized to approve a reduction of up to 3 ICH/semester for research purposes. Subsequent requests are based on whether the faculty member has used the reduction efficiently.

The University commissions the faculty member to conduct research specific to its goals.

Completion of Administrative Service

Faculty members who served in a senior administrative position (College Deans, Directors reporting to Vice-Presidents, or other high ranking administrators) for a full term are given a teaching load of 12 ICH/year for one year following their service. Faculty members in lower administrative ranks, or who have served for less than a full term may be considered for load reduction based on the approval of the President.

Teaching a Course within QU Honor Program Faculty members who are teaching one course within the honor program are granted a maximum load reduction of 3 ICH/semester.

1.6. Work Load for Supporting Academic Staff

This section presents the working load ranges for the supporting academic staff at QU. These ranges are as follows:

16-18 contact hours per week for Lecturers in the Foundation Program and the Arabic for Non-Native Speakers Program.

18-20 contact hours per week for Lecturers in all other programs.

15-20 contact hours per week for Teaching Assistants in all programs.

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PL-ACADEMIC-002: Sabbatical Leave Policy 71

PL-ACADEMIC-002: Sabbatical Leave

Policy

Contents:

Policy Description


Policy Sections

Version Number: 1.0

Effective Date: Dec. 12th, 2006


30 October 2006


December 12, 2006

Policy Description

This policy defines the Sabbatical Leave rules and regulations for all faculty members at the University.


President

Vice President

Legal Advisor

Dean


Faculty


Student

All Employees

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2.1 Policy Definition

Sabbatical leave is an integral part of the employment relationship between the University and its permanent academic faculty because it provides them with uninterrupted and focused periods of time to engage in scholarly endeavors and activities that promote the mission and objectives of the University. A sabbatical leave presents a significant opportunity for academic staff development and renewal, and provides a means to support high quality research and teaching initiatives because it relieves a faculty member of all teaching and administrative duties in order to enable him/her to engage in scholarly activities on a full-time basis for an agreed upon time period. Sabbatical leave is understood to encompass leave that is funded from personal, University, or external sources.

2.2 Eligibility

A first sabbatical leave is available to all regular faculty who are on rolling or indefinite duration contracts for at least four years and who have been in continuous full-time service (full-time service will be defined as working full-time for at least 8 of the previous 10 semesters). A faculty member in a leadership or management position may be granted a year of sabbatical leave after completing one full term of administrative service. A faculty member is eligible to be awarded up to three (3) sabbatical leaves.

2.3 Criteria

The criteria to be used to evaluate sabbatical leave requests are:

Evidence that the project will improve the faculty member's professional performance

Evidence of preparation and planning for the work to be undertaken Evidence of professional qualifications to carry out the project Likelihood of successful completion of the project Explanation of why the sabbatical is important to the execution of the project Significance of the project

.

2.4 Duration

Sabbatical leaves may be for either one semester or for two semesters (which typically will coincide with a single academic year, but under approval by the Department Chairperson, can occur in separate academic years).

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2.5 Location

The University encourages faculty to spend their sabbatical leave away from the University in order that staff may benefit from the opportunities to be gained from spending time at other institutions.

2.6 Compensation

Faculty members will receive 100% of their basic salary and all fringe benefits. If the faculty member is to spend the sabbatical leave outside the country, she/he is also entitled to reimbursement for the roundtrip airfare for self, spouse and up to three children under the age of 18. This policy does not preclude consulting activities performed in accordance with the University's consulting policy.

2.7 Accommodation

The appropriate Department Chairperson and/or College Dean shall make arrangements for carrying on the duties of a person on leave. The Department Chair must certify that the work of the department can be carried on substantially as it would have been had the leave not been granted. It is expected that sabbatical leaves will not be granted if they come at the expense of the students or the regular departmental program. Faculty who are granted sabbatical leave should be replaced, whenever possible, by full-time staff. This policy is based on the following rationales: (1) the critical importance of the teaching function; (2) other staff members should not be required to assume significantly greater duties during periods of sabbatical leave granted to their colleagues.

2.8 Sabbatical Leave Return

Faculty members are obligated to return to active service for a minimum time equal to the sabbatical period. In the event that the faculty member does resign or leaves the University during the sabbatical or upon return, she/he must reimburse the University for all funds contributed to the sabbatical leave.

2.9 Reporting

Within six months of completing the sabbatical leave, a written report of the work completed shall be submitted to the Department Chair with copies to the Dean, and Vice President and Chief Academic Officer. The purpose of this report is to demonstrate the extent to which the faculty member achieved the objectives set forth in the application.

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2.10 Sabbatical Leave Procedures

Sabbatical Leave Application: Faculty seeking a sabbatical leave shall submit written materials that include:

Previous sabbatical activity (the dates, duration, focus and results of previous

sabbatical leaves) Project description

o Description of the work or activities that will be undertaken during the proposed sabbatical leave, including a timetable for the work (if the requested sabbatical leave is for the preparation of written work, a description and outline should be included)

o Description of where the work will be completed during the sabbatical. Indicate the institutions, agencies, or persons with which/whom applicant will work

o Plans to seek funding for the project from any external agency (indicate source, level and status). If funding has already been secured, describe how the funds will support the project

Project results o Description of the anticipated results of the project o Description of the significance of the anticipated results for the University,

for the discipline, and for the applicant o Description of how the sabbatical leave will improve the applicant's

professional effectiveness. A current copy of the applicant's curriculum vitae A statement from the departmental chairperson about how the responsibilities

of the applicant will be met during the proposed sabbatical leave.

The Process

A letter of intent shall be filed with the department chairperson by October 31 prior to the year of the sabbatical.

Applications for sabbatical leaves must be approved by the department chairperson, and endorsed by the college dean.

The Vice President and Chief Academic Officer shall convene a committee of faculty members to review applications for sabbatical leave and make recommendations.

The committee shall make recommendations, taking into account University funding available, whether or not the faculty member has been previously granted a sabbatical leave, and previous departmental distribution of sabbatical leaves.

The Vice President and Chief Academic Officer, in consultation with this committee, shall make the ultimate decision regarding the disposition of each application and notify the applicant no later than the end of the fall semester.

The decision of the Vice President and Chief Academic Officer shall be final.

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PL-ACADEMIC-003: Compensation Policy 75

PL-ACADEMIC-003: Compensation

Policy

Contents:

Policy Description


Policy Sections

Version Number: 1.0

Effective Date: Dec. 12th, 2006


30 October 2006


December 12, 2006

Policy Description

This policy and its procedures describe how QU faculty members will be compensated

for their contributions to teaching, advising, research and other scholarship, and service

to the University.


President

Vice President

Legal Advisor

Dean


Faculty


Student

All Employees

QATAR UNIVERSITY




Qatar University recognizes that the faculty is one if its most important assets, particularly given the institution's core purposes of teaching and scholarship. To that end, faculty members are compensated for their contributions to teaching, advising, research and other scholarship, and service to the University as well as to the local community, nation, region and world.

Total compensation includes a basic salary and fringe benefits. In some instances, the basic salary may be supplemented from internal sources such as to compensate for overload teaching or for commissioned work, or from external sources such as from approved external consulting.

3.2 Procedures

In all cases arrangements for additional compensation require approval from the Department Chair and the College Dean; this approval must be secured before the activity or work begins. The approval of the Department Chair and College Dean will be based on the degree to which the faculty member is completing her/his current responsibilities in a full and satisfactory manner, as well as a consideration of the effect the additional activity or work will likely have on the current responsibilities.

Compensation above the regular base salary may take one of the following forms.

Overload teaching, in which a faculty member teaches in excess of the normal

workload (No. of annual Instructor Credit Hours in excess of 21 ICH, taking into account the teaching load factors). The faculty member will be compensated according to the following formula:

Number of Instructor Credit Hours (ICH) in excess of 21 x Basic salary

12 for one semester Compensation for summer courses will be based on the following formula:

Number of ICH taught during summer session x Basic salary 6 for 8 weeks

Commissioned work, in which a faculty member is asked by a University official

(e.g., the President, a Vice President, a College Dean or Department Chair) to perform tasks or functions for the university that are (a) not part of their regular work responsibilities, and (b) temporary in nature. Compensation may include additional salary, a release of workload, or provision of administrative support staff.

Consulting work, in which a faculty member is paid by an external agency for work.

This work cannot pose any conflict of interest with the work done at the University,

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and should not suggest that the faculty member is acting on behalf of or representing the university in any way.

3.3 Compensation for the Supporting Academic Staff

The compensation for overload teaching that exceeds the teaching workload for the Supporting Academic Staff will be calculated according to the following:

Lecturers in the Foundation Program and the Arabic for Non-Native Speakers Program will be compensated for additional hours exceeding 18 contact hours per week.

Lecturers in all other programs will be compensated for additional hours exceeding 20 contact hours per week.

For Teaching Assistants in all programs will be compensated for additional hours exceeding 20 contact hours per week.

(Please refer to the Supporting Academic Staff Working Load Ranges in section 1.6 of the PL-ACADEMIC-001 policy in this handbook)

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PL-ACADEMIC-004: Professional Conduct Policy 78

PL-ACADEMIC-004: Professional

Conduct Policy

Contents:

Policy Description


Policy Sections

Version Number: 2.0

Effective Date: Nov. 27th, 2008

-Reviewed by EMC on: the 4th meeting,

27th November 2008.

-Ver. 2.0 was reviewed by EMC on Jan.

18th, 2009

-Ver. 1.0 was approved by the President

on November 27, 2008.

-Ver. 2.0 was approved by the President

on Jan 18th, 2009.

Policy Description

This policy and its procedures describe the types of professional conduct at QU, academic misconduct, procedures for misconduct, mediation, complaints and appeals.


President

Vice President

Legal Advisor

Dean


Faculty


Student

All Employees

QATAR UNIVERSITY




Qatar University believes that while membership in the academic community confers numerous benefits, it also carries significant responsibilities demonstrated through standards of professional conduct. QU faculty members serve in a range of capacities, with corresponding behavioral expectations:

As researchers, they seek knowledge and truth, and must therefore uphold the highest standards of rigor and ethical standards and judgment. They must at all times demonstrate intellectual honesty, and not permit other interests to compromise their freedom of inquiry.

As teachers, they encourage their students' learning, and demonstrate their respect for students by maintaining the appropriate roles as intellectual guides, advisors, and guardians of academic freedom. They facilitate and foster honest academic conduct, and evaluate student work in a fair and impartial way. They do not improperly exploit, harass or discriminate against students.

As colleagues, they treat each other with respect by not impairing the free inquiry of others and by being objective in the professional judgment of other members of the University community. They also accept their share of the responsibility for institutional governance.

As members of the QU community, they nevertheless maintain their right to voice their opinions, and to seek to improve university policies and practices.

As private individuals, they maintain the same rights and responsibilities as others within Qatar. However, they do not actively or passively create the impression that they are acting or speaking on behalf of QU when they are not authorized to do so.

4.2 Faculty Misconduct

Certain behaviors constitute professional misconduct at the University when engaged in by a faculty member in association with their academic duties and responsibilities. These behaviors undermine the trust placed upon the faculty members, and compromise the integrity of the institution. Therefore, the University will take steps to ensure that faculty members understand these policies and all members of the community will share responsibility to act to prevent misconduct. In situations when questions of possible misconduct arise, the University will ensure a procedure for fair and expeditious mediation and adjudication. When it is determined that misconduct occurred, the University will seek to discipline those it finds responsible. In exceptional cases, the Board of Regents maintains the right to sanction a faculty member for behaviors that are not listed in this document. The University maintains a firm commitment to protect academic freedom, and when faculty members are engaged in scholarly discourse, the University respects their right to present ideas, materials and topics relevant to the subject matter so long as

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they are presented in an appropriate manner and respect the culture, values, and morals of the community.

Types of misconduct include (note: this list is not exhaustive, so other behaviors not listed here are not necessarily condoned or permitted):

Academic Misconduct, in which academic integrity is not upheld. This might include falsification or fabrication of data, plagiarism, failure to adhere to research standards (including protection of human subjects), falsification or misrepresentation of credentials, intentional deception or other activities that undermine the ability to conduct teaching, research, or service.

Conflicts of Interest, in which behaviors are related to personal or family relationships or interests within and outside of the University.

Abandonment of Position, in which faculty members fail to complete their duties and responsibilities.

Breach of Confidentiality and Trust, particularly with respect to accessing private or confidential University data without appropriate authorization.

Misuse of University Funds, Equipment or Facilities, in which they are used for purposes other than they are intended.

Misuse of Intellectual Property of colleagues or students.

Consenting Relationships, in which the relationship between the faculty member and a student (or between a faculty member and another University official in which there is a direct reporting relationship) extends beyond that of a professional academic nature. A faculty member who does enter into a consensual, intimate relationship should ensure or make immediate arrangements to terminate any evaluative or reporting relationship.

Harassment, in which individuals face discriminatory behaviors based on race, age, or gender. Harassing behavior includes verbal, written or physical conduct directed against another that is abusive, intimidating, humiliating, or generally impairs the opportunity to conduct work. (However, the University maintains a commitment to the free debate and open discussion characteristics of academic freedom).

Violation of University Policies and Procedures.

Aiding Others in Violating University Policies and Procedures.

Conviction of Crimes of honesty and integrity.

Breach of Professional Ethics, in which faculty members do not uphold the standards of their profession.

4.3 Procedures

In situations where potential misconduct by a faculty member arises, members of the University community should first seek to address the issue through pre-existing administrative channels.

The concern should be brought to the attention of the relevant University administrator with the most direct responsibility (e.g., Department Chair, College Dean, or Vice President and Chief Academic Officer). This administrator should

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seek to resolve the issue in a manner consistent with current university policies and procedures. The concern may be advanced to higher levels of authority as needed.

4.3.1 Mediation

If no or an unsatisfactory resolution is reached, the issue may be brought through the mediation process if the dean believes the process is needed. The mediation process is conducted at the college level and its goal is to have an impartial agent work with the involved parties to resolve claims of misconduct. The conclusion of the mediation process is a written agreement agreed to by all parties (the person(s) making the charge and the person being charged).

Mediators are selected by the college dean from the faculty based on their abilities as well as their knowledge of university policies and procedures. In cases where violations involve members from different colleges, mediators are to be selected by the Vice President and Chief Academic Officer.

4.3.2 Formal Complaints

In cases where the mediation process is not successful, a formal complaint may then be filed. The formal complaint process adheres to standards of peer review and due process. This process is not judicial, but rather a means to resolve concerns through an academic review to determine the facts of the case and then to administer sanctions that balance the responsibilities and academic freedom of the university environment.

Officially, charges are brought on behalf of the University by the Vice President and Chief Academic Officer (unless the charge involves the Vice President and Chief Academic Officer, in which case the President assumes this responsibility).

1) Initiation: A formal written complaint is first filed with the Vice President and

Chief Academic Officer. The complaint should include the following items:

The name, office, e-mail address and telephone number of the person filing the complaint

The name and office of the individual charged with the potential misconduct;

A statement detailing the potential misconduct;

The approximate date(s) on which the misconduct allegedly occurred;

The names of the persons who have relevant information about the incident;

Any other information that might assist in the investigation and resolution of the complaint; and

The signature of the person filing the complaint. 2) Notification and Procedure: The Vice President and Chief Academic Officer

will first notify in confidence the relevant parties (the person bringing the

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charge and the person being charged) the Department Chairperson of the person being charged of the complaint and the college dean. The Vice President and Chief Academic Officer will submit the papers to the appropriate committee to review.

3) Temporary Action: The Vice President and Chief Academic Officer will consult with the college dean to determine if any provisional action needs to be taken while the formal complaint process is underway. Temporary action may be required if there is immediate danger for members of the University community or to University facilities, if there is potential for a criminal violation given Qatari laws, if campus resources (including equipment, funds, or the physical plant) need to be protected, if efforts need to be implemented to ensure relevant evidence is preserved or witnesses are not unduly influenced. Temporary action is not a sanction or a form of discipline, nor an assumption of guilt. Temporary action may include limits on access or contact with people, reassignment or relief of duties (for a maximum of the duration of the investigation). The Vice President and Chief Academic Officer will work with the College Dean to ensure that the temporary action will have minimal impact on the teaching and research activities of the department.

4) Constitution of the Faculty Conduct Review Committee: Annually, the Vice President and Chief Academic Officer will create a Faculty Conduct Review Committee (FCRC) that will include three members and a fourth member (reserve) to be included in cases where conflict of interest may exist with one of the original three member committee or one of the three members can not attend a meeting. The FCRC will be constituted by people who have the necessary expertise and experience to address the issues of the particular case, chaired by a faculty member at the rank of “professor”, and one of its members is someone with law background. The FCRC members cannot have any real (or apparent) conflict of issue with the case.

5) Inquiry and Investigation: Within three days, the FCRC will initiate an inquiry to determine the factors of the case to determine the nature and scope of the required investigation. They will determine a date for the investigation meeting, and communicate to VP&CAO office to inform the involved parties with the date and location of the meeting.

6) Hearing: Within five days, the hearing will be conducted by the FCRC chair. During the hearing the FCRC may review additional evidence or testimony from the parties, may invite rebuttals of evidence, and may call and question witnesses of their own. All questions, comments and statements will be addressed to the FCRC. Any party can have the advice of counsel, but the counsel may not speak on the party's behalf at any point during the hearing. Time guidelines for all phases of the hearing will be set by the FCRC. All hearings will be recorded. All hearings will be closed to the University community and the general public.

7) Preparation and Review of the Faculty Conduct Review Committee Report: Upon completion of the hearing, the FCRC will prepare a report that includes a complete description of the allegations, the evidence, the testimony, and the conclusions reached. The FCRC report will include a recommendation for action, which will take one of two forms: (a) to dismiss the charges; or (b) to issue sanctions. The FCRC will clearly articulate the reasons for their recommendation. The FCRC report should be filed within seven days of the FCRC’s completion of its investigation. The FCRC may request an extension

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of up to five additional days; the Vice President and Chief Academic Officer will determine if the extension will be granted.

8) Vice President and Chief Academic Officer Response: Within seven days, the Vice President and Chief Academic Officer will respond to the FCRC report. If the Vice President and Chief Academic Officer disagrees with the recommendation(s), the Vice President and Chief Academic Officer will meet with the FCRC to discuss the reasons for the dispute before any action is taken. The Vice President and Chief Academic Officer may proceed with the sanction, decrease the sanction, or dismiss the sanction, with its relevant consequences.

9) Vice President and Chief Academic Officer Decision: The Vice President and Chief Academic Officer will prepare a written statement to the FCRC, to the person bringing the charge and the person being charged. This statement will contain the decision on the case, and the reasons for the decision, as well as detail the sanctions that will be taken. The Vice President and Chief Academic Officer will notify the Department Chair and College Dean of the person being charged of the final disposition of the case.

10) Sanctions: Possible sanctions include: Verbal Warning Written Censure Probation (period not to exceed ninety [90] days) with Final Warning Removal of Privileges (for a period not to exceed one academic year) Holding of Promotion (for a maximum of one academic year) Suspension for a period of time Dismissal from Employment at the University The Vice President and Chief Academic Officer has the final authority to implement the first three sanctions (verbal warning, written censure, probation), upon the recommendations of the FCRC. The President has the final authority to implement the last four items (removal of privileges, holding of promotion, suspension, dismissal from employment), upon the recommendations of the FCRC and Vice President and Chief Academic Officer.

11) Confidentiality: All matters relating to the case will be confidential. In cases where the charge is dismissed, the Vice President and Chief Academic Officer will endeavor to restore the reputation of the person accused of the alleged behavior.

4.3.3 Appeals

Decisions made in cases of professional misconduct may be appealed, primarily with respect to concerns that the procedures were insufficiently followed or new evidence that was not considered by the FCRC. Parties with concerns about the hearing procedures should first have made those concerns clear during the hearing itself; if this was not done, those reviewing the appeal should take this into account.

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Ultimate Authority: The President has final power in all matters regarding faculty misconduct.

1. Appeals to the President: Disciplinary action taken by the Vice President and

Chief Academic Officer’s office may be appealed to the President within seven days of receiving the Vice President and Chief Academic Officer’s statement detailing the decision. The appeal should include the specific reasons for the appeal, as well as evidence that support the appeal. Annually, the President will create an Appeal Review Committee (ARC) consisting of three original members and a fourth members (reserve) in cases where conflict of interest may exist with one of the members of the committee or one of the original members can not attend the meeting of the committee. Within three days, the President will assign the appeal to the Appeal Review Committee (ARC); the ARC will examine the appeal within 7 days. The appeal committee will have access to all the documentation related to the appeal. The committee will review the documents and make a recommendation to the University President.

2. Ultimate Authority: The President has the final authority to file the appeal and proceed with the sanction, to decrease the sanction, or to dismiss the sanction, with its relevant consequences. The president decision is final and may not be appealed.

4.4 Procedures for Chronic Low Performance

4.4.1 Purposes

1.1 To define faculty review and the chronic low performance;

and, 1.2 To identify the procedures relating to termination of

services of faculty due to chronic low performance.

4.4.2 Chronic Low Performance

Chronic low performance of a faculty is demonstrated when a faculty member fails in his or her professional capacity as identified in the faculty handbook and detailed in the annual performance review and development system. Sustained failure of a faculty member to carry out his or her academic responsibilities, despite the opportunities for University faculty development or other appropriate interventions, is cause

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for consideration of termination of services from Qatar University, by due process.

4.4.3 Procedures relating to termination of Services of Faculty due to Chronic Low Performance

4.4.3.1 Preamble

Qatar University is committed to recruiting only those faculty members who show clear promise of success in the academic setting. The University is committed to the principles of academic freedom and, within those principles, to the system of long-term employment. Although long-term employment (e.g. indefinite contracts, rolling contracts, and long-term regular contracts) is important part of academic freedom, but do not accord freedom from accountability. Just as the University is committed to recruit excellent faculty and to insure the excellence of their performance, so too, is the University dedicated to faculty renewal and development. Thus the concept of regular, rigorous faculty review is a part of the University's commitment to providing support to its entire faculty.

4.4.3.2 Implementation

Indicators and activities prior to start of termination of services process:

4.4.3.2.1 The QU Faculty Performance Review & Development System used by each academic unit includes a statement of the overall acceptable level of performance that meets faculty academic responsibilities, a provision for faculty development, and a statement of a faculty member's right to due process in the event any disagreement should arise in the course of the evaluation.

4.4.3.2.2 Each faculty member shall be evaluated annually by the

department head using criteria and methods appropriate approved by the University for teaching, scholarship, and service contributions as per QU Faculty Performance

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Review & Development System. A professional development plan is prepared for a faculty member that has been identified by the department head as performing below expectations. The professional development plan must specify the deficiencies and suggest methods for improvement.

4.4.3.2.3 Faculty development is the term used for the University's

investment in its faculty. While primarily relied upon to promote development, it may be utilized for corrective action. If a department head ascertains that a faculty member's performance seems to be failing to meet the expectations, the head and the faculty member shall develop a written plan of methods to improve the faculty member's performance. The plan may include appropriate provisions for faculty development, such as campus opportunities for faculty continued renewal and development, or for other appropriate interventions, such as teaching load reduction, sabbatical leave, counseling, medical leave or a change in teaching assignments.

4.4.3.2.4 The department head may call upon the University

administration for assistance in constructing such a plan, including provision for additional resources, where needed. A faculty member may reject any plan recommended to aid performance levels, but the faculty member must understand that a sustained overall failure to meet expectations is a basis for dismissal.

Recommendation for termination of services:

4.4.3.2.5 Based upon the judgment that there has been a sustained overall failure, two consecutive years or two out of three years, to meet expectations, or failure to submit evaluation documents without acceptable justifications, the department head shall request from the dean to form a review committee designated to hear such matters. In making this determination, the department head must state the nature of the failure to meet the expectations, the head’s point of view for the reasons for this failure, the number of years that the faculty member has failed to meet expectations, and the extent to which the faculty member has complied with the terms of any plan developed to improve the faculty member's performance. The review committee will issue a recommendation on the appropriateness of this conclusion.

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The review committee may suggest a faculty development plan for a period not to exceed one year.

4.4.3.2.6 If the college review committee recommends to the Dean

that a faculty member services be terminated, and if the dean agrees with the recommendation, the Dean shall forward such recommendation together with his/her own assessment of the case to the Vice President and Chief Academic Officer (VPCAO). In making this determination, the forwarded file should include also the review committee own assessment of the nature of the failure to meet the expectations, the reasons for this failure, the number of years that the faculty member has failed to meet expectations, and the extent to which the faculty member has complied with the terms of any plan developed to improve the faculty member's performance.

4.4.3.2.7 The VPCAO shall utilize an ad hoc committee to evaluate

the case and make recommendation to the VPCAO. If the VPCAO, upon reviewing the recommendations, agrees with these recommendations, he/she shall recommend to the President that the faculty member services be terminated. If the President agrees and recommends termination of services, the faculty member has the right to initiate formal appeal process.

4.4.3.2.8 The finding of sustained failure must not abuse academic

freedom or be used as a cover for discriminatory, unfair, arbitrary, or capricious termination of services. If, on the basis of the faculty member's presentation of the evidence, the Appeal Committee concludes that such factors were considered in formulating the recommendation to terminate services, the Appeal Committee shall recommend to the President that the proceeding to terminate services be stopped.

4.5 Appeal Process

4.5.1 Decisions made in cases of chronic low performance may be

appealed, primarily with respect to concerns that procedures were insufficiently followed or discriminatory, unfair, or arbitrary termination of services existed. Faculty member must file an appeal letter to the President within seven days of receiving the decision. The appeal should include the specific reasons for the appeal, as

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well as evidence that support the appeal. The President may create an Appeal Committee consisting of three members. If an appeal committee is formed, the appeal committee will examine the appeal within seven days. The appeal committee will have access to all the documentation related to the appeal. The committee will review the documents and make a recommendation to the University President.

4.5.2 The President has the final authority to confirm the termination of services, to allow faculty more time to meet expectations, or to dismiss the sanction, with its relevant consequences. The president decision at this stage is final and may not be appealed.

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Department Head evaluation of faculty member is below

expectations two consecutive years or two out of three

years

Dean forms a College Review Committee

College Review Committee makes recommendation to

college dean

College Review Committee recommendation is to

terminate services and dean agrees, recommendation is

forwarded to VPCAO

If President agrees, decision to terminate service is

issued

Chronic Low Performance

College Review Committee may suggest

Faculty Development Plan (no more than

one year plan)

If VPCAO agrees, recommendation is forwarded to

University President

Case is back to Academic Department

Faculty member meets

expectation as a result of faculty

development plan?

Yes

No

VPCAO Ad Hoc Committee

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PL-ACADEMIC-005: Intellectual Property Policy 90

PL-ACADEMIC-005: Intellectual Property

Policy

Contents:

Policy Description


Policy Sections

Version Number: 1.0

Effective Date: Dec. 21st, 2006


21 December 2006.


December 21, 2006.

Policy Description

This policy defines the various forms of QU intellectual properties and its procedures.


President

Vice President

Legal Advisor

Dean


Faculty


Student

All Employees

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Qatar University recognizes that scholarship and research are a part of its mission. Scholarly and research efforts may benefit society, the University as well as the individuals who created the work. This policy applies to all faculty, staff, students, and other who use the University facilities or who receive any form of salary, wage, stipend or other support.

Key definitions:

“University Research” means any research/development activity undertaken with respect to duties and responsibilities for which the University compensates the individual, or that utilizes a significant level of University resources (including the work of students or other staff) or facilities. A “significant level” is that which is beyond the normal use of office space, equipment, library resources or staff time.

“Creator” means the author, inventor, developer, designer or maker of intellectual property.

The University claims the exclusive right to all intellectual property that results from University research. Creators must disclose the development of all intellectual property, assign the rights to the University, and assist the University in legally protecting the University’s rights to the intellectual property. Both the University and the creator share royalty income that results from the intellectual property as described in this policy.

The various forms of intellectual property include (but are not limited to):

Patents: The University owns all rights to all patentable inventions arising from University research.

Copyrights: The University owns all rights to all copyrightable materials (including computer software). Consistent with academic tradition and norm, the University will not typically claim ownership of textbooks, scholarly articles, papers, monographs, or artistic works. Creators retain copyrights to these works (unless they are created under conditions that specify rights of ownership to an entity other than the creator). In addition, when the University commissions work from a University employee, the University maintains ownership of the work unless it is expressly determined at the outset that the creator will be designated the owner.

Other Intellectual Property: The University owns all other forms of intellectual property (including trade secrets, trademarks) that result from University research.

5.2 Intellectual Property Advisory Committee

The Vice President for Research shall establish and appoint, subject to the approval of the Vice President and Chief Academic Officer, an Intellectual Property Advisory Committee. The Committee shall advise and recommend to the Vice President for Research on the following matters:

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1. guidelines and procedures for implementation of this Policy, 2. proposed amendments to the Policy, 3. the granting of individual exceptions to this Policy, 4. the University's ownership of particular inventions, 5. such other matters as the Vice President for Research may deem appropriate. The Vice President for Research shall report to the Vice President and Chief Academic Officer and the President of the University upon matters of significance relating to the administration of this Policy.

5.3 Procedures

Disclosure: Inventions conceived or first reduced to practice in furtherance of the University Research of faculty or staff shall be promptly disclosed in writing to the Intellectual Property Advisory Committee. They must participate in all manners required to protect the University’s ownership of the intellectual property.

Assignment of Rights: Creators will assign in writing all intellectual property rights to the University, unless the University determines the creator shall maintain ownership (and that this decision is nevertheless in the best interest of the University), in which case a waiver will be provided.

Royalty Distribution: When royalty income is received by the University for intellectual property, income will be distributed first to reimburse the University for all direct expenses incurred (such as costs for patenting, registering copyrights or trademarks, licensing, protecting, administrating or marketing the intellectual property). The remaining funds will be distributed according to the following schedule:

Of the first QR25,000 of net income, 100% to the creator

Of net income above QR25,000 but less than QR100,000, 70% to the creator (not less than QR25,000) and 30% to the University

Of net income above QR100,000 but less than QR500,000, 50% to the creator (not less than QR70,000) and 50% to the University

Of net income above QR500,000, one-third to the creator (not less than QR250,000) and the remaining to the University.

All University share splits as follows (a) 60% to the inventor's research budget, subunit and University unit in a manner to be mutually agreed upon; and (b) 40% to the University for general research support.

Income will be computed on a cumulative basis.

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PL-ACADEMIC-006: Promotion Policy 93

PL-ACADEMIC-006: Promotion Policy

Contents:

Policy Description Who Should Know This Policy Policy Sections

Version Number: 1.0

Effective Date:

Reviewed by EMC on: the 4th Meeting,

27th November 2008.

Approved by the President on April

27th November 2008

Policy Description

This policy defines the basis for academic promotion at QU, and its procedures.


President

Vice President

Legal Advisor

Dean


Faculty


Student

All Employees

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6.1 Standards for Promotion

In order to support the University's tripartite mission of teaching, scholarship and service, faculty members are expected to strive for excellence in all three of these areas. Although individual Colleges may create additional specific criteria to reflect their particular specialty, the University requires a set of baseline expectation that contribute to the accomplishment of the University's mission. The standards for promotion for all members of the faculty must always stay consistent with and in the spirit of the University-wide standards. To maintain consistency across departments at the University, the definitions for each faculty rank are:

Assistant Professor: This rank is for individuals who have earned the doctorate (or other appropriate terminal degree), as well as having demonstrated ability and desire to achieve excellence in both teaching and scholarship. Such individuals must demonstrate high potential for future growth, accomplishment and contributions to all three areas of teaching, scholarship and service.

Associate Professor: The individual must show excellent achievement in either teaching or scholarship, and high-quality performance in all three areas. The candidate should also have demonstrated behavior that indicates that the individual will continue to do so. A satisfactory or adequate record as an assistant professor is not sufficient; there must be very clear indication, based on hard evidence and outside peer evaluations, that the candidate has in fact attained high levels of accomplishment.

Professor: This rank is reserved for individuals who have established reputations in their respective fields and whose contributions to their profession, as well as work in support of the University's mission, are deemed excellent. There should be evidence of significant development and achievement in teaching, scholarship and service since being appointed to the rank of associate professor. The candidate must have clear evidence as documented by outside peer evaluations as well as other materials.

6.2 Procedures

The promotion procedures are decentralized, such that applications are made initially at the departmental level, and the candidate's materials are then forwarded to the college and eventually university level for review and recommendations. At both department and college levels, committees comprised by other faculty members review the materials and make recommendations; this is to ensure that faculty members are involved in the process, and that the final recommendations take into account the faculty perspective.

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The sequence of the promotion process is depicted in the figure below.

6.3 Candidate’s Rights and Responsibilities

Faculty members have both the right and responsibility to understand all departmental, college and University promotion standards, policies, and practices. They should plan their academic development and activities with this information in mind. To apply for promotion, a faculty member must be a regular faculty member, and must have spent at least one year at Qatar University. A faculty member may apply for promotion according to the following schedule:

To apply for the rank of Associate Professor, the candidate must have spent no fewer than five years in the rank of Assistant Professor

To apply for the rank of Professor, the candidate must have spent no fewer than five years in the rank of Associate Professor

Exceptions to the minimum schedule requirements can only be granted by the President, based on the recommendation of the Vice President and Chief Academic Officer. In addition, prior to initiating the promotion process, the candidate must compile an appropriate record of teaching, scholarship and service. The candidate must also ensure that there is sufficient documentation of this record in order to justify the promotion. The faculty member desiring to be promoted to the rank of Associate Professor must have demonstrated his/her ability to engage in scholarly endeavor and to publish. The applicant should submit for consideration of promotion and external peer review evaluation at least four refereed (not edited) original publications (published or accepted for publication in peer-reviewed regional or international journals or books), among which is a maximum of one review article, book, or book

Individual Faculty Member Prepares Materials

Department Chair

College Dean

Vice President and Chief Academic Officer

President

Departmental Review

College Review College Promotion Committee

University Promotion Committee University Review

Department Promotion Committee

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chapter. At least three must be published. The applicant must be the sole or senior author of at least two of the submitted publications. The faculty member desiring to be promoted to the rank of Professor must have established a reputation of being a scholar and authority in his/her field. The applicant should submit for consideration of promotion and external peer review evaluation at least six refereed original articles beyond the Associate Professor level, published or accepted for publication in peer-reviewed journals that are noted regionally and internationally to be high impact journals. At least four of the articles must be published. The applicant must be the sole or senior author of at least four of the submitted publications. The candidate will use the standard University promotion application forms and organize his/her supporting materials into a promotion dossier. This dossier will be submitted to the department chairperson for review. The submitted dossier is considered the foundation for the promotion decision, and it is therefore the responsibility of the candidate to organize the material in a way that is reflective of University policy and best demonstrates her/his individual case. Other than (a) the letters solicited from peer reviewers, and (b) the written recommendations (described below) of each reviewing body, any materials that are added to the dossier after submission must be approved by the candidate. (For instance, the candidate may add publications or letters indicating journal acceptance; however, no member of the University community can add other letters or documentation to the candidate's dossier without the candidate's approval.) In addition, any candidate’s appeal (and rebuttal from individuals or review committees) will be added to the dossier to ensure a complete record of the processes undertaken. The candidate has the right to withdraw his/her application before their application is submitted for external review.

6.4 Departmental Responsibilities

Each department within the University will compose a promotion committee which will include senior members appointed by the department chairperson. If the department does not have sufficient senior faculty members, a promotion committee at the college level will suffice. The committee will evaluate the individual dossiers based on the University baseline expectations and any additional college-specific criteria. The results of the department promotion committee will be reported in writing to the Department Chairperson. The department’s letter of recommendation (which is addressed to the Department Chairperson) must include the numerical vote, indicate the committee's reasons for the decision, be signed by all members of the committee, and be submitted in writing to the Department Chairperson. If applicable, a signed minority opinion should be included as an appendix to the committee's recommendation.

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The department chairperson will review the candidate's dossier, and then make a decision to support or not support the promotion of the candidate. The chairperson will prepare a written recommendation for submission to the respective college dean, a copy of which is included in the file to be sent to the college promotion committee. In cases where Department Head disagrees with the Department Promotion Committee, he/she shall meet with the committee to state the reasons for disagreement and attempt to resolve the differences. Any disagreements with the department committee's recommendations should be explained in this letter. Meanwhile, the candidate will be notified verbally about the recommendations of the committee.

6.5 College Responsibilities

Each college within the University will constitute and keep a promotion committee which includes senior members appointed by the college dean, and should represent the set of departments within the college (not all departments can be represented, but the committee should include a range of perspectives). The committee will evaluate the individual dossiers based on the University baseline expectation and college criteria to ensure that there is reasonable uniformity across the college. The college has the responsibility for defining standards for promotion, as well as specifying the procedures to be followed. These standards (upon which all promotion recommendations will be made) must be clearly set forth in a formal statement of policies and procedures. The college promotion committee should make available (by publishing and distributing) its standards and procedures, and seek to ensure their consistency over time. These standards and procedures must be approved by the university-wide promotions committee and by the Vice President and Chief Academic Officer. The promotion committee must reflect the full range of perspectives of the faculty in the college. Committee members must consist of faculty at or above the rank to which the candidate seeks promotion. A college that does not have enough faculty members at the appropriate levels of rank should seek faculty from another college in related academic disciplines. Although the committee should seek the consultation of the Departmental Chairperson, she/he should not participate in the deliberations or vote on any recommendations. She/he will make separate and independent recommendations. The college promotions committee will review the dossier forwarded to it by the respective College Dean, and submit its written recommendation to him/her. Any disagreements with the Department Chairperson’s recommendations should be explained in this letter. This letter will be added to the dossier and submitted to the College Dean. The college’s letter of recommendation (which is addressed to the College Dean) must include the numerical vote, indicate the committee's reasons for the decision, be signed by all members of the committee, and be submitted in writing to the College Dean. If applicable, a signed minority opinion should be included as an appendix to the committee's recommendation.

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Before reaching a final recommendation, the college promotion committee may consult with the candidate regarding any additional information or evidence that would elucidate concerns or questions that emerged during the review of the dossier. The college dean will then review the dossier and prepare a written letter to either support or reject the recommendations of the college promotion committee. Again the College Dean may request additional or clarifying information from the candidate, the Department Chairperson and/or the college promotion committee. If application is approved, the College Dean will include this letter in the dossier, and forward it to the Vice President and Chief Academic Officer who will in turn forward it to the University promotions committee. In cases where College Dean disagrees with the College Promotion Committee, he/she shall meet with the committee to state the reasons for disagreement and attempt to resolve the differences.

6.6 University Responsibilities

The University promotions committee has two primary roles. First, in conjunction with the Vice President and Chief Academic Officer, it helps colleges develop and revise their criteria and procedures for promotion. Second, it consults with the Vice President and Chief Academic Officer concerning all applications for promotion. The committee receives the dossiers from all candidates, and makes recommendations. The committee should review the criteria and evidence, with an eye towards ensuring comparable decisions are being made university-wide. Before reaching a final decision, the committee may request additional information from the candidate, the Department Chair, the college promotion committee, or the College Dean. Committee members may not discuss promotion candidates from their own departments, and must excuse themselves from voting on these cases. After completing this review, the committee will forward the dossier and its recommendations, to the Vice President and Chief Academic Officer. The final review of the applications for promotion is made by the Vice President and Chief Academic Officer. Before reaching a decision, the Vice President and Chief Academic Officer may solicit additional information from the candidate, the Department Chairperson, the college promotion committee, the College Dean, or the university academic promotion committee regarding additional evidence that might clarify the dossier. In the event that the Vice President and Chief Academic Officer rejects recommendations made by the University academic promotion committee, she/he must state his/her report to the committee the reasons for the rejection, and then meet with the committee in an attempt to resolve the differences.

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Following consultation with the University academic promotion committee, the Vice President and Chief Academic Officer forwards his/her recommendations to the President for final approval. In the event that the Vice President and Chief Academic Officer recommends not to support an application for promotion, the Vice President and Chief Academic Officer will supply in writing reasons for the decision which will be given to the candidate, the Department Chairperson, the college promotion committee, the College Dean, and the University academic promotion committee. The decision of the President is final.

6.7 Promotion Criteria & Guiding Principles

1. No faculty member is promoted solely on quantitative criteria. 2. Faculty are promoted to the rank of associate professor if they attain a qualitative

score of “Commendable” or higher by the majority members of the promotion committee. The pass score is based on the judgment of the committee whether the faculty member has established a reputation of excellence at the local level in teaching and scholarship.

3. Faculty are promoted to the rank of professor if they have attained a qualitative score of “Superior” or higher by the majority members of the promotion committee, The pass score is based on the judgment of the committee whether the faculty member has established a reputation of being considered an authority in his field at the regional and international levels. The overall production level of scholarly activity of the candidate must be substantial.

4. External referees must be recognized as authorities in their field . 5. Faculty who are denied promotion cannot resubmit their applications before at

least one year (two review cycles) has elapsed, and substantial additions have been made to their application file.

6.8 Qualitative Performance Descriptors

Exceptional. Outstanding performance by national or international standards, placing the applicant in the top echelon of his/her national professional peer group.

Superior. High level of performance denoting the applicant clearly as a leader among his/her peers.

Commendable. Performance at a level markedly above that necessary for routine performance of professional activity at the applicant’s present level or equivalent to that necessary for performance at the level sought.

Adequate. Adequate performance at a level necessary for the performance of professional activity at the applicant’s present level.

Marginal. Performance at a level giving cause for concern within the peer group.

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Poor. Unsatisfactory and/or inadequate.

6.9 Promotion Process Schedule

1. A candidate notifies Department Chairperson in writing that she/he intends to apply for promotion and submits her/his dossier on October 1 / March 15.

2. Department Chairperson forwards this notice to the department promotion committee.

3. Department promotion committee generates a recommendation and this is added to dossier and forwarded to Department Chairperson.

4. Department Chairperson recommendation added to dossier and forwarded to College Dean who in turn forwards it to the College promotion committee by November 1 / April 15].

5. College promotion committee recommendation added to dossier and forwarded to College Dean.

6. College Dean recommendation added to dossier and forwarded to VPCAO who in turn forwards it to the University academic promotion committee by December 1 / May 15.

7. University academic promotion committee solicits independent referee evaluations. However, in exceptional cases, if the candidate has achieved credentials superior to the requirement used at QU, this step may be waived based on the recommendations of the department, college and university academic promotion committees.

8. University academic promotion committee recommendation added to dossier and forwarded to Vice President and Chief Academic Officer.

9. Vice President and Chief Academic Officer's recommendations made. 10. Recommendations forwarded to the President for approval. 11. The promotion, if successful, is effective on the date of the President's decision.

6.10 Anonymity

All reports should be prepared in such a way that the opinions of individual committee members remain confidential, such that the candidate is not able to determine how any individual voted or which comments included in the letter are attributable to any particular individual. Deliberations from all promotion committee meetings shall be kept confidential, and the recommendations shall not be shared with anyone other than the candidate and the committee members and administrators who participated in the process.

6.11 Appeals

There are three levels of appeal, depending where the promotion application is rejected.

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Appeal the Department Decision:

If promotion is denied at the department level, the department decision may be appealed by candidates. The candidate’ appeal shall be submitted to the college dean within 10 working days of being informed of the denial. The appeal letter must include the reasons for appeal. The candidate must present compelling evidence to demonstrate that evaluation judgments were not sound or polices and procedures were not followed. The Dean, within 10 working days of receiving the appeal will render a decision. The Dean may solicit feedback from department promotion committee and/or Department Head, however the Dean’s decision is final and the candidate shall not pursue further appeals.

Appeal the College Decision:

If promotion is denied at the college level, the candidate may appeal the college decision. The appeal shall be submitted to the VP&CAO within 10 working days of being informed of the denial. The appeal letter must include the reasons for appeal. The candidate must present compelling evidence to demonstrate that evaluation judgments were not sound or policies and procedures were not followed. The VP&CAO, within 15 working days of receiving the appeal will render a decision. The VPCAO may solicit feedback from college dean, college promotion committee, department promotion committee, and/or Department Head. The VP&CAO decision is final and the candidate shall not pursue further appeals.

Appeal the University Decision:

If promotion is denied at the university level, the candidate may appeal the university decision. The appeal shall be submitted to the president within 10 working days of being informed of the denial. The appeal letter must include the reasons for appeal. The candidate must present compelling evidence to demonstrate that evaluation judgments were not sound or policies and procedures were not followed. The president, within 20 working days of receiving the appeal will render a decision. The President may solicit feedback from VP&CAO, APC, college dean, college promotion committee, department promotion committee, and/or Department Head. The President’s decision is final and the candidate shall not pursue further appeals.

6.12 Dossier

The candidate's promotion dossier should include the following information: 1. Introduction

1.1. Table of contents 1.2. Copy of University, college and department promotion criteria

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1.3. Candidate's letter requesting promotion 1.4. Curriculum vitae

2. Internal recommendations

2.1. The department promotion committee’s recommendation 2.2. The Department Chairperson's recommendation 2.3. The college promotion committee's recommendation 2.4. The College Dean's recommendation or endorsement 2.5. The University academic promotion committee's recommendation

3. External recommendations

3.1. Letters of evaluation from peer reviewers and related supporting material

4. Evidence

4.1. Teaching: Teaching is a systematic and creative activity designed to foster students’ learning, their ability and desire to undertake scholarly work, and their personal development and creativity. Teaching draws upon the professional and disciplinary expertise of staff and is continually revitalized by research, scholarship, consultancy or professional practice. Teaching includes the design, implementation and evaluation of curriculum materials for all modes of delivery. In accordance with the above definition, this criterion may include: face-to-face classroom teaching; the preparation of print, voice, visual or electronic materials and contact with students; postgraduate supervision; curriculum, course and instructional design; educational leadership and scholarship associated with teaching. Evidence of this may include:

4.1.1. Peer evaluations of pedagogical skill, knowledge of the subject matter, organization and preparation, ability to stimulate intellectual curiosity, and capacity for innovative teaching (which may also include descriptions of innovative or content-rich course syllabi, as well as the introduction of innovative teaching methods or materials).

4.1.2. Student evaluations (including procedures used to administer and compile information, as well as indications of type and size of courses). If possible, include comparisons to others in the department.

4.1.3. Testimonials from a selection of current and former students (including a discussion of how the sample was drawn).

4.1.4. Indication of student performance in later sequential courses, and long-term follow-up of students.

4.1.5. Self-evaluation and reflection on teaching philosophy, ability and experience.

4.2. Scholarship: Scholarship refers to the analysis and interpretation of existing

knowledge aimed at improving, through teaching or by other means of communication, the depth of human understanding. While research is a major component of scholarly endeavor, scholarly endeavor by no means is

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limited to it. Research is taken to mean systematic and rigorous investigation aimed at the discovery of previously unknown phenomena, the development of explanatory theory and its application to new situations or problems, and the construction of original works of significant intellectual merit. Scholarly endeavor encompasses all forms of original intellectual or cultural achievement including: research, exhibitions, performance, unique consultancy and the leadership, scholarship, publication, commercialization and information/technology transfer associated with these activities. It can be demonstrated through, but not limited to:

4.2.1. Internal Peer evaluations (solicited by the college promotion committee, which targets those with established reputations in the candidate's field) that focus on the candidate's impact on the profession. The statement should provide a critical analysis of the candidate's work and career accomplishments, as well as potential for future development as a faculty member.

4.2.2. Evidence of scholarly work, including: 4.2.2.1. Published materials (books, articles, conference proceedings,

works of art, and other forms of scholarship). For any collaborative works, candidate must indicate her/his level of contribution. For all works, candidate should indicate if/how the work was peer reviewed. Candidate should also include any reviews of the published works.

4.2.2.2. Unpublished works (materials must be sent to an outside reviewer for critical assessment).

4.2.2.3. Awards and prizes at the regional or international levels. 4.2.2.4. Presentations at conferences or productions at other

institutions, as well as in regional or international settings. 4.2.2.5. Participation in national, regional, or international studies for

recognized organizations or associations. 4.2.2.6. Conducting action-oriented research in the classroom or field. 4.2.2.7. Supervising student masters or doctoral theses or

dissertations. 4.2.2.8. Patents and other innovations. 4.2.2.9. Grants.

4.3. Service

4.3.1. Documentation of work that benefited the department, college, University, community, profession or country. These may include:

4.3.1.1. Contributions to the formulation and implementation of academic policy.

4.3.1.2. Initiation (or active maintenance) of linkages between the University and the community, employers of graduates and professional institutions.

4.3.1.3. Membership or chairpersonship of departmental, college, or University committees.

4.3.1.4. Holding administrative positions in the University. 4.3.1.5. Recognition as an effective student advisor. 4.3.1.6. Serving on local boards of organizations and societies,

especially those related to the applicant’s field.

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4.3.1.7. Participation on chairs local, regional, or international task forces or committees related to the applicant’s discipline.

4.3.1.8. Membership in professional editorial boards of journals 4.3.1.9. Reviewer for professional publications.

4.3.1.10. Holding office in regional or international professional organizations.

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PL-ACADEMIC-007: Adjunct Appointments Policy 105

PL-ACADEMIC-007: Adjunct Appointments

Contents:

Policy Description


Policy Sections

Version Number: 1.0

Effective Date: June 27th, 2007


27th June 2007.

Approved by the President on June

27th , 2007

Policy Description



President

Vice President

Legal Advisor

Dean


Faculty


Student

All Employees

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7.1 Adjunct Faculty

(a) Adjunct titles may be conferred on persons who are expert in an appropriate field and who are contributing significantly to teaching and/or research and/or who are fostering partnerships between the University and industry, the profession or the wider community. Holders of such titles are not necessarily required to have an academic career background.

(b) Adjunct Faculty shall be appointed to one of the following academic ranks: Adjunct Instructor, Adjunct Assistant Professor, Adjunct Associate Professor, and Adjunct Professor. The Adjunct appointment may be full-time or part-time.

(c) An Adjunct Faculty member's title shall be based upon the member's rank and the unit in which the member is assigned rank

(d) Adjunct Faculty are not a regular faculty of the University and are not entitled to continued reappointment. However, the processes of assessing their contribution will be the same as for regular faculty.

(e) Adjunct appointments are courtesy appointment.

7.2 Special Norms for the Appointment and Promotion of Adjunct faculty

Promotion Committees that are instructed (as outlined in the Procedure for the conferral of an adjunct title) to consider the award of adjunct academic titles, will be guided by the following statements: To Adjunct Instructor

(a) Possession of any degree required by the profession. (b) A license or certificate if appropriate to the profession. (c) Aptitude for teaching and interest in scholarship. (d) Possession of the character and personality which assure a contribution to

the missions of the University. To Adjunct Assistant Professor

(a) All pertinent qualifications indicated for Instructors. (b) Subject to exception, possession of the earned doctorate or the typical

terminal degree in the professions in which the doctorate is an uncommon or non-existent degree; or possession of the first professional degree in the field of law.

(c) Normally, five years of experience as an instructor (Adjunct, Clinical, Research or Visiting, as appropriate) or other suitable professional experience.

(d) Demonstrated competence in teaching. To Adjunct Associate Professor

(a) All pertinent qualifications indicated for Adjunct Assistant Professors.

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(b) Normally, nine years of teaching or other professional experience. (c) Effectiveness in teaching and suitability for supervising work of graduate

students. (d) Professional recognition as demonstrated by such achievements as election

to a learned society in the relevant professional field, scholarly publications of quality, and/or other appropriate criteria.

To Adjunct Professor

(a) All pertinent qualifications indicated for Adjunct Associate Professors. (b) Normally, twelve years of distinguished teaching or other appropriate

professional experience. (c) Effectiveness in teaching and suitability for supervising work of graduate

students. (d) Established reputation among the leaders of the profession or discipline or

notable contribution as a professional person in public service

7.3 Special conditions

The conferring of the adjunct title does not establish an employment relationship, nor alter any employment relationship that currently exists, nor does it entitle the recipient to any salary payments nor alter any salary payments that currently exist.

7.4 Responsibilities of an adjunct faculty

1. Participate in instruction of students. Instruction may include delivering lectures,

supervising practical instruction, developing course syllabi, developing and administering student assessments, and reporting grades.

2. Supervise student internship training. 3. Supervise student research projects. 4. Collaborate with Qatar University faculty on research projects.

5. Subject to regular performance appraisal according to the rules and regulations set by the University.

7.5 Rights/Privilege of an adjunct faculty

1. Access to University instructional and research resources in compliance with

Qatar University regulations. 2. Access to Qatar University facilities such as the University Libraries and Central

Laboratories. 3. Parking in faculty parking lots. 4. Access to Qatar University facilities for recreation such as the athletic club,

leisure rooms, and cafeterias.

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5. Participation in Qatar University events such as exhibition, fairs, forums, workshops, and graduation ceremonies.

7.6 Procedure for the conferral of an adjunct title

Appointments of adjunct faculty must be processed in the same way as regular faculty appointments. Following the Department Promotion Committee recommendation, the Department Head forwards to the Dean a nomination for the conferral of the title who in turn forwards it to the College Promotion Committee. A College may have additional specific guidelines for the preparation of such nominations, but the nomination must include:

The proposed title, term, responsibilities and rights/privileges

The nominee’s full curriculum vitae and the names of referees (two in the case of nominations at the level of Adjunct Instructor and three in the case of nominations at the level of Adjunct Assistant Professor, Adjunct Associate Professor and Adjunct Professor).

College Promotion Committee forwards its recommendations to the College Dean. If the Dean supports the nomination he or she then refers the nomination to the Vice President and Chief Academic Officer who in turn forwards it to the University Promotion Committee. For the conferral of all titles (Adjunct Instructor, Adjunct Assistant Professor, Adjunct Associate Professor and Adjunct Professor titles), the University Promotion Committee forwards its recommendation to the Vice President and Chief Academic Officer for the award of the title.

7.7 Term

Titles are conferred for up to three years.

7.8 Renewal

Appointments may be renewed based on recommendations made by the Head and the Dean.

7.9 Non-Renewal

If appointments are not recommended for renewal by the Department Head and the College Dean, the appointment will expire at the end of the appointment period.

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PL-ACADEMIC-008: Part-time Policy 109

PL-ACADEMIC-008: Part-time Faculty

Contents:

Policy Description


Policy Sections

Version Number: 1.0

Effective Date: May 8th, 2007.


24th April 2008.

Approved by the President on May 8th,

2007.

Policy Description



President

Vice President

Legal Advisor

Dean


Faculty


Student

All Employees

QATAR UNIVERSITY



8.1 Part-Time Faculty

A part-time faculty member is an individual of any academic rank who is employed for partial work load. A part-time faculty member performs similar duties and responsibilities of a full-time faculty, but with a reduced load. A part-time faculty member must have sufficient academic qualifications to accomplish the required duties

8.2. Expectations

A part-time faculty member is expected to be primarily involved in teaching. In assessing competence in teaching, same as for regular faculty, evidence is to be collected from evaluations completed by students and peers attending lectures, laboratories, seminars, etc., where the faculty is teaching. Other performance indicators include the use of innovative and constructive teaching methods, ability to communicate well with students and the performance of students on examinations. At the end of each semester, the part-time faculty member is required to submit a course file for each course taught. Each course file should include:

1. Course Syllabus (in accordance with Qatar University Course Syllabus Format

Guidelines) 2. Samples of instructor's work (to demonstrate innovations introduced into the

course, variety of presentation methods, etc.) 3. Students record sheet that include attendance and grades of all assessment

tools adapted by the instructor (e.g., exams, home works, projects, essays, etc.) 4. A sample of the best, worst, and average student's work of all assessment tools 5. Instructor End Of Course Reflection Report that includes, for example,

suggestions for updating contents, suggestions for course improvements, etc. 6. Students opinion and peer evaluations

8.3. Procedure for Hiring a Part-Time Faculty

Hiring a part time faculty and the follow up on his/her performance is ultimately the Department Head responsibility. The part-time faculty must have the same qualifications as a regular faculty. The following procedures must be followed when hiring a new part time faculty:

1. Following the Department recommendation the Department Head forwards to the

Dean a nomination for the post. The nomination must include:

Justification for the deputing,

Proposed academic rank for non-academic nominee(s)

Nominees’ full curriculum vitae.

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2. If the Dean supports the nomination the Department Head then finalizes the

agreement with the hire(s). Assignments are given for a semester as needed.

3. An official request should be submitted from the Dean of the College to the Office of VP&CAO, specifying the following:

(i) Justification for the request (access in teaching load, purposely planned

to enrich the course by professional expertise, …)

(ii) Name, CV, contact numbers/e-mail, work place details of the nominee for the commissioned teaching, and the name and contact numbers of the person he/she reports to.

(iii) The proposed academic rank for the assignee.

4. The official request from the College should be attaching an updated CV of the nominee.

5. Planning is critically important, therefore, all requests should be submitted a term

a head of the offering of the course. Only in exceptional cases, this term of reference will be waived (e.g. a faculty has submitted a sudden sickness leave).

6. Once the request has been approved by the VP&CAO, the office of VP&CAO will

be contacting the working place of the assignee to seek their official approval. 7. Upon receipt of the approval of the working place the nominee is affiliated to, a

copy will be sent from the office of VP&CAO to the following :

(i) Chair of the department offering the course.

(ii) Dean of the College.

(iii) Assignee 8. The chair of the department will be responsible on ensuring that the assignee is

being oriented, advised of his teaching responsibilities, and that all quality assurance measures of the delivery are being adhered to, with respect to content of the teaching material, format of delivery and mode of instruction, assessment and grading scheme.

9. By the end of the semester, when the grades have been submitted, the

Department Head is requested in coordination with the assignee to fill a Request for Payment (Honorarium).

10. The Request for Payment (Honorarium has to be signed by both the Chair of

Department, and Dean of the College.

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11. The Department/College submits the signed form to HR, together with a copy of the letter of approval for assigning the commissioned work, to process the Honorarium.

8.4. Teaching Load Assigned to a Part-time Faculty 1. A part-time Faculty, who holds a permanent job out side QU, should be assigned

one course only per semester. 2. Hamad Medical Corporation employees, and unemployed part-time Faculty, should

not be assigned more than two courses per semester. 3. Exceeding the above mentioned teaching load for a part-time can be granted based

on recommendation of the Dean, and approval of VP&CAO.

8.5. Compensation

1. The part-time faculty will be compensated according to course contact hours. 2. The Department Head will be responsible for verification of contact hours, to

determine the rate based on its classification. 3. The hourly rate is calculated based on the equivalent academic rank suggested by

the College/Program, the academic rank start basic salary and nature of the activity in accordance with Qatar University compensation policy.

4. Any exceptional allowance should only be approved by the Vice president and Chief

Academic Officer and endorsed by Qatar University President.

5. Any exceptional allowance should only be approved by the Vice president and Chief Academic Officer and endorsed by Qatar University President.

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111

PL-ACADEMIC-009: Program Initiation Policy

PL-ACADEMIC-009: Program Initiation

Contents:

Policy Description


Policy Sections

Version Number: 2.0

Effective Date: May 3rd 2010

Reviewed by EMC on: May 3rd, 2010

Approved by the President on: May 3rd

2010

Policy Description

The purpose of the program initiation policy is to establish standards and procedures for the initiation of new academic programs.


President

Vice President

Legal Advisor

Dean


Faculty


Student

All Employees

QATAR UNIVERSITY


PL-ACADEMIC-009: Program Initiation Policy 114

9.1 Program Initiation Qatar University supports the development of new and innovative academic programs that contribute to the university mission and goals and that help the university in aligning its academic program offering to meet the aspirations of society, to meet and anticipate the changing market needs, and to adapt to the national priority areas in research and education and to international trends.

Before being offered at the University, new academic programs require approval by the University Board of Regents based upon the recommendation of the University President.

Department Heads, College Deans, the Vice President and Chief Academic Officer, or the President of the University can request the development of new academic program proposals. A group of faculty experts in the field is responsible for the development of the new academic program proposal following the templates approved by the Vice President and Chief Academic Officer. The developed proposal undergoes review by curriculum committees at different levels within the university and approval by the Department Head, College Dean, The Vice President and Chief Academic Officer, and the Executive Management Committee before its submission to the Board of Regents for final approval.

9.2 General Policy Statements

1. New program proposals must be consistent with the college and university

mission, goals, and strategic plan.

2. Two levels of proposals (Preliminary and Formal proposals) are required for the initiation of new programs.

3. Approval of the preliminary proposal by the Executive Management Committee is required before proceeding with the development of the formal proposal.

4. Formal proposals of new programs must be subject to external and/or internal review by experts in the field.

5. New programs that rely upon the resources and/or course offering of other colleges or departments require consultation with and agreement by the providing unit(s) prior to the approval of the new programs by the Executive Management Committee.

6. Implementation of approved new programs must be scheduled at the beginning of an academic year

7. Approved new programs must be included in the version of the university catalog associated with their year of implementation

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8. An implemented new program must undergo a general review within one to two years after its initiation to ensure that it is meeting its expectations for enrolment, resources, and educational quality. If the program is meeting its expectations, it will be included in the regular academic program review cycle.

9.3 Time Related Policy Statements

1. Formal proposals shall be submitted no later than one and a half year following the EMC approval date of the new program preliminary proposal

2. New programs approved by the Board of Regents must be implemented no later than two years following the Board of Regents approval date.

9.4 Procedure

The Program Initiation procedure involves two main phases:

- Phase 1: Preliminary Proposal Phase

- Phase 2: Formal Proposal Phase

9.4.1 Main Steps in Phase 1: Preliminary Proposal

Faculty, Department Heads, College Deans, the Vice President and Chief Academic Officer, or the President of the University can request the development of new academic program proposals. The main steps in the first phase are: Identification of the College and Department that will be responsible for developing the new program proposals,

1. The Department Head in collaboration with the College Dean establishes a Program Initiation Taskforce including a group of faculty experts in the field to develop the new program proposals,

2. The program initiation taskforce develops and submits to the Department Head a short and concise preliminary proposal following the template approved by the Vice President and Chief Academic Officer,

3. The Department Head evaluates the preliminary proposal and forwards it with a pre-approval form to the College Dean for evaluation,

4. The College Dean evaluates the preliminary proposal and forwards it with the pre-approval form to the Vice President and Chief Academic Officer for evaluation,

5. The Vice President and Chief Academic Officer evaluates the preliminary proposal and either approves or rejects the proposal,

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If the Vice President and Chief Academic Officer approves the preliminary proposal, it is submitted with the pre-approval form to the Executive Management Committee for evaluation and approval,

6. The Executive Management Committee reviews and evaluates the preliminary proposal and either approves or rejects the proposal,

7. The Vice President and Chief Academic Officer communicates the Executive Management Committee's decision to the College Dean and in case of approval, requests to proceed with the development of the formal proposal.

9.4.2 Main Steps in Phase 2: Formal Proposal

The main steps in the second phase are:

1. The program initiation taskforce develops and submits to the Department Curriculum Committee and the Department Head a formal proposal following the template approved by the Vice President and Chief Academic Officer,

2. The Department Curriculum Committee reviews and evaluates the formal

proposal and submits its recommendations to the Department Head,

3. The Department Head evaluates the formal proposal and submits the formal proposal with a final approval form and a list of proposed reviewers to the College Curriculum Committee and the College Dean for evaluation,

4. The College Curriculum Committee reviews and evaluates the formal

proposal and submits its recommendations to the College Dean,

5. The College Dean evaluates the formal proposal and submits the formal proposal, the proposed reviewer's list, and the final approval form to the University Curriculum Committee and the Vice President and Chief Academic Officer for evaluation,

6. The University Curriculum Committee reviews and evaluates the

preliminary proposal and submits its recommendations to the Vice

President and Chief Academic Officer,

7. The Vice President and Chief Academic Officer reviews the formal proposal and may present the proposal to the Academic Council and Faculty Senate for review and feedback.

8. The Office of the Vice President and Chief Academic Officer forwards the proposal to selected reviewers and collects reviewer's feedback,

9. The Vice President and Chief Academic Officer evaluates the formal proposal, prepares an executive summary report, and submits the formal proposal, the final approval form, and the executive summary report to the Executive Management Committee for evaluation and approval.

10. The Executive Management Committee reviews and evaluates the formal proposal and either approves or rejects the proposal. In case of approval, the proposal is scheduled for presentation to the Board of Regents for evaluation.

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11. The Board of Regents reviews and evaluates the formal proposal, the executive summary report, and supporting documents and either approves or rejects the request for the initiation of the new program.

The Vice President and Chief Academic Officer communicates the Board of Regents decision to the College Dean and other concerned parties.

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PL-ACADEMIC-011: Curriculum Enhancement 118

PL-ACADEMIC-010: Academic Program

Review

Contents:

Source / Authority

Purpose


Policy Description

Policy Statements

Procedure

Version Number: 1.0


Reviewed by EMC on: May 3rd 2010

Approved by President on: May 3rd 2010

Policy Description

The purpose of the academic program review policy is to establish standards and procedures for the periodical review of all academic programs offered within Qatar University.


President

Vice President

Legal Advisor

Dean

Director / Departmental Head

Faculty


Student

All Employees

QATAR UNIVERSITY


PL-ACADEMIC-010: Academic Program Review Policy 119

10.1 Academic Program Review

The basic guiding principle of the Academic Program Review policy is the maintenance and enhancement of academic standards and the quality of academic programs offered within the university in line with the university mission, goals, and strategic plan. Thus, this Academic Program Review Policy and Procedure intends to contribute and direct the continuous improvement of all academic programs and to evaluate a program’s viability, productivity, and quality.

10.2 Policy Description

The basic guiding principle of the Academic Program Review policy is the maintenance and enhancement of academic standards and the quality of academic programs offered within the university in line with the university mission, goals, and strategic plan. Thus, this Academic Program Review Policy and Procedure intends to contribute and direct the continuous improvement of all academic programs and to evaluate a program’s viability, productivity, and quality.

10.3 Policy Statements

1. All academic programs offered within the university shall be subject to a comprehensive program review through a regular five to seven years continuous program review cycle to identify program strengths and weaknesses and to identify areas for improvement.

2. The Academic Program Review process should provide sufficient evidence to warrant a decision to maintain and improve, restructure, deactivate or terminate a program.

3. A master program review calendar shall be established and approved by the Vice President and Chief Academic Officer to plan for program reviews at the university level and to identify the semester of review for each academic program during the review cycle.

4. Programs may delay the scheduled review process subject to the Vice President and Chief Academic Officer's approval. All programs must be reviewed within a period not to exceed seven years.

5. The master calendar shall be reviewed and approved annually by the Vice President and Chief Academic Officer.

6. For programs undergoing/scheduled for accreditation, the Academic Program

Review should be scheduled while taking into account the professional accreditation review date and period in order to avoid duplication of efforts.

7. A college or department may request from the Vice President and Chief Academic Officer to schedule joint reviews for related academic programs offered at the department and/or the college.

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8. The Vice President and Chief Academic Officer may recommend additional and/or more frequent reviews if determined to be appropriate based on the program learning outcome assessment processes and recommendations made during the last academic program review.

10.4 Procedure

The academic program review procedure involves five main phases:

- Phase 1: Initiation Phase

- Phase 2: Self Review Phase

- Phase 3: Pre-Peer review Phase

- Phase 4: Peer Review Phase

- Phase 5: Follow up Phase

Figure.1 shows the sequencing of the phases and provides a brief description of the purpose of each phase. As shown in Figure.1, during the peer review phase, different courses of action might be conducted depending on the decision reached by the Vice

President and Chief Academic Officer during the pre-peer review phase. A detailed description of the four possible courses of action in the peer review phase follows.

Fast Track Internal Peer-Review (FT-IPR)

The purpose of the fast track internal peer-review phase is to conduct a quick yet comprehensive review of academic programs that achieved accreditation status and went through an exhaustive and thorough review process during their accreditation process by an external accreditation agency. During FT-IPR, particular focus will be given to program weaknesses and concerns identified during the accreditation process.

Comprehensive Internal Peer- Review (CIPR)

The purpose of the comprehensive internal peer-review phase is to conduct a comprehensive review of academic programs that went through an accreditation process but either:

- Failed to achieve accreditation status

- The accreditation process was based on a wide and shallow review of the program or focused on the institutional level rather than the program level.

Comprehensive External Peer- Review (CEPR)

The purpose of the comprehensive external peer-review phase is to solicit external experts' judgments about the quality of the academic program. This phase includes a campus visit by a panel of experts to evaluate the program.

Fast Track External Peer- Review (FT-EPR)

The purpose of the fast track external peer-review phase is to conduct a comprehensive review of academic programs by soliciting external experts' judgments about the quality of the academic program. However, the FT-EPR

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phase does not require a campus visit by external reviewers in order to evaluate the program. The decision for not having a campus visit by external experts can be due to:

- The decision of the Vice President and Chief Academic Officer based on the University Curriculum Committee recommendation.

- Other closely related program(s) within the same college is/are subject to a CEPR. The campus visit reports might be used to complement the findings of the FT-EPR. Closely related programs may include academic programs providing education in strongly related academic areas.

10.4.1 Main Steps in Phase 1: The Initiation Phase

The main steps in the initiation phase are:

1. The Office of the Vice President and Chief Academic Officer prepares and sends a Program Review Notification Letter and a Program Review Confirmation Form to departments hosting the programs scheduled for review in the next academic year.

2. The Department Head returns the Program Review Confirmation Form to the Vice President and Chief Academic Officer notifying his agreement with the review schedule or propose an alternative date.

3. If an alternative date is proposed by the Department Head, the Vice President and Chief Academic Officer consults with the Department Head and decides on the final program review date.

4. If the program review date is confirmed for the next academic year, the Department Head shall establish an Academic Program Review Committee (APRC) at the program or department level.

5. The office of the Vice President and Chief Academic Officer schedules an orientation meeting for all programs scheduled for review in the next academic year.

10.4.2 Main Steps in Phase 2: The Self-Review Phase

The main steps in the self review phase are:

1. The APRC prepares a Self Review Report following a template approved by the Vice President and Chief Academic Officer.

2. The APRC discusses the report with the Department Head and Faculty affiliated with the program.

3. The Department Head writes a brief one to two pages summary report about the program and includes a set of recommendations, issues, or concerns that should be addressed during the peer review phase.

4. The Department Head submits the SRR and the brief summary report to the College Dean.

5. The College Dean writes the Dean's summary report including recommendations, issues, or concerns to be addressed during the peer

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review phase and submits the SRR with the Department Head's summary report and the Dean's summary report to the Vice President and Chief Academic Officer.

10.4.3 Main Steps in Phase 3: The Pre-Peer Review Phase

The main steps in the pre-peer review phase are:

1. The University Curriculum Committee shall establish a Program Review sub-Committee (PRC) for each of the academic programs that are scheduled for a peer review in the following semester.

2. The PRC reviews the submitted SRR report and the summary reports prepared by the Department Head and the College Dean.

3. The PRC presents its findings and recommendations to the University Curriculum Committee.

4. The University Curriculum Committee reaches agreement and submits its recommendations to the Vice President and Chief Academic Officer.

5. The Vice President and Chief Academic Officer decides on the course of action to be adopted in the peer review phase for each of the considered programs.

10.4.4 Main Steps in Phase 4: The Peer Review Phase

While details of the steps in the peer review phase differ depending on the peer- review method, the sequence of steps is almost the same for all four methods and is detailed below:

1. The Vice President and Chief Academic Officer in consultation with the College Dean decides on the members of the Peer-Review Team.

2. The office of the Vice President and Chief Academic Officer makes necessary arrangements with members of the peer review team including communicating needed documentation to the peer review team members.

3. Members of the Peer Review Team conduct and complete an in-depth review of the program based on the submitted SRR report and the recommendations, issues, or concerns identified by the Department Head and the College Dean.

4. If applicable (CEPR and CIPR), a campus visit by the peer review team is scheduled.

5. The peer review team completes a preliminary peer review report to be submitted by the team chair to the College Dean and the Department Head.

6. The College Dean and Department Head review the peer review team report for errors of facts. The College Dean sends factual corrections to the peer review team chair.

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7. The peer review team chair updates the peer review preliminary report based on received corrections and submits the final peer review report to the College Dean and the Vice President and Chief Academic Officer.

10.4.5 Main Steps in Phase 5: The Follow up Phase

During this phase, faculty members affiliated with the program reflect on the outcomes of the peer review phase and the peer review team recommendations to devise and develop:

- Improvement strategies and improvement actions,

- Detailed action plans for each improvement action.

The action plans should identify the needed resources and estimate the

associated financial costs. The action plans shall be approved by the Vice

President and Chief Academic Officer. Checkpoints should be established in collaboration with the office of the Vice President and Chief Academic Officer, which will be responsible for monitoring progress in the implementation of the adopted action plans.

QATAR UNIVERSITY


PL-ACADEMIC-011: Curriculum Enhancement 124

PL-ACADEMIC-011: Curriculum

Enhancement

Contents:

Source / Authority

Purpose


Policy Description

Policy Statements

Procedures

Version Number: 1.0


Reviewed by EMC on: May 3rd 2010

Approved by President on:May 3rd 2010

Policy Description

The purpose of the curriculum enhancement policy is to establish standards and procedures for proposing and approving changes in the curriculum of an academic program.


President

Vice President

Legal Advisor

Dean


Faculty


Student

All Employees

QATAR UNIVERSITY


PL-ACADEMIC-011: Curriculum Enhancement Policy 125

11.1 Curriculum Enhancement

The basic guiding principle of the curriculum enhancement policy at Qatar University is that Faculty should have the primary responsibility for the content, quality, and effectiveness of the curriculum and thus, Faculty shall play a key role in all stages of the process. In addition, the process should be closely integrated and linked with the Learning Outcome Assessment Process.

The main purpose of the curriculum enhancement policy is to ensure and facilitate the continuous improvement of academic programs, to maintain and enhance the quality of the program curriculum, and to effect the results and findings of the Learning Outcomes Assessment Process in the continuous improvement of the programs.

Curriculum changes typically originate with the program Faculty and/or the Committee responsible for overseeing the assessment of learning outcomes. The

Registrar Office shall be consulted at the department level to help in identifying

students impacted by the change and in evaluating the impact of the proposed change on identified students.

Curriculum changes should be classified into different categories depending on the nature and scope of the proposed change. Minor curriculum changes such as changes affecting some of the course attributes, the addition of a new course, or the deactivation of an existing course require final approval by the Vice President and Chief Academic Officer before implementation. Structural curriculum changes consisting of a substantial change in the curriculum of an academic program require final approval by the Board of Regents before implementation.


9 All changes in the curriculum of an academic program shall follow the procedures and guidelines as defined in this Curriculum Enhancement Policy and Procedures.

10 Faculty and the department level Learning Outcomes Assessment Committees are responsible for periodically assessing the quality and effectiveness of the curriculum and for proposing curriculum changes as appropriate.

11 The Department Curriculum Committee shall consult with the Registrar Office when reviewing curriculum enhancement proposals.

12 Curriculum enhancement proposals should identify and evaluate the impact of the proposed change on students currently enrolled in the program. The curriculum enhancement proposal should provide details of necessary measures to address identified issues.

13 Curriculum enhancement proposals that have an impact on other programs require prior consultation and agreement with other programs before their approval by the College Dean.

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14 All curriculum enhancement proposals including minor and structural curriculum

changes must be routed through the Office of the Vice President and Chief Academic Officer and only this office shall be authorized to communicate approved requests to the Registrar Office and other administrative units

within the university.

15 Approved curriculum enhancement requests should be documented and a record including the date of approval and the effective date of the change should be maintained by the Registrar's office.

16 Courses not offered for three consecutive academic years shall be automatically

deactivated by the Registrar Office and notification shall be sent to the Department offering the course, the College Dean, and the Office of the

Vice President and Chief Academic Officer.

17 Students already enrolled in an academic program subject to changes in its offered curriculum shall be notified of approved curriculum changes.

18 Students already enrolled in an academic program subject to changes in its offered curriculum shall be given the opportunity to graduate under the new catalog requirements or under the catalog requirements effective at the time of their admission into the program provided that they do not delay their expected graduation date evaluated at the effective time of the curriculum change by more than two academic years.

19 If the curriculum enhancement proposal requires new resources or release of

current resources allocated to the program, such impact shall be identified and evaluated and included with the proposal.

20 Curriculum enhancement requests submitted and approved during one academic year shall take effect at the beginning of the next academic year.

21 Curriculum enhancement requests must be approved in time to allow for their inclusion in the university catalog for the next academic year and implementation in the Banner Course Management System before the start of the fall semester pre-registration period.

11.3 Procedures

The curriculum enhancement process supports two different procedures for addressing the different types of curriculum changes:

1. The Minor Curriculum Change Procedure:

This procedure is to be applied for minor curriculum changes requiring approval by the Department Head, the College Dean or Program Director, and the Vice President and Chief Academic Officer prior to implementation.

2. The Structural Curriculum Change Procedure:

This procedure is to be applied for substantial changes in the curriculum of an academic program requiring approval by the Department Head, the College Dean or Program Director, and the Vice President and Chief Academic Officer prior to submission to the Executive Management Committee and the Board of Regents for final approval.

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11.3.1 Detailed Procedure for Minor Curriculum Changes

The main steps of the minor curriculum change procedure are:

1. Cpmpleting the appropriate minor curriculum change request proposal and/or form and submitting it to the Department Curriculum Committee for

study and review,

2. The Department Curriculum Committee reviews and evaluates the change request, identifies the impact of the proposed change on other programs and on students already enrolled in the program, and submits its recommendations

to the Department Head including proposals for resolving identified issues.

3. The Department Head evaluates the change request and either approves or rejects the request. In case of approval, the Department Head forwards the change request form and accompanying documents to the College Curriculum Committee and the College Dean for evaluation.

4. The College Curriculum Committee evaluates the change request and submits its recommendations to the College Dean for approval.

5. The College Dean reviews the change request and either approves or rejects the request. Approved requests are forwarded to the University Curriculum Committee and the Vice President and Chief Academic Officer for final approval and action.

6. The University Curriculum Committee evaluates the change request and submits its recommendations to the Vice President and Chief Academic Officer for final approval.

7. The Vice President and Chief Academic Officer reviews the change request

and may submit the request to the Academic Council and Faculty Senate for review and feedback before deciding either to approve or reject the

request.

8. Approved change requests are forwarded by the Office of the Vice President and Chief Academic Officer to the concerned Colleges, the Registrar Office, and the Vice President for Student Affairs for information and/or action.

11.3.2 Detailed Procedure for Structural Curriculum Changes

The main steps of the structural curriculum change procedure are:

1-7. Same as steps 1 to 7 as defined in the Minor Curriculum Change Procedure. However, the appropriate structural curriculum change request proposal and/or form should be used instead of the minor curriculum change request proposal and/or form,

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8. Structural curriculum change requests approved by the Vice President and Chief Academic Officer are forwarded to the Executive Management Committee for evaluation and approval prior to their submission to the Board of Regents for final approval.

9. The Executive Management Committee reviews and evaluates the structural curriculum change request and either approves or rejects the proposal. In case of approval, the proposal is scheduled for presentation to the Board of Regents for evaluation.

10. The Board of Regents reviews and evaluates the structural curriculum change request and either approves or rejects the request.

11. The Vice President and Chief Academic Officer communicates the Board of Regents' decision to the College Dean and other concerned parties.

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PL-ACADEMIC-012: Policy of Policies 129

PL-ACADEMIC-012: Policy of Policies

Contents:

Source / Authority

Purpose


Policy Description

Policy Statements

Procedures

Version Number: 1.0

Effective Date:

Reviewed by EMC on: June 13th 2010

Approved by President on:

Policy Description

The purpose of this policy is to regulate the process of initiating, updating and terminating any policy at QU.


President

Vice President

Legal Advisor

Dean


Faculty


Student

All Employees

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12.1 Definition

It is the policy of Qatar University (QU) to govern the development, distribution and maintenance of all internal policies on the university level. The process of developing any policy at QU is decentralized and based on many inputs and feedback mechanism within the different QU divisions such as: academic, administrative, students’ affairs, research and others directly reporting to the President. However, the approval process for any new policy, modification of an existing one or termination is centralized at the highest level. The QU Board of Regents (BOR) must approve all policies before being applied. In addition, proposals for new policies, modifying an existing one(s) or termination of an existing one(s) must be reviewed by the EMC.


General Rules

Policies are written to regulate the core operations at QU related to: academic, administrative/ financial, students, research or any other operations.

The Executive Management Committee (EMC) must review all policies before seeking the approval of the Board of Regents (BOR).

Any approved policy by the BOR remains in effect until replaced by a newer version or revoked.

All policies must be reviewed at least annually, or following an appropriate revision calendar. This action should be done by the appropriate policy originating office, and a review report must be submitted to the Office of the EMC.

Most recent versions of approved policies by the BOR must be indexed, numbered and archived at the Office of EMC (OEMC).

Files containing policy statements must be named according to the following naming convention: QU-source_title_date_ver#_language.X (X= doc, docx or pdf) (refer to QU Academic Management Handbook)

The Office of the EMC must maintain a working (editable) copy of all recent policies’ versions at any time.

All policies must be written in a clear, concise way such that policy statements are following the straight order (subject verb object) style whenever it is possible.

Statements representing procedures are preferred to be written using the present tense whenever it is possible.

Procedure embedded within policy documents must represent the necessary actions needed to be done in order to execute the policy statements.

Statements representing procedures must represent the processes involved within the policy in a clear, concise straight-forward format.

Format

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All QU policies must follow a unified format, and presented in similar styles. (refer to the example presented in Appendix-A for current format)

All policies must consist of the following sections: o Cover page presenting the following information:

Policy code and title with the coding system (refer to the QU practice presented in Appendix-B) to differentiate between the relevant QU divisions, and according to QU Organizational Structure (OS).

Version number Effective date Date of EMC approval Date of President’s endorsement Target parties

o Header showing date of current version o Footer showing policy title & page numbering o Overview or Introductory section(s) o Policy description, definitions and policy statement(s). o Procedures whenever it is applicable o Responsibilities whenever it is applicable

Initiation/ Revision /Termination Any new policy must be reviewed by the EMC before being presented to the BOR

for final approval.

Any changes of an existing policy must be reviewed by the EMC before being presented to the BOR for final approval.

The development of a new policy or change in an existing one could be triggered by the following:

o Changes in the local statute or local laws. o A request made by the Board Of Regents (BOR). o A request made by the President o A request made by any of the Vice Presidents at QU such that the

proposed changes are deemed necessary for their relevant colleges, units and/or departments.

Sufficient rational must be presented to the Executive Management Committee (EMC) for newly developed policies, major updates required for existing one(s) or termination of existing one(s).

The QU President must endorse all policies before going into action. This step must be done after the BOR approval.

Policy active period is assumed to start from the day of the BOR’s approval until it is being updated or revoked.

Any policy with financial implications may require the BOR approval before going into action.

Any new policy, updates, or termination must be announced by the originating office through the Office of External Relations.

Whenever it is applicable all policies must include a section for roles and responsibilities for the different policy’s stakeholders.

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12.3 Procedures

1. A request for policy change must be submitted to the Office of EMC to initiate,

modify or terminate a policy or a group of policies. A member of the EMC can only initiate this request. (Refer to the example presented in Appendix-C)

2. The request will be reviewed by the Office of EMC in direct coordination with the Vice President for Institutional Planning and Development (VPIPD) to ensure the following:

a. Rationale for the request b. The overall positive impact of the request inline with QU strategic

objectives c. Other issues such as: policy structure, language/tone and format of major

sections 3. If the review process was positive, then the policy shall be scheduled for an EMC

meeting; however, if major changes are required, then such changes must be communicated with the relevant party. The Office of EMC may seek internal or external consultation to review the policy and to assure that sufficient rationale has been demonstrated and relevant to the policy’s sections. This step must be carried out with direct coordination with the VPIPD.

4. If the policy approved by the EMC with no changes/ remarks, the policy should be scheduled for final approval by the BOR.

5. QU President then endorses the final policy after the BOR approval.

12.4 Responsibilities

The President is responsible for endorsing all policies at QU after being approved by the BOR.

The Director of EMC Office is responsible for reviewing all policies according to his/her role set within the QU Bylaws and in direct coordination with the VPIPD.

A Vice President is considered 1st degree responsible party if the policy needed to be executed and/or communicated is relevant to his/her division.

All VPs are responsible for disseminating their sector’s policies based on EMC decisions, and communicating them with the relevant parties within QU under their relevant organization structure.

All VPs are responsible for setting their policy review calendar. However, it is advised that an annual Policy Review Retreat should be scheduled annually to review current policies and issue the proper recommendations to the EMC.

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Policy request form is submitted to

OEMC by an EMC member

Policy request is

reviewed by:

OEMC & VPIPD

EMC makes initial

decision to proceed

with the policy

request or not

BOR makes final decision

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12.5 Appendix-A

A typical Policy Document Format (cover page)

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12.6 Appendix-B

Typical Policy Code & Title Format

Policy name: Program Initiation Policy Policy code: PL-ACADEMIC-012

Policy number

Policy related to academics

Policy

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12.7 Appendix-C

Typical Request Form for a Policy Initiation/Modification and/or Termination

Request Form

Policy Name: Program Initiation Policy

Policy Code: PL-ACADEMIC-012

Division: VPCAO (Academic) Department/Unit: VPCAO Office

Initiation√ Modification Termination

Executive Summary & Rationale This policy and its accompanying procedures set the standards and procedures for the initiation of new academic programs. The existence of this policy is very important due to SACS accreditation requirements, and to ensure proper execution of newly developed programs at QU. Divisions /units within QU affected by this policy action and its impact

1. All colleges

2. All academic departments

3. Office of registrar (students affairs) Change management plan for affected units (if required)

1. All colleges must follow the new Program Initiation Template set by the VPCAO Office when submitting their final proposals. 2. The Office of Registrar must be updated whenever a

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new program has been approved by EMC. 3. The Office of VPCFO must be updated by any newly developed program for financial allocations. And HR Director must be informed through the Office of VPCFO about newly developed programs, and the needed HR services.

Divisions/ units other than QU (external) affected by this policy action and its impact

Any academic institution/program affiliated with QU Change management plan for affected external parties (if required)

Coordination is required for new proposals. Parties involved in the policy execution & their role

Informed – I Consulted –C

Responsible –R

Responsible-1st degree (executer) –E President None

VPCAO E

VPCFO R

VPSA R

HR R

CAS I COE I

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PL-ACADEMIC-013: Rolling Contract Policy 138

PL-ACADEMIC-013: Rolling Contract

Policy

Contents:

Policy Description Who Should Know This Policy Policy Sections

Version Number: 1.0

Effective Date:

Reviewed by EMC on:


Policy Description

This policy defines the basis for awarding a rolling contract to a faculty member at QU, and its procedures.


President

Vice President

Legal Advisor

Dean

Director/ Department Head

Faculty


Student

All Employees

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13.1 Rolling Contracts

QU considers rolling contracts as an important investment in academic excellence. This form of contract serves to provide stability for faculty members whose expertise is deemed essential for promoting the university’s strategic objectives; it likewise allows them to develop further their areas of excellence and so achieve better QU’s academic mission. According to section 3.4.2.2 in the QU Academic Bylaws, a faculty member may be offered a four-year rolling contract at the end of his/her regular contract term. Faculty members achieve two main benefits from such a contract: (1) the security of being on a continuous contract status with QU, and (2) being eligible for participation in QU’s sabbatical leave system. The process of awarding such contract type is dependent on the results of the promotion process. Similar to the promotion process, awarding a rolling contract should be initiated at the department level based on a direct request made by the faculty member when he/she submits his/her promotion request. The process is parallel to the promotion procedure as described within this policy.

13.2 Criteria for Awarding Rolling Contracts

Success in the promotion process does not guarantee being awarded a rolling contract. Generally, a candidate for a rolling contract must fulfill the following additional criteria in order to be eligible for the evaluation process conducted by the University Rolling Contract Committee (QU-RCC):

Be a regular full-time faculty member with a minimum of five years at QU starting from the date of his/her employment.

Score no less than (Above Expectations) in the last five (5) years of service.

Submit a comprehensive portfolio of the past work rendered to QU, as part of his/her promotion process requirements, and most importantly his/her future professional plans at QU. This plan of future activities will be evaluated by the Rolling Contract Committee. The future activity plan must be submitted based on a scheduled list of deliverables.

In all cases the faculty member should: (1) develop the actions and strategies to instill the experience and build local capacities, and (2) disseminate and share information and experience accumulated in a well-structured working process that can be adopted by other academic programs.

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13.3 Deadlines

Any rolling contract application must be submitted when submitting the request for the promotion, and the process follows the promotion procedure deadlines. Usually, faculty members may submit their portfolio for rolling contracts either on October 1 or March 15 of each year. In other cases such as those explained in section (Exceptions) the QU-Rolling Contract Committee must issue the final decision before March 15th every year. These requests must be initiated at the department level then follow the same cycle as governed by the procedures in this policy.

13.4 Procedures

The process of awarding a rolling contract is initiated at the department level; and the final decision is made by the QU-RCC. The following procedures govern this process:

1. The candidate submits a request to the department head asking to be granted a rolling contract based on a comprehensive portfolio rendering his/her previous academic work and a future plan at QU. This step should be done in parallel to his/her request for the academic promotion.

2. The department head must check the candidate’s eligibility requirements:

o the candidate’s current promotion file o the candidate’s appraisal results within the previous five years o the candidate’s future activities plan in a form of tentative

schedule with a number of deliverables. 3. After the department head forwards the candidate’s request to the

departmental promotion committee for analysis against the promotion requirements, he/she then forwards the application for rolling contract as well to the college dean. The department head must then states that he/she has checked the candidate’s extra eligibility requirements for the rolling status.

4. The college dean must review the candidate’s request for the rolling status along with his/her promotion file before forwarding it to the college-based promotion committee, then to the VPCAO with a sufficient rationale to grant the candidate a rolling contract conditionally upon the final promotion results.

5. The VPCAO forwards the request to the QU-RCC for processing and final recommendations, in case the promotion results are positive.

6. The QU-RCC informs the VPCAO of its decision. 7. The faculty member is informed of the QU-RCC decision. 8. If the faculty member failed to be granted a rolling contract status

during his/her first attempt he/she may resubmit the request after an

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elapsed period of one year from rejection decision. The decision after the second submission is final.

13.5 The Structure of the QU- Rolling Contract Committee (QU-RCC)

The QU-RCC should be structured such that it ensures proper interpretation of the QU strategic directions. The committee is comprised of the following parties:

Permanent members o The VPCAO of QU or his/her representative. o The VPCFO of QU or his/her representative. o The VPIPD of QU or his/her representative. o The VPR of QU or his/her representative. o The Director of Human Resources.

Ad-hoc members: o Dean and the department chairperson of the college from which

the case is being processed.

13.6 Role of the QU Rolling Contract Committee

The QU-RCC plays a very important role in the final decision of awarding a rolling contract to a specific candidate. The committee’s role is summarized as follows:

1. Ensure the proper execution of this policy and the accompanying procedures.

2. Review the candidate’s portfolio regarding his/her tentative future plan, and make the proper recommendation.

3. Identify areas of excellence and QU strategic objectives that need to be supported and maintained by faculties offered a rolling contract.

4. Conduct an annual review/comprehensive evaluation of the faculty member's performance in view of his/her planned portfolio.

5. Recommend, on the basis of the assessment and achievements, to retain or terminate a rolling contract.

6. Determine the maximum allowable annual number of rolling contracts. However, in all cases the QU-RCC must ensure that the outcome of the promotion decision does not impact the decision of awarding a rolling contract to the faculty member. In other words, the decision of awarding a rolling contract must be granted on the basis the promotion results and the extra criteria mentioned in this policy. Additionally, all committee members must set aside any personal judgments based on gender, nationality or religion when granting their decisions. The QU-RCC may find it necessary to interview the candidate and discuss the planned portfolio if deemed necessary.

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13.7 Exceptions

For cases where it is not possible to apply the procedures set in this policy such as: faculty members in the rank of professor or those who have administrative responsibilities, or in any other cases the QU-RCC deems relevant, the QU-RCC shall issue the decision based on the following norms:

A realistic future plan of deliverables proposed by the faculty member in rank of professor after spending more than five years at QU, and a comprehensive review of his/her scholarly work during that period. The scholarly work review should be carried out by the QU Academic Promotion Committee.

A realistic future plan of deliverables proposed by the faculty member who completed his/her administrative duties. In such case the QU-RCC should make a decision on the period after which the rolling status is awarded if the faculty resumed work at QU.

13.8 Maintaining a Rolling-Contract Status

According to the QU Academic Bylaws (Section 3.4.2.2- Fall 2008), if the outcome of the annual evaluation of a faculty member holding a four-year rolling contract is not positive and his/her performance is deemed unsatisfactory, then the faculty member's contract may be terminated after the completion of the remaining years of the contract. Additionally, the contract of faculty member who is on a rolling contract may be terminated due to disciplinary action, program termination or budget freezing or budgetary considerations. The triggers for terminating a rolling contract type are as follows:

If the results from the annual assessment scored are below (Above Expectations) for two consecutive years or two out of three years. In this case, the contract of the faculty member may be terminated after completing the remaining years of his/her contract.

Similarly, if the faculty member fails to fulfill his/her tentative future plans with QU, his contract may be terminated after completing the remaining years of his/her contract.

Therefore, extreme care should be taken by the faculty member when he/she submits the future activities plan that it be designed with a realistic schedule of deliverables.

13.9 Special Considerations

As the QU-RCC plays a very important role in the final decision of awarding a rolling contract to a specific candidate, the VPCAO should ensure that the execution of such policy does not negatively impact the academic operations due to extensive and unscheduled sabbatical leaves. Similarly, the VPCFO shall recommend to the QU-RCC the suitable number of rolling contracts every year based on budgetary considerations.

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143

PL-ACADEMIC-014: Academic freedom

The dissemination of knowledge through teaching, research and service is an integral component of the University’s mission. The Board of Regents recognizes that freedom of inquiry and expression is indispensable for this purpose and believes that the administration and faculty should cooperate to create a productive academic environment.

Academic Freedom

Academic Freedom is the right of all faculty members to freely study, discuss, investigate, teach, conduct research, and publish as appropriate to their respective roles and responsibilities. Because the common good depends upon the free search for and exposition of truth and understanding, full freedom in research and publication is essential, as is the freedom to discuss scholarly subjects in the classroom. Within the scope of this policy, academic freedom implies faculty are:

1. entitled to freedom in the classroom in discussing their subjects in ways that enhance learning and promote student development;

2. entitled to full freedom in research and in the publication of their findings, in adherence to the commonly acceptable practices of conducting and publishing research;

3. Recognize that their special position in the community imposes special obligations including the following: they should at all times be accurate, should exercise appropriate restraint, should show respect for the opinions of others, and should make every effort to indicate that they are not necessarily representing the views of the institution;

4. entitled to participate in professional and representative academic bodies inside and outside Qatar.

In exercising their academic freedom, all those involved should realize that:

Academic freedom does not exempt a faculty member from acting responsibly and carrying the responsibilities and duties defined in University bylaws, regulations, rules and similar management documents.

A faculty member should recognize that the right of academic freedom is enjoyed by all members of the academic community. The faculty member should be prepared at all times to support actively the right of the individual to freedom of research and communication.

A faculty member should maintain the mutual respect and confidence of his/her colleagues. He or she should endeavor to understand the customs and traditions of the academic community. He or she should also respect the culture and traditions of Qatar.

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A faculty member enjoys the same freedom as defined in the Constitution of Qatar and other laws applicable in the country.

A faculty member who feels that his/her academic freedom has been threatened or limited in some way, can address the issue through proper complaint and grievance policy and procedures defined in the Faculty Handbook and other University policies.

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145

PL-ACADEMIC-015: Faculty Credentials

Policy

15.1 Policy Statement

It is the policy of Qatar University that the credentials of all faculty (i.e., instructors of record) are in compliance with faculty credential guidelines as defined by the Southern Association of Colleges and Schools (SACS).

This policy applies to all faculty (i.e. instructors of record) who hold an academic rank with teaching assignments. Thus, it applies to full-time and part-time faculty, adjunct faculty, visiting faculty, academic department chairs and directors, deans and associate deans.

15.2 Qatar University Faculty Credential Guidelines

Qatar University employs competent faculty members qualified to accomplish the mission and goals of the institution. When determining acceptable qualifications of its faculty, the University gives primary consideration to the highest earned degree in the discipline in accordance with the guidelines provided by Southern Association of Colleges and Schools (SACS) and found in The Principles of Accreditation (http://www.sacscoc.org). and listed below:

1. Faculty must be qualified to teach in the discipline. 2. Faculty members must meet the university’s requirements to teach in their

discipline and the requirements of SACS and other applicable accrediting and approval agencies.

3. The University shall also consider competence, effectiveness, and capacity, including, as appropriate, undergraduate and graduate degrees, related work experiences in the field, professional licensure and certifications, honors and awards, continuous documented excellence in teaching, or other demonstrated competencies and achievements that contribute to effective teaching and student learning outcomes.

4. Qatar University requires the following academic and professional qualifications:

a. A minimum of a Master’s degree in the field is necessary to teach

undergraduate level courses that are part of an academic program.

b. A doctorate, professional or terminal degree is required to teach

graduate courses.

c. Faculty teaching baccalaureate courses: Must hold a doctor's or

master's degree in their teaching discipline or master's degree with a

http://www.sacscoc.org/

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146

concentration in their teaching discipline (minimum of 18 graduate

semester hours in their teaching discipline).

d. At least 25 percent of the discipline course hours in each

undergraduate major are taught by faculty members holding the

terminal degree - usually the earned doctorate - in the discipline.

e. Faculty members, who teach education courses below the collegiate level (courses that don’t count toward an academic degree at QU) including the Foundation Program, must have at least a baccalaureate degree in a discipline related to their teaching assignment, and also have experiences that help them relate to the particular needs of the adult students.

f. Employed faculty member employed must be proficient in oral and written communication in the language in which assigned courses will be taught.

15.3 Qatar University Faculty Credential Regulations

1. A terminal degree is generally accepted as the highest degree in a field of study. An earned academic (or research) doctorate such as a Doctor of Philosophy is considered the terminal degree in most academic fields of study. Many professional degrees are also considered terminal degrees because they are the highest professional degree in the field (for example the JD and Pharm D.).

2. An official transcript is defined as a transcript or other academic record that includes notation that it is official.

3. Two original and official transcripts/degree certificate letter for the degree used for credentialing must be on file prior to the beginning of the course(s) to be taught.

4. Transcript/degree certificate letter must be sent sealed by the awarding institution or may be delivered sealed by the prospective faculty member.

5. All transcripts/degree certificate letters submitted from non USA universities or higher education institutions must be evaluated for equivalency to United States accredited coursework by a university approved agency.

6. Qatar University shall pay the transcript/certificate verification fee conducted by a third party chosen by the University. In all cases, it is strongly advised that candidates and faculty submit transcript/certificate in English; however, the University shall proceed with translating foreign credentials.

7. All original transcripts/certificates and the third part verification shall remain in the custody of QU and will not be handed back to anyone even if the faculty member is no longer affiliated with the University.

8. Hiring units shall complete the Faculty Credentials Form to demonstrate sufficient evidence that the credentials of the prospective hire meet QU policy and SACS guidelines on Faculty Credential. Upon completion of the

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147

form by the hiring unit, the form shall be forwarded to the appropriate Dean (or designee).

15.4 Qatar University Faculty Credential Documentations

Documentation of the credentials of all full-time part-time faculty who are instructors of record for one or more courses will be retained by Human Resources in both print and digital format. Documentation shall include:

a. Demonstration of academic preparation per review of official academic transcripts.

b. Two original and official transcripts/degree certificate letter for the degree used for credentialing must be on file prior to the beginning of the course(s) to be taught.

c. Approved university agency degree evaluation report (For all Non-USA-Highest earned degree).

d. An updated CV and (if applicable) professional licensure and certifications, honors and awards, other qualifications, records of publications demonstrating professional and work experience, technical and performance competency

15.5 Faculty Credential Verification Processes Responsibilities

Processes roadmap and timeline including responsible party are mapped on the chart at the end of this document.

15.5.1 Faculty Responsibilities

1. Candidates for faculty positions are responsible for assuring that two official transcripts/certificates are submitted to the Advisory Office at the Human Resources Department.

2. This documentation must be received no later than thirty days (30 days) after the return date of acceptance of the offer letter or assignment letter extended to part-time, adjunct, and visiting faculty.

3. A candidate's failure to provide such documentation in a timely manner or falsification or misrepresentation of credentials will subject the appointment to discipline up to and including termination.

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15.5.2 HR-Advisory Office Responsibilities

1. Advisory Office is responsible for following up with the candidate to ensure the collection of credentials within the specified timeframe.

2. After receiving the credentials, advisory heads are required to conduct an initial review to the credential insuring it is original, signed and received sealed by the awarding university’s official, is on that university’s letter-head, and clearly mentions that the degree has been awarded with a date of award (retain the envelop).

3. After conducting the review, the advisory office should inform the candidate of the initial review result.

4. HR director shall call for the SACS Committee to meet to review and check the compliance of the credentials with the standards and requirements. The committee is responsible for conducting the final review by verifying the compliance of each candidate faculty credential. The advisory office should inform the candidate, department head and college about the final review result by sending an email including the SACS committee comment, if any.

5. HR shall not proceed with the hiring unless they receive the final review from the SACS committee.

6. HR director is responsible for assigning staff to perform the scanning of the official transcript/certificate, logging, uploading a copy on the system and making it accessible to Heads of academic departments, communicating and informing him/her of the upload, and filing the original copy in the faculty file. (Note: For verification purposes, a candidate faculty member is required to submit two sealed transcript/certificate. The assigned staff must ensure keeping one of the copies sealed and pass it to the SACS committee in that sealed form when its requested.)

7. HR will maintain a master personnel file for each faculty member that includes the appropriate credentials and other materials that qualify the faculty member to teach.

8. It is the HR responsibility to monitor and maintain the files in good order through a quarterly review.

9. HR will ensure security of files and will require proper identification from anyone requesting access to official files.

10. HR is responsible for communicating any change in the rules, regulations, process or requirements, to all deans as soon as they are approved.

15.5.3 Head of Department/Program Director Responsibilities

Academic department heads shall complete the “Faculty Credential Form” and send it with hiring request to college dean for approval.

Review and verify the alignment of highest earned degree with assigned courses and compliance with SACS standards.

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15.5.4 Deans Responsibilities

Review and approve Faculty Credential Form submitted from the head of department with hiring request

Ensure that hired faculty credential and qualifications are in compliance with SACS standards

15.6 SACS Committee

SACS Committee to meet to review and check the compliance of the

credentials with the standards and requirements. The committee is

responsible for conducting the final review by verifying the compliance

of each candidate faculty credential.

SACS committee will be responsible about managing the third party

evaluation applications.

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Part-4

Faculty Teaching Responsibilities

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1. Mission

In order to fulfill its educational mission, Qatar University expects its faculty to be dedicated to excellence in teaching. In addition to classroom instruction, teaching responsibilities also include advising and mentorship. Seeking excellence in teaching entails the acceptance of responsibility to the University for the activities of learning, discovery and engagement. As a community of dedicated scholars, faculty are expected to undertake these responsibilities in fulfillment of their commitment to students, to each other and to the University. All faculty members are accountable for meeting the following responsibilities to the University through assignments and activities during the academic year as well as seeking effective performance monitoring and continuous improvement of teaching strategies.

2. Class Meetings

Faculty are responsible for meeting their classes at the time and location scheduled by the Registration Department. To allow academic departments to take appropriate action, faculty shall notify their supervising authority if they are to be absent and have not made suitable arrangements regarding their classes. Faculty are responsible for informing their department head if a change of assigned classroom or meeting time is required.

3. Conduct Within the Classroom

Faculty are expected to maintain a classroom environment that promotes a positive learning environment and the free exchange of ideas. Faculty should foster and encourage students' pursuit of learning while demonstrating civility, understanding and respect for the student as an individual. Faculty are responsible for making every reasonable effort to ensure that evaluations of students reflect their true merit and are based on their academic performance as professionally judged and not on matters irrelevant to that performance, such as personality, degree of political activism, personal beliefs, race, religion, color, disability, gender, ethnicity, or age.

4. Confidentiality of Student Records

All student and associated financial records are considered confidential. Confidential student information may however be released under the following two exceptions:

1. Information may be released to a parent or guardian.

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2. Information may be released to authorized Qatar University personnel with legitimate educational interest.

5. Conflict of Interest

A conflict of interest exists when a faculty member has a duty to more than one individual or group, and where both parties' varying interests make it impossible to act judiciously for either entity. All Qatar University faculty should avoid any conflict of interest or appearance thereof. In general, a conflict of interest exists if a faculty member participates in any decision that affects a family member, or impacts the University negatively, or benefits an external organization with personal gains. The following are examples of conflicts of interest:

1. Teaching family members (i.e. spouse, parents, siblings, children); 2. Accepting gifts from students, parents or relatives of students; 3. Supervision or participation in a decision that affects a family member; 4. Working outside the University with competing entities or organizations with

potential conflict of interest with the University; 5. Employee or supervisor nepotism; 6. Participation in a decision benefiting an external organization with personal

interest. Whenever conflict of interest (or appearance of conflict) exists, the faculty member must disclose such conflict to his/her supervising authority as appropriate. The supervising authority is responsible for determining an appropriate solution.

6. Course Syllabus

Faculty are responsible for distributing a course syllabus to all registered students during the first week of classes. The course syllabus should, at a minimum, contain the following information:

Description of the course

Expected learning outcomes

Lecture/Laboratory schedule

Student Assessment Measures

Course and Instructor Evaluation Measures

Contact details

Office hours

Teaching resources

The course syllabus should be considered as a contract for the course and as such, changes to the syllabus should only be undertaken in extenuating cases. Where changes to the course syllabus are necessary, all registered students should be

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informed of the changes and these modifications should not prejudice the students. Colleges are encouraged to develop their own course syllabus templates.

7. Out of Classroom Communication with Students

Qatar University provides Qatar University e-mail accounts to enable faculty, staff and administrators to communicate more effectively and efficiently with students. Email is an official mechanism of communication within QU and all e-mail should comply with the University’s e-mail policy. All correspondence between the instructor and students should use Qatar University e-mail, and both students and faculty are expected to check their e-mail on a frequent and consistent basis.

8. Final Exam Dates and Times

All final examinations are to be given in accordance with the schedule published by the Registration Department and unapproved changes are contrary to QU policy. In extenuating circumstances, changes may be considered if they follow the general guidelines available through the Registration Department.

9. Final Grades

Faculty are responsible for submitting all final grades by the appropriate deadline. At the conclusion of the course, faculty should provide their Department Head with a comprehensive file for each course including:

Course syllabus.

Course material used to evaluate the student.

Detailed breakdown of assessment measures and grades utilized to evaluate students.

Any additional materials mandated by the department. All course material used to evaluate the student, and not returned to the student during the course or the Department at the end of the semester, must be maintained by the instructor for 1 academic year from the completion of the course.

10. Grade Assessment, Evaluation and Review

Faculty are expected to utilize a minimum of three different assessment measures in evaluating student academic performance. Faculty are responsible for providing graded assignments and examinations within a reasonable time period and students are entitled to review and discuss evaluated coursework with the instructor. Students are entitled to receive a comprehensive review of their performance for the class and their grade evaluation prior to the final examination.

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11. Incomplete Grades

A student may receive a grade of incomplete (I) in a course if he/she attends but fails to complete all the course requirements. The Incomplete grade is not an alternative for an F due to poor performance. To be considered for an incomplete grade the student must provide an acceptable justification for failing to complete the required work to the course instructor, and which the Department Head must also approve. If the incomplete grade is given because the student did not take the final exam, the student should arrange with his/her instructor to take a make-up exam. The deadline for changing an (I) grade is the last day of the second week of classes in the ensuing semester. Upon successful completion of the required work, the instructor is responsible for replacing the (I) grade with a letter grade (A through F) through the Registration Department. If a grade of (I) is not changed by the end of the specified period, it will be changed automatically to an ‘F’.

12. Student Attendance

Faculty are responsible for tracking student attendance and ensuring that all students attending the class are officially registered. Class attendance is not an assessment measure and failure to attend class should not result in the instructor lowering a student’s grade. Per the QU Student Handbook, students may not miss more than 25% of class meetings during the semester.

13. Student Handbook

Faculty are expected to be aware of University policies identified in the Student Handbook as well as the Academic Integrity Code.

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Summary of Changes

This version of the Faculty handbook 2012 has been updated to include the following:

Revised version of the Promotion Policy PL-ACADEMIC-006.

Addition of Academic Freedom PL-ACADEMIC-014.

Addition of Faculty Credentials Policy PL-ACADEMIC-015.

faculty handbook - qatar university and staff/documents... · 2016-11-24 · qatar university...

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