ࡱ>  RPCDEFGHIJKLS` Kbjbj L9 v ^^^Vچv iHȌ:ݍN+Ghhhhhhh$lh=oi9 ݍݍi Gi  hhZ d IR^p`g]i0i`oo ddo ,eWRQT%WWWiiDdWWWiv v v zv v v zv v v  CONSOLIDATED EMPLOYEE HANDBOOK TABLE OF CONTENTS Section A: Predicating Information Letters of Instroduction Preface Introduction Predicating Remarks Mission Statement Vision Statement Strategic Goals History of Lon Morris College Organizational chart Section B: Information Pertinent to All Employees Board of Trustees Job Assignments: Duties and Responsibilities College President Director of institutional research and SACS coordinator Vice President of Administrative Affairs Academic dean Dean of admissions Dean of women Director of Student Success and Retention Registrar College chaplain Judicial Officer Director of special projects Director of residence life Director of financial aid Director of student life Director of learning enrichment center Director of athletics Director of technology Director of technology center Director of library Director of development and public relations Director of facilities/grounds/housekeeping Director of food services Director of security Manager of transportation Manager of communication center and bookstore Manger of residence hall College Standing Committees Quality Enhancement Plan Committee Athletic council Technology committee Institutional effectiveness committee Safety committee Confidential Information Open Door Policy Welcome to Lon Morris College Affiliation with United Methodist Church Accreditation Institutional Research and Effectiveness Non-Discrimination Assertion Intellectual Property Declaration Grievance Process Updating Personnel Records Affirmative Action Policy Performance Evaluation and Review Standards of Conduct Personal Conduct and Appearance Resignations from Employment Safety and Health Tobacco-Free Campus Policy Chapel Participation Payroll Deductions Absences Due to Illness/Pressing Personal Business Procedure for Calling Off Work Absence Without Notice Job Abandonment New Parent Leave Bereavement Leave and Funerals Jury Duty Leave of Absence Without Pay Employee Benefits and Services Comprehensive major medical plan and life insurance Retirement plans Employees enrollment in class Employees immediate family enrollment at LMC Workers compensation insurance Paid holidays Employee work calendar Vacation plan Drug-Free Workplace Statement and Policy Sexual Harassment Policy Travel on Behalf of the College Alcohol/Controlled Substance Use While Representing the College Communication Center Bookstore Activities Calendar Maintenance, Housekeeping, and Grounds Phone Service Section C: Information Pertinent to Faculty Only Educational Statement Academic Divisions Division Chairs Department Chairs Academic Council Faculty Constitution and By-Laws Faculty Standing Committees Faculty General Policies Support for college purpose and functions Academic freedom and responsibility Tenure Faculty Development Fund Policy Employment practices Faculty rank system and base salary scale Promotion criteria Faculty overload pay Faculty evaluation procedure Administering student class evaluations Assigning students to faculty mentors Course syllabi Course transfer disputes Part-Time Faculty Faculty Orientation Graduate Teaching Assistants Grade Reports and Appeals Grade Change Policy Class Attendance and Drop Policy Class Discipline Care of Classroom Textbooks Supplies Student Assistants Academic Honesty Professional Organizations Attendance at Professional Meetings Travel Reimbursement Honors Day Student Publications Library Section D: Information pertinent to Staff and Administration You the Employee Doing Your Work Well Employee/Supervisor Relationships New Employee Probation Period Wages, Salaries, and Deductions Overtime Pay Attendance and Absenteeism Time-Clock Procedure Section E: Policies, Practices, and Procedures Board of Trustees By-Laws Student Records Management Policy Personnel Records Management Policy Evaluation Form for Administrators and Staff Hiring Procedures Records Manager Serious Disease Information SECTION A: PREDICATING INFORMATION PREFACE TO EMPLOYEE HANDBOOK This handbook is a composite work of present and past handbooks and other information which has been modified through the years to accommodate the needs of personnel. It is not intended that this handbook is an answer book for all questions; it is, instead, intended to be a guide for most general applications. The purpose of this handbook is to provide information that will assist with answers to common inquiries and pave the way for more successful performance. Not all college rules and regulations have been included in this publication; those which have been included are published for the general use of employees. The format of this handbook was significantly modified (2004) to consolidate the Faculty Handbook with the Staff Handbook. This modification was undertaken for the purpose of clarifying the applicability of policies, practices, and procedures to employees of Lon Morris College. INTRODUCTION This writing does not pretend to be contractual between the College and employees. It is to be used, instead, as a flexible document which can encompass new ideas and change accordingly. Employees are welcome to suggest changes as the need arises. Employees should note, however, that the rules and regulations set out in this handbook are Board of Trustees approved and are, therefore, binding at the same degree as board policy. PREDICATING REMARKS It should be noted that access to this document is considered adequate notice of this body of regulations. Any further orientation or explanation of these regulations is not obligatory on the part of the College or Administration. Please be on notice that employees' personal possessions brought on LMC property are at the employee's own risk. Although LMC will cooperate in the normal course of an investigation leading to recovery of lost, stolen, or damaged property, no attempt will be made by LMC to replace or repair personal property nor to reimburse the value of same. LMC does not have insurance coverage which covers employees' personal property. MISSION STATEMENT The Mission of Lon Morris College is to offer quality liberal arts education within a Christian community that allows the whole person to develop and mature. VISION STATEMENT Lon Morris College will offer, in a Christian environment, the first two years of a quality liberal arts education. Lon Morris College will be a servant of the church in an era in which secular values dominate world culture. We will provide an environment for growing numbers of students who seek a distinctive kind of educational experience in a small setting that is Christ-centered. We are committed to academic excellence in the pursuit of knowledge and truth within a values-based environment. We believe that every academic problem, every choice in life, every response to the issues of the world is approached from a different perspective if it is sought through faith in Christ. This integration of faith and life will intentionally be a part of campus activities. Our commitment is to adhere to Christian-centered behavioral expectations, which will be an integral ingredient in our holistic approach to education. In its totality, this will provide a learning environment which is truly distinctive. Lon Morris College will be a place where students can come to experience intellectual growth and also share in a Christian community. STRATEGIC OBJECTIVES AND GOALS The institutional goals were first developed by the Administration, the Faculty Senate, and an ad hoc student committee, then amended and approved by the full faculty, and adopted by the Board of Trustees in May 1992. They were evaluated and reaffirmed May 1996, and revised and reaffirmed in May 2000. In 2004, they were absorbed into the Strategic Plans objectives and goals, as follows: A. Board Administration - Structure 1. Objective: To resolve the issues surrounding board and leadership succession/diversity. 2. Goals: a. Short-term 1) To develop an objective profile of the desirable characteristics to be sought in potential board members. To be done by November 30, 2004. Responsibility: Chair of Trusteeship Committee. 2) To develop a procedural manual for key administrative positions. To be done by January 31, 2005. Responsibility: Vice President of Administrative Affairs Tommy Ferguson. 3) To cross train existing personnel for key administrative positions (or to secure new personnel for those positions). To be done by May 31, 2005. Responsibility: Vice President of Administrative Affairs Tommy Ferguson. 4) To increase the diversity of the Board of Trustees by ten percent. To be done by May 31, 2005. Responsibility: Chair of Trusteeship Committee. 5) To develop a leadership transition plan for the Board of Trustees and for the College administration. To be done by: May 31, 2005. Responsibility: Chair of Trusteeship for the Board, Dr. Lee for the administration. b. Long-term 1) To use the new profile of a desirable board member to increase the diversity of the board by an additional ten percent. To be done by May 31, 2006. Responsibility: Vice President of Administrative Affairs Tommy Ferguson. 2) To complete the cross training/staffing program for each critical position and each spring make staffing adjustments in proportion to the expected enrollment for the coming school year. To be done by May 31, 2006. Responsibility: Vice President of Administrative Affairs Tommy Ferguson. B. Finance 1. Objective: To double the endowment within the next five years. 2. Goals: a. Short-term 1) To establish a benchmark for the endowment per student ratio that the College will follow in the expansion of its programs and enrollment. To be done by November 30, 2004. Responsibility: Outside source to be determined. 2) To obtain contributions from sixty-five percent (65%) of the faculty and staff for the capital funds campaign. To begin by May 31, 2005. Responsibility: Director of Development Richard Jarrell. 3) To identify a minimum of three additional sources for funding. To be done by May 31, 2005. Responsibility: Outside source to be determined b. Long-term 1) To secure seventy-five percent (75%) of the goal of the capital funds campaign. To be done by July 31, 2005. Responsibility: President Lee 2) To double the total of the May 31, 2004, college endowment. To be done by May 31, 2009. Responsibility: President Lee. C. Facilities Equipment - Technology 1. Objective: To complete the Master Plan. 2. Goals: a. Short-term 1) To employ a certified, reliable security team. To be done by September 1, 2004. Responsibility: Vice President of Administrative Affairs Tommy Ferguson. 2) To staff all four dormitories with qualified in-house personnel. To be done by August 1, 2004. Responsibility: Vice President of Administrative Affairs Tommy Ferguson. 3) To develop a plan for a student center that meets student needs. To be done by May 31, 2005. Responsibility: Director of Student Activities b. Long-term 1) To complete the implementation of Jenzabar and permit 100% of students to use it for access to their academic records. To be done by December 31, 2005. Responsibility: Director of Technology Center Jay Olson. 2) To complete the technology portion of the Quality Enhancement Plan. To be done by December 31, 2009. Responsibility: President Lee. 3) To complete the Master Plan. To be done by May 31, 2015. Responsibility: President Lee. D. Academic Staff 1. Objective: To retain, attract, and develop a superior, diversified academic team. 2. Goals: a. Short-term 1) To maintain a student-faculty ratio in the range of 10-12:1. Ongoing Responsibility: Academic Dean John Ross. 2) To complete the hiring of a caring, diversified faculty for the fall semester. To be done by August 1, 2004. Responsibility: Academic Dean John Ross. 3) To modify the faculty handbook to include clarification of faculty input and expectations for faculty performance and participation in faculty development activities. To be done by August 1, 2004. Responsibility: Academic Dean John Ross. 4) To create and maintain a fund to support faculty development activities. To be done by January 31, 2005. Responsibility: Special Committee to be determined. b. Long-term To achieve a student-faculty ratio of 10:1. To be done by May 31, 2008. Responsibility: Academic Dean John Ross. E. Academic Programs - Services 1. Objective: To offer a focused menu of innovative programs that keeps Lon Morris College on the competitive edge. 2. Goals: a. Short-term 1) To train one hundred percent (100%) of the advisors in the use of Jenzabar. To be completed by August 1, 2004. Responsibility: Director of Technology Center Jay Olson. 2) To expand the 2005 summer course offerings by a minimum of fifteen percent over the summer offerings of 2004. To be done by May 31, 2005. Responsibility: Special Committee to be determined. b. Long-term 1) To develop a written plan for the expansion of the continuing education program. To be completed by July 1, 2005. Responsibility: Special Committee to be determined. 2) To implement fully the academic Master Plan. To be completed by May 15, 2015. Responsibility: Academic Dean John Ross. F. Student Recruitment and Services 1. Objective: To leverage our client-oriented services. 2. Goals: a. Short-term 1) To employ a full-time Director of Student Services. To be done by August 1, 2004. Responsibility: President Lee. 2) To develop a cutting edge LMC web page that promotes the unique LMC experience. To be done by December 31, 2004. Responsibility: Craig Lee. 3) To physically visit 500 fairs and Methodist churches. To be done by May 31, 2005. Responsibility: Craig Lee. 4) To expand recruiting activities into Oklahoma, New Mexico, Louisiana, and Arkansas. To be done by May 31, 2005. Responsibility: Craig Lee. 5) To add five new articulation agreements. To be done by May 31, 2005. Responsibility: Craig Lee. b. Long-term 1) To complete the student services portion of the Quality Enhancement Plan. To be done by December 31, 2009. Responsibility: President Lee. 2) To increase enrolment to 500 FTEs in six years. To be done by August 1, 2010. Responsibility: Craig Lee. G. Alumni Development 1. Objective: To enlarge the size of the alumni organization and increase the percentage of participation. 2. Goals a. Short-term 1) To develop a written plan to recruit students into the alumni association before they graduate. To be done by January 1, 2005. Responsibility: Special committee to be determined. 2) To add one new event to the number of scheduled alumni activities. To be done by November 30, 2004. Responsibility: Director of Development Richard Jarrell 3) To contact and encourage twenty former alumni to transfer back courses in order to graduate. To be done by March 31, 2005. Responsibility: Director of Development Richard Jarrell. 4) To complete an acceptably accurate database of alumni, concentrating on finding lost alumni. To be done by May 31, 2005. Responsibility: Special committee to be determined. b. Long-term 1) To increase the number of active alumni by ten percent (10%). To be done by December 31, 2005. Responsibility: Director of Development - Richard Jarrell. 2) To implement an alumni reunion weekend. To be done by March 1, 2006. Responsibility: Special committee to be determined. 3) To double the number of active giving alumni who are in a club. To be done by May 31, 2005. Responsibility: Director of Development Richard Jarrell. H. Non-Alumni Fundraising 1. Objective: To coordinate gift giving and fund raising through partnerships and specific programs. 2. Goals: a. Short-term 1) To develop five new local partnerships. To be done by May 31, 2005. Responsibility: Outside source to be determined. 2) To develop two new non-local partnerships. To be done by May 31, 2005. Responsibility: Outside source to be determined. 3) To obtain funding for one new grant. To be done by May 31, 2005. Responsibility: Richard Jarrell. 4) To secure five new church organizations to participate in giving clubs. To be done by May 31, 2005. Responsibility: Special committee to be determined b. Long-term: 1) To identify all programs without partners and develop a written plan to secure partners for each. To be done by December 31, 2005. Responsibility: Outside source to be determined. 2) To increase the grant-writing staff by at least one full person. To be done by May 31, 2009. Responsibility: President Lee. 3) To increase the number of partnerships by fifty percent (50%). To be done by May 31, 2009. Responsibility: Outside source to be determined. HISTORY OF LON MORRIS COLLEGE Lon Morris is a school with a proud tradition. It is the oldest existing two-year college in the state, having been founded in 1854 as the New Danville Masonic Female Academy near Kilgore. Moving to the new town of Kilgore in 1873, the school began admitting boys and changed its name to Alexander Institute, honoring its principal, Rev. Isaac Alexander. It became the property of the East Texas Conference of the Methodist Church, South, in 1875. The first post-secondary classes appeared in 1883 when the Institute began a summer normal school. The charter was obtained in 1886, and in 1894 the school moved to Jacksonville, absorbing the Sunset Institute and changing its name to Alexander Collegiate Institute. Junior college classes began in 1909, and the name changed to Alexander College in 1916, when primary classes were discontinued (the secondary department closed in 1937). The Texas Conference of The Methodist Church changed the name to Lon Morris College in 1924 after R. A. (Lon) Morris of Pittsburg, Texas, gave his estate to the school. Lon Morris organized the first Phi Theta Kappa chapter in Texas, which was begun January 18, 1929. Phi Theta Kappa is the national scholastic fraternity for twoyear colleges. Our Texas Conference college has been in the Southern Association of Colleges and schools longer than any other twoyear college in the state. Other distinctions are that Lon Morris is the only twoyear Methodist school west of the Mississippi and the only surviving preCivil War school in East Texas. Affiliated with and supported by the Texas Conference of the United Methodist Church, Lon Morris seeks to provide for the church lay and clergy leadership with a deeper appreciation of Methodisms mission and message. ORGANIZATIONAL CHART The organizational chart for Lon Morris College can be found under a separate link on the web site. SECTION B: INFORMATION PERTINENT TO ALL EMPLOYEES BOARD OF TRUSTEES Lon Morris College is owned by the Texas Annual Conference of The United Methodist Church. Legal control of the college is vested in the Board of Trustees. Members of this Board are elected by the Trusteeship Committee. The Board sets policies that govern the operations of the college. Upon recommendation of the President and the Academic Affairs Committee of the Board of Trustees, the Board elects all members of the faculty. ( list of current trustees and their terms of office appears in the Catalog.) JOB ASSIGNMENTS: DUTIES AND RESPONSIBILITIES COLLEGE PRESIDENT I As Chief Executive Officer of the College, the President exercises general supervision and management of the College and all of its activities. The President acts as the executive officer of the Board of Trustees, charged with putting into effect the Boards policies, regulations, and procedures; the President reports directly and bears responsibility to the Board for the satisfactory administration and governance of the College. Qualifications for the presidency shall include a terminal degree in either educational administration or a specific academic discipline, demonstrated administrative skill and experience, and possesses the ability to communicate well the needs and interests of the College to its varied constituencies. Included within the specific responsibilities for the position are the following: 1. Select the administrative staff. The President shall also be responsible for conducting an annual performance and salary review for each senior officer of the College. 2. Report regularly the State of the College to the Trustees, the Annual Conference, the accrediting agencies, the alumni, and other constituencies of the institution, and presents such measures as he or she may deem necessary or expedient for the Colleges welfare. 3. Give oversight to the fiscal office of the College in the preparation of a realistic and detailed annual operating budget, for presentation and approval by the Finance Committee and the Board of Trustees. The budget shall reflect the needs of the institution as identified in the annual planning and evaluation processes, as well as the anticipated revenues from tuition, fees, charitable gifts, endowment income, and other sources. After its adoption, the President shall be charged with the responsibility of seeing that its provisions are carefully adhered to and that budget statements are made to the trustees or such members as the Board may designate. 4. Working with the development committees, the President shall supervise and direct the raising of funds for the College for such needs as operating expenses, capital projects, scholarships, permanent endowment, and special programs. 5. Appoint such committees as are necessary for faculty-student undertanding and communication and serve as the official medium of communication between the faculty and the Board of Trustees, and between the students and the Board of Trustees. 6. Following the careful selection of competent and qualified individuals, nominate to the Board all instructors and faculty for annual election by the Trustees, along with recommendations pertaining to promotion, compensation and faculty rank or status, where appropriate. 7. Confer degrees and awards, including the signing of all degrees, along with the Chair and Secretary of the Board and the Dean of the Faculty. 8. Execute and sign all notes, bonds, contracts, deeds, releases, conveyances, oil and gas contracts, grass and farm leases, rental contracts, and all other instruments in writing required to be signed by an officer of the corporation. 9. Advise the Board of Trustees of the status of any legal actions being contemplated either by or against the College, and recommend legal counsel where appropriate. 10. Provide oversight to the direction of any intercollegiate athletic programs, including the implementation of all basic policies, personnel, and finances, acting in concurrence with the goals and mission statement of the athletic program as determined by the Trustees. 11. Promote the interests of the College to prospective donors, foundations, students, and supporters, including regular visits to churches within the Texas Annual Conference. 12. Represent the institution and give leadership to appropriate educational, community, and ecclesiastical organizations promoting the cause of higher education, particularly within the private sector. 13. Serve as the final source of appeal for student judiciary matters, as recommended by the Dean of Students, appointed judicial officers, or the appropriate committees. 14. Assign to other officials and officers of the College such duties as he/she requires. DIRECTOR OF INSTITUTIONAL RESEARCH AND SACS COORDINATOR He / She reports directly to the President. Qualifications for the position shall include a terminal degree in an academic field when possible, experience with accreditation issues, and the ability to communicate well the requirements of all accreditation agencies to both internal and external interest. Direct all phases of the annual Planning & Evaluation cycle, including the dissemination of evaluation results through the semiannual publication of the Institutional Effectiveness Update. Maintain all records pertaining to the annual Planning & Evaluation cycle. Oversee the work of the Director of Institutional Research. Maintain the colleges compliance with the current SACS Criteria. Discharge other duties as the President may request or assign. VICE PRESIDENT FOR ADMINISTRATIVE AFFAIRS The Vice President serves as an administrative officer of the college reporting directly to the President. Qualifications for the position shall include a Masters degree in a pertinent field of study, experience with the management of fiscal and human resources, and the ability to communicate well. Specific responsibilities for the position include the following: Advise the President in the purchase of all personal and real property, including, but not limited to, real property, vehicular purchases, grounds equipment, electronic equipment, technology equipment, furniture and fixtures, land, surface land properties, and furnishings. 2. Provide administrative oversight to faculty, staff, and student payrolls and ascertain that attendance reports are accurately documented so as to authorize payroll to make appropriate deductions. 3. Assist the President, when requested, with the preparation of a realistic and detailed annual operating budget for presentation and approval by the Finance Committee and the Board of Trustees. The budget shall reflect the needs of the institution as identified in the annual planning and evaluation process, as well as the anticipated revenues from tuition, fees, charitable gifts, and endowment income. Following its adoption, the Vice President shall assist the College President in managing the expenditure of the budget and shall advise the President when departmental or area expenses threaten to exceed the approved levels of support. 4. Advise the President of the College on such notes, bonds, deeds, and purchase or salecontracts. Ascertain that binding contracts and agreements favor the Colleges interest as much as possible. 5. Prepare and lead in planning how to meet the future needs of the institution, particularly as such needs may relate to financial resources and projected incomes and accreditation. 6. Serve as ex officio member of the facultys Facilities, Grounds, and Equipment Committee and as a member of other committees to which the President might assign. 7. Provide oversight to individuals involved in campus safety programs, including supervision of all campus security personnel, whether hired directly by the College or by contract with an outside security agency. 8. Negotiate contracts on behalf of the President and recommend action by the President; however, the College President is the only employee of the College authorized by the Board of Trustees to sign contracts and agreements on behalf of the College. 9. Provide administrative oversight to maintenance, housekeeping, grounds, security, business office affairs, technology, admissions, transportaion, financial aid, student life, residence life, meal service, golf range, swimming pool, construction, remodeling, bookstore, and other auxiliary services as exist or may be created in the future. 10. Develop and implement long-range facility management plans. 11. Advise on policies and procedures to assure compliance with College policy, procedure, practices, and federal and state law. 12. Coordinate annual review of the Student Handbook and recommend changes in policy or procedures as needed for inclusion and adoption in subsequent editions. Serve as chief disciplinary officer administering the disciplinary code of conduct, investigating infractions, presenting cases to the Judicial Officer, and administering penalties according to the guidelines outlined in the Student Handbook. The President may appoint the Vice President as the Judicial Officer. 14. Coordinate and conduct the annual review and editing, if appropriate, of the Employee Handbook. 15. Keep the President informed of the day to day operations of the various college functions by detailed, frequent, and candid verbal and written reports. 16. Produce and submit concise, accurate, complete records to the College President and to the Board of Trustees as directed by the College President. 17. Arrange and schedule regular staff development meetings with all personnel assigned to that jurisdiction. 18. Interpret directions from the College President to pertinent Directors and other employees. 19. Serve as liaison contact with all construction personnel who accomplish work on the College campus. 20. Draft policies, procedures, and practices as directed by the College President. 21. Design and administer a system of program evaluation to determine if established department goals are being accomplished; apply findings to improve the performance of each department under direct supervision; and report conclusions to the College President and the Director of Institutional Research. 22. Serve as the coordinator of Section 504 of the Rehabilitation Act of 1972 activities on campus. 23. Serve as the coordinator of American with Disabilities Act activities on campus. 24. Serve as the appeals officer for Title IX violations on campus. 25. Fulfill duties on behalf of the College President in his absence. 26. Complete a self-evaluation/goal-setting process each year as directed by the College President; report the findings to the College President and the Director of Institutional Research. 27. Delegate duties and responsibilities to subordinates as appropriate. 28. Compose and file protests to unemployment benefits claims on behalf of the College. 29. Participate and defend the issues raised in Unemployment Benefits hearings on behalf of the College. 30. Administer the entire insurance program for the College. 31. Perform other duties as the College President may require or assign. ACADEMIC DEAN The Academic Dean serves as the chief academic officer and Dean of the faculty. The position reports directly to the President. Qualifications for the position shall include an earned doctorate, when possible, either in the field of educational administration or a specific academic discipline, prior experience in higher education, and an ability to represent the academic interests of the institution as determined by the Board of Trustees to the varied constituencies of faculty, students, trustees, and other members of the higher education community. Included within the specific responsibilities for the position are the following: 1.Serve as primary liaison between the faculty and the administration, facilitating and ensuring the flow of information in both directions. 2.As the Dean of the faculty, create and publish an agenda for each meeting of the Faculty Forum. Also as Dean of the faculty, preside at each meeting of the Faculty Forum. 3.Assist the President in the process of searching for and hiring new faculty members. 4.Establish the academic calendar. 5.In consultation with the Curriculum and Scheduling Committee, determine the course schedule for each semester. 6.Ensure that proper facilities and equipment are available for the teaching of all assigned classes. 7.Ensure that instructors develop and distribute a syllabus, designed according to specifications, to each student in each class. 8.Maintain up-to-date records on the academic and professional preparation of all faculty members. Ensure that all courses are taught by fully qualified professional educators. 9.Oversee the work of the Director of the Henderson Library. 10.Serve as ex-officio member of the following standing faculty committees: Academic Standards and Admissions, Curriculum and Scheduling, and Library. Make faculty assignments to standing committees as outlined by the Faculty Constitution and By-Laws. 11.Conduct orientation sessions for all new faculty members. 12.Direct academic aspects of personnel management of the faculty: Conduct an annual review of faculty members and make recommendations to the President regarding faculty salaries; maintain all records of faculty evaluation, including student, peer, and self evaluation results; evaluate promotion requests and make recommendations to the President; advise individual faculty members on all academic matters. 13.With the Registrar, participate in planning and conducting student registration for courses. 14. Oversee academic advising: train advisors, distribute advising materials,ensure that all students receive proper advising, and serve as module manager for the Jenzabar Advising Module. 15.Edit and oversee the regular production of the Catalog. Assist in preparation of the faculty portion of the Faculty-Staff Handbook. 16.Help keep the President and faculty abreast of developments in the field of higher education. 17. Participate in and give leadership to the planning of how to meet the future need of the institution, particularly as such needs may relate to faculty and curriculum, as well as planning and evaluation. 18.Evaluate transcripts and determine students academic status regarding probation, suspension, eligibility for enrollment and graduation. Monitor progress and counseling of probationary students. 19.Chair the Academic Council. 20.Serve as member ex officio of the Academic Affairs Committee of the Board of Trustees. 21.Oversee and evaluate the dual and concurrent enrollment system. 22.Oversee and evaluate any CEU courses. 23.Review the academic sections of the SACS Principles of Accreditation and recommend policies to keep the college in compliance. 24. Discharge other duties as the President shall request or assign. DEAN OF ENROLLMENT MANAGEMENT The Dean of Admissions has primary responsibility for marketing, recruitment, and retention. The position shall report to the Vice President of Administrative Affairs. Qualifications for the position shall normally include at least a masters degree, preferably in the area of marketing, business or other related fields, experience in the area of student recruitment, and an ability to project positively the interests of the College to prospective students, parents, secondary school officials, and others. Included within the specific responsibilities for the position are the following: Coordinate all recruiting and marketing strategies, including identifying current and future prospects for development as a positive application pool, and planning a short and long-term strategy for the overall admissions program of the institution. Plan and schedule secondary programs, including participation in selected college nights and fairs, and ongoing communication with high school guidance counselors. Design, order, and maintain an adequate inventory of recruiting materials, according to the departmental budget approved in the annual operating fund. Supervise the distribution of all mass mailings to prospective students. Working with the college Chaplain, plan and implement outreach programs into churches that will enhance the attractiveness and visibility of the College. Maintain communication between the Admissions Office and the Academic Standards and Admission Committee of the Faculty, and serve as an advisor to that committee. Ensure that a prompt response is given to all inquiries by potential students. Provide administrative oversight to the Office of Residence Life. In cooperation with the Dean of Students, provide administrative oversight to the Office of Student Activities. Discharge other such duties as the President shall request or assign. DEAN OF WOMEN The Dean of Women will possess a Masters Degree and will have knowledge in information literacy skills (personal computer, Internet, etc.). This person will have successfully demonstrated experience in responding to and working with multiple constituencies and in supporting diversity of ability levels, learning styles, cultures and languages. Successful candidates will have demonstrated personal attributes such as openness to innovation and change, use of creative approaches to problem solving, and being a team player among various groups and disciplines. The Dean of Women at Lon Morris College is charged with the management, planning, coordination, supervision and evaluation of activities within the Department of Student Services designed to enhance the success of female students on campus.. The Dean of Women provides leadership to the programs and initiatives managed in this field. In conjunction with the Director of Student Activities and Director of Student Services, recommends policy, establishes philosophy, and develops the long and short term goals demonstrating a commitment to female students. The Dean also develops plans, procedures, and methods for meeting those goals and providing services including strategies for resource allocation, when necessary. The Dean of Women will provide leadership and oversight in the areas of student retention, student development, and placement in four-year universities. The Dean will also support resources, when appropriate, for counseling and other activities for women at Lon Morris College. This person will consult with the president and other appropriate administrators on pertinent student matters. The Dean likewise consults with local authorities such as medical doctors on student needs, community resources and improvements in services provided to female students by both on-campus and off-campus agencies. DEAN OF STUDENTS The Dean of Students oversees the office of the Registrar, directs Student Success and Retention programs, and in conjunction with the Dean of Enrollment Management, provides administrative oversight to the Office of Student Activities. This position reports directly to the President. Qualifications for the position shall normally include a masters degree and appropriate experience. Student Success and Retention The Dean of Students holds primary responsibility for the colleges mentoring and freshman orientation programs as well as student retention. This position coordinates closely with academic, student service and administrative departments to monitor student progress and success. Specific responsibilities shall include: Organize student mentoring groups and assign academic advisors. Create and execute faculty development programs to train advisors/mentors. Develop and maintain curriculum for freshman orientation class. Maintain clear and frequent communication between the Office of Student Success and other administrative offices and academic departments in order to monitor student progress. Consult with advisors/mentors regularly and provide appropriate support when necessary to improve the student/mentor relationship and enhance the students collegiate experience. Monitor student enrollment, and in conjunction with appropriate campus offices, design strategies to maintain and improve student retention. Regularly evaluate and measure the programs effectiveness in order to best serve the students, faculty and staff of Lon Morris College. Ensure that the Office of Student Success and Retention and its programs reflect the mission of the institution and respond to annual institutional strategic planning. Discharge such duties, including service on campus committees, as the President may request or assign. REGISTRAR It is the responsibility of the Office of the Registrar to compile and maintain, for all previously and currently enrolled students, accurate academic records and documentation of participation in the Service Learning and Leadership Program. In addition, the Registrars office helps facilitate academic registration and commencement and provides continuing academic record services for former students. This position reports directly to the President and coordinates closely with the Academic Dean, faculty, and students in order to process and archive records efficiently and accurately. Specific responsibilities shall include: Working with the Academic Dean, participate in the planning and conducting of student registration. Manage the appropriate data in the registrars module of the institutional database. Produce reports as necessary for faculty and all statistical reports regarding student enrollment as required by federal, state, church, educational or internal needs. Process Add/Drops and Withdrawals. Report class grades to students (either electronically or by mail as necessary) in a timely manner. Maintain current and former student academic and co-curricular transcripts and process transcript requests as necessary. Order diplomas for graduation and process former student diploma re-orders. Order faculty regalia for Convocation and commencement. Process current student address changes and enrollment verifications. Maintain accurate records as appropriate for VA students. Discharge such duties, including service on campus committees, as the President may request or assign. COLLEGE CHAPLAIN The Chaplain of the College serves as the primary officer responsible for the spiritual life of the campus, consistent with its identity as an institution of The United Methodist Church. The position shall report directly to the President. The Chaplain shall be a clergy member in good standing of the Texas Annual Conference, appointed annually by the Presiding Bishop and Cabinet, in consultation with the President and appropriate trustee committees. Although the Chaplain may assume teaching duties and hold faculty status where appropriate, his or her tenure will be considered to be in the Annual Conference and not within the Faculty of the College. Included within the specific responsibilities for the position are the following: Conduct or give oversight to the weekly services of worship in Memorial Chapel, as well as services for special occasions, Bible studies, and prayer groups. Care shall be taken to ensure that the regular services over each year will reflect both the United Methodist heritage of the institution, and a broadly ecumenical nature consistent with the varied spiritual backgrounds of the student body. Function as pastor to the campus community, including students, faculty, and staff, recognizing that many of these persons will also hold membership in congregations elsewhere. Pastoral functions will include such activities as hospital visitation, counseling, and the spiritual nurture and discipleship of those who are seeking such. Visit regularly in the dormitories and other student activity areas to make known his or her presence and availability for the variety of pastoral services that may be offered. Serve as an advisor and instructor within the Church Careers program, with emphasis on local church skills and personal spiritual growth. Establish contacts within churches and youth programs of the Conference and elsewhere, to encourage young adults to consider a call to ministry and to solicit support for the Church Careers program at Lon Morris College. 6. Seek out and create opportunities for contact with groups of United Methodist youth at such activities as district camps and gatherings, midwinter meetings, and planned campus events, for the purpose of encouraging students to consider Lon Morris College and service to the Church in particular. 7. Conduct, or authorize to be conducted, all special services within the Memorial Chapel, including weddings, funerals, or other particular programs, taking care to ensure that all activities are consistent with the overall aims and mission statement of the College as a church-related institution. 8. Supervise the student docent and other student workers who may conduct tours of the Chapel. The Chaplain shall recommend to the President such work as may be needed to maintain the Memorial Chapel in good condition. 9. Develop and coordinate opportunities for student volunteer programs, including local outreach, mission activities and work trips. 10. Submit an annual report of professional activities to the President and to the District Superintendent who, with other trustees designated by the chair or President, may comprise a personnel committee for the purpose of encouraging ways in which the Chaplains work may be enhanced, and who may recommend to the Presiding Bishop annually whether or not a change in chaplains is appropriate. Discharge of other such duties, including service on campus committees, as the President shall request or assign. JUDICIAL OFFICER The Judicial Officer is responsible for first for managing student behavior. It is the position of the College that a managed, safe, secure environment which is relatively free of misbehavior will enhance student learning; to this end, the Judicial Officer will perform her/his duties. More specifically, the Judicial Officer shall: 1. Ascertain that all procedures, practices, and policies of Lon Morris College are followed by the student body. 2. Ascertain that the provisions of the Code of Student Conduct are followed by the student body. 3. Ascertain that a system of reporting is established to provide current, accurate, and complete data regarding student behavior. 4. Liaison with the Security Department to engage their assistance in enforcing the Code of Student Conduct. 5. Liaison with the Academic Dean to ensure that classroom student behavior is acceptable. 6. Liaison with the Academic Dean and the Faculty regarding students attendance patterns. 7. Provide administrative oversight to supervisors and students fulfilling community service sanctions. 8. Conduct due-process, administrative hearings and audiences with students, in an impartial demeanor, required by policy and the Code of Student Conduct. 9. Edit, modify, and get approved the Student Handbook and the Code of Student Conduct each year as directed by the College President and required by the Board of Trustees. 10. Submit, each year, modified handbooks and manuals to the College President for approval and subsequent Board of Trustees validation. 11. Devise and keep accurately organized a system of student behavior records for those who engage in misbehavior. 12. Assign appropriate sanctions to misbehaving students and ascertain that the sanctions are commensurate with the infraction committed. 13. Report all serious rule infractions to the College President immediately. 14. Report, in a timely manner, potential liability cases to the appropriate insurance carrier at the direction of the College President. 15. Maintain and publish to appropriate college personnel, who have a need to know, a list of students who are not allowed to re-enter Lon Morris College because serious breaches of the Code of Student Conduct. 16. Ascertain that all infractions of the Code of Student Conduct are entered into the college database software. 17. Assign college personnel to supervise sanctions which require such. 18. Report all student requests for appeal immediately to the College President. 19. Arrange for the conduct of an appeal as required by the College President. 20. Ascertain that an appropriate record is made of each administrative hearing or audience and that the record is appropriately stored for the duration of the students enrollment at Lon Morris College. 21. Submit a timely annual summary report of all student infractions to the Director of Institutional Research for eventual submission of required reports to the U.S. Department of Education. 22. Ascertain that the Director of Security assigns appropriate, certified personnel to all duty stations each day. 23. Ascertain that regular staff development sessions are conducted with security personnel. 24. Ascertain that the security program is evaluated monthly and conclusions reported to the Vice President of Administrative Affairs, the Director of Institutional Research, and to the College President. 25. Conduct goal-setting/program evaluation sessions with security staff as appropriate; report conclusions to the Vice President of Administrative Affairs and to the Director of Institutional Research. 26. Ascertain that students are dealt with fairly, consistently, quickly, firmly, and appropriately. 27. Perform other duties as assigned by the Vice President of Administrative Affairs and the College President. DIRECTOR OF SPECIAL PROJECTS Included within the specific responsibilities for the position are the following: Endowment Assets Review and make recommendations for changes to the Colleges investment policy. Monitor investments to assure compliance with policy. Review and monitor money managers performance for equity and fixed income investments. Make recommendations for any changes to the Investment Committee on the Board of Trustees. Maintain current inventory for all oil & gas assets. Maintain records to confirm revenue is being paid timely and not held in suspense. Verify ad valorem taxes are only being paid on producing properties. Monitor and maintain leases, division orders, etc. to ensure College is receiving all revenues it is entitled to receive. Inventory all real estate holdings. Sell land or undivided interest in land that has been left to the College. Review property tax valuations and protest those that are not reasonable. Monitor other endowment assets such as stocks, bonds, insurance policies, etc. Other Real Estate owned by Lon Morris Maintain inventory of property Responsible for repairs and maintenance to properties Responsible for leasing properties and collecting rent payments from tenants. Assure property tax valuations are fair and that taxes are paid on properties. Evaluate other potential investments on properties located near or adjacent to College. Banking Services Advise the President on financing options for special projects such as a new dorm or the administrative building. Review notes, deed of trusts, loan agreements, and other documents before the president signs any documents. Book Store Manager Review financial statements on bookstore on a quarterly basis. Supervise physical inventory once a year. Convert retail inventory numbers to cost basis at fiscal year end. Coordinate textbook needs with academic dean and faculty. Manage book buy back twice a year to ensure only needed text books are purchased back. Monitor stale and obsolete inventory/maintain appropriate level of inventory. Have proper inventory of Lon Morris apparel on hand at all times. Ensure that mail is delivered to students, staff and administrative staff in a timely and efficient manner. Manage copy center so that appropriate cost centers are charged for copies and faxes. Keep appropriate levels of supplies on hand. Minimize cash requirement of the bookstore and make the store a profit center. Carry out other duties as assigned by the President. DIRECTOR OF RESIDENCE LIFE The Director of Residence Life is the primary administrative officer charged with oversight of student housing and insurance. The Director reports the Vice President of Administrative Affairs. Qualifications for the position shall normally include a bachelors degree in education, counseling, or related areas, with at least some graduate work already in progress, and experience in the area of personnel and program management and/or teaching at the secondary or collegiate level. Included within the specific responsibilities for the position are the following: 1. Assist Administration in selection and training of housing personnel, including where appropriate a Housing Coordinator, Residence Hall Directors, Assistant Directors, and student assistants. Give direction and oversight to the housing staff regarding guidelines for room assignments, room changes, and effective hall management, including routine maintenance items. 2. With other administrative officers, coordinate all written contracts executed with housing personnel, recommend budget, and develop supporting materials such as a directors handbook, etc. 3. Give oversight to Living-Learning Program and other residence-based student programs, including those focused on retention and wellness issues. 4. Give oversight to development of policies and procedures governing residence life, including such issues as visitation, hours, quiet times, community building programs, etc. 5. Recommend necessary modifications or repairs to residence halls prior to beginning of each semester and periodically throughout the year. Student Services Maintain student health records and make available such in emergency or hospitalization situations. Recommend appropriate personnel, programs, and resources necessary to encourage wellness and physical and mental health among students. With the Director of Admissions, develop a plan for early enrollment and regular semester orientation programs and recommend changes in such to President. Provide students with assistance and assurance in emergency situations as resources and legal liabilities allow. Discharge such other duties as the President shall request or assign. DIRECTOR OF FINANCIAL AID The Financial Aid Director serves as the chief financial aid officer of the school and is responsible for the overall operations and management of the Financial Aid Office. The first priority of this office is to provide financial counseling to students and parents who are in need of such information. This position answers to the Vice President of Administrative Affairs. More specifically, the director will Requires knowledge of all aspects of federal, state, VA Benefits and financial aid practices in private higher education within an enrollment management environment; Possesses the skills to creatively and effectively use technology in support of financial aid operations through the knowledge of PowerFaids Software, Jenzabar EX Software, EDE Software, and Microsoft Office (PowerPoint, Word, Excel, Access, etc.). Verify authenticity of all financial aid documents needed in individual students files and determine an appropriate level of institutional support for each applicant. Care shall be taken to ensure that over awarding will not occur within each category of scholarship or grant issued. Develop, update, and implement the departmental financial aid policies and procedures, as well as with interpretation of regulations, procedures and polices as they relate to the EDE process. Also, analyzes changes in policies and procedures to improve the delivery of financial aid to students. Process and manage Originations and Disbursements for authorized Pell Grants, report to the Department of Education, and reconcile all disbursements. Make a commitment to superior customer service coupled with excellent communication, interpersonal and counseling skills, in order to provide counseling and respond to questions via in-person, telephone, or electronic means of prospective students, currently enrolled students, and parents with regard to general financial aid issues as needed, especially as related to verification, data submission, federal data matches, professional judgment overrides, and satisfactory academic progress. Process and manage the Federal Subsidized and Unsubsidized Stafford and Plus Loan program. Process and manage all Texas Higher Education Coordinating Board State Grants. Complete and transmit, in a timely manner, quarterly, semiannual and annual reports to the Department of Education and the Texas Higher Education Coordinating Board. Authorize disbursements to the Business Offices student accounts and reconcile financial aid funds with the Business Offices student accounts, The Department of Education and the Texas Higher Education Coordinating Board. Monitor the budgeting and expenditures of all financial aid awards (funds). Attend all Campus Visit Days and Early Registrations at Lon Morris College. Issue official awards letters to students and maintain a record of responses of awards letters returned. Monitor all documents that need to be returned to Lon Morris College for each students financial aid file. Calculate a Return of Title IV funds for all students that withdraw from Lon Morris College and received Federal Funding. Transmit Title IV check requests to the Business Office, Accounts Payable, for any student that owes Title IV funding to the Department of Education. Maintain all current and former student financial aid files. Ensure that no transcript requests are sent where a student owes Lon Morris College for returning Title IV funds to the Department of Education due to withdrawing from Lon Morris College. Discharge such duties, including service on campus committees, as the Vice President of Administrative Affairs and the College President may request or assign. Acts as a contact person for all outside auditors. Will assist them with all information they need to conduct their audit. DIRECTOR OF STUDENT ACTIVITIES The Director of Student Activities is the primary administrative officer charged with oversight of student activities. The Director reports directly to the President. Qualifications for the position shall normally include a bachelors degree in education, counseling, or related areas, with at least some graduate work already in progress, and experience in the areas of student activities, personnel and program management, or teaching at the secondary or collegiate level. Included within the specific responsibilities for the position are the following: Serve as ex-officio advisor to Student Senate and as a resource individual for all officially student- sponsored organizational activities, programs, trips, and special events, coordinating such with the official college calendar and with other academic and special programs of the institution. Encourage the leadership development of students by working with faculty and staff sponsors of student organizations, providing leadership training events and opportunities for student officers, and organizing personal development programs available to all students in the areas of goal-setting, individual growth, and the fostering of a holistic approach to life. Coordinate student programming with other colleges and universities in the area, including the other United Methodist institutions in Texas. Serve as an advocate for student concerns and as a facilitator of communications between the college administration and the student body. 5. Serve ex officio as a member of the Facultys Curriculum and Scheduling Committee. Assess the needs for intervention counseling and conflict resolution involving students; serve as a resource for referral to appropriate professionals where warranted. Cooperate with area law-enforcement agencies and government officials in the investigation of criminal activities. Help officials in serving warrants on college property. Maintain statistics on campus crime and safety, and maintain statement files for further disposition of disciplinary incidents involving either students or staff. 9. Discharge other such duties as the President shall request or assign. DIRECTOR OF COLE LEARNING ENRIGHMENT CENTER This position involves two related areas of responsibility: directing the Cole Learning Resources Center and serving as Student Disability Accommodations Officer for the college. Included within the specific responsibilities for the position are the following: As Director of the LEC 1. Maintain contact with secondary school programs that serve students with learning differences and recruit students whose needs the Cole Center can serve 2. Prepare budgeting, planning, and evaluation reports for the Center 3. Direct the Centers special summer-school program 4. Act as a supplementary advisor to the LEC students, helping them adjust to the academic and social challenges of college life 5. Serve as lead tutor and maintain records for the Math and English labs. 6. Administer ASSET or other placement tests according to policy As Student Disability Accommodations Officer 1. Collect and maintain documentation for students with learning differences 2. Keep current with laws and the latest educational research in the area of learning difference accommodations 3. Prepare disability accommodation plans for students and help the students communicate these to the faculty 4. Advise the faculty about learning differences and how to make accommodations 5. Discharge other such duties, including service on campus committees, as the President shall request or assign. DIRECTOR OF ATHLETICS The Director of Athletics is responsible for administering the total competitive athletic program. The qualifications for this position are a Masters Degree and successful experience in coaching and/or athletics administration. More the specifically, the Director will: 1.Reports directly to the College President. 2. Provides leadership and planning for a competitive intercollegiate athletic program in a premier Region XIV Conference. 3. Provides a commitment to gender equity. 4.Provides leadership for the promotion of intercollegiate athletic program among students, faculty, staff, alumni, and the community. 5.Oversees all rules and regulations to assure that the College is in full compliance. 6.Supervises all coaches. 7.Administers program budget. 8.Represents the department on appropriate college committees and the College on regional, state, and national committees. 9.Discharges other duties as the College President may request or assign. DIRECTOR OF TECHNOLOGY The Director of Technology will be responsible for all technological applications of the College and reports to the Vice President of Administrative Affairs. His/her first priority is the efficient operation of technology that enhances student learning. More specifically, the director shall: The Director of Technology will be responsible for providing leadership and strategic direction for Information Technology used for both the instructional and business aspects of Lon Morris College. Participate in development, implementation, and maintenance of policies, objectives, short and long range planning; develops tracking and evaluation programs to assist in accomplishment of established goals. Collaborate with departments and administration to establish goals, budgets, and priorities for technology solutions to meet instructional technology needs. Provide support in the planning, acquisition and installation of all IT hardware and software. Provide current software in support of faculty and staff functions. Provide technical expertise in the day-to-day operations of computing technology at Lon Morris College Provide training for faculty and staff as needed in the use of technology for administrative and academic services. 8. Provide support for report-writing in administrative offices. Serve on the Quality Enhancement Plan Committee. Develop policies necessary for the efficient usage of technology by students, faculty, and staff. Perform and/or assign the duties of network administrator, including the following: creation of new users, disable or delete users no longer employed, resolve password issues with new and existing users; monitor server backups, including condition of tapes and backup job settings; monitor server disk space, monitor server logs, perform weekly server reboots, monitor backup power units; monitor temperature in server room and switch room, report any problems immediately and begin process to reduce temperature and/or moisture in the area; monitor Symantec Corporate Anti-virus; monitor Symantec Firewall activity, make changes that reduce unneeded traffic and benefit LMC campus security; monitor Microsoft Exchange Server activity, make changes that reduce spam and benefit LMC campus security; perform server upgrades, install software updates to workstation/server operating systems and to network applications Technology Coordinator The Technology Coordinator will report to the Director of Technology and carry out all duties as assigned by the Director. In addition, the technology coordinator will: Provide LMC staff, faculty and students with remote and onsite technical support by installing, upgrading and maintaining system software and hardware Perform helpdesk functions by supporting users via phone and/or email communication Participate in network administration duties as assigned by the Director of Technology. Maintain a broad knowledge of technology, applications, equipment, and/or systems used on the LMC campus. Schedule all training and events held in the technology center. Provide training for faculty and staff as needed in the use of technology for administrative and academic purposes. Coordinate and/or collaborate with faculty, committees, and departments, to assess needs, identify available resources, and/or assist with acquiring resources for enhancing teaching and learning through the use of instructional technologies as needed by the Director of Technology. Participate in implementation of policies, objectives, tracking and evaluation programs to assist in accomplishment of established goals. Participate in supervision of student employee(s) Report any issues involving LMC campus security to the Director of Technology DIRECTOR OF LIBRARY Annual Library budget layout and decisions Library purchases, including materials for research, office supplies, technology supplies, etc. Supervise Library staff--one FT Technical Librarian, one FT Library Assistant, one PT Library Assistant, five Student Assistants Schedule Library staff for two public service desks Reference services to faculty, staff and students Train other Library staff for library services to faculty, staff and students Bibliographic instruction to classes at faculty's request Maintain, implement and maintain Library policies Take part in training faculty and staff to utilize Library services Participate in faculty committees--Library Committee, Scheduling & Curriculum DIRECTOR OF DEVELOPMENT / PUBLIC RELATIONS Assists the President in fund raising and directs grant writing for the college. He / she coordinates all public relations effort on behalf of the college. The position reports directly to the President. Qualifications shall normally include a graduate degree in an academic field and experience in development and grant writing. Included within the specific responsibilities for the position are the following: Advise and assist the President in fund raising. Advise administrators and faculty about available grants. Write grants. Assist other administrators and faculty in writing grants. Coordinate all grant-writing activity. Coordinate public relations activity. Oversees gifts and acknowledgments of same. Coordinates scholarship programs. DIRECTOR OF FACILITIES, GROUNDS, & HOUSEKEEPING The Director of Maintenance, Grounds, & Housekeeping will direct, manage, and conduct the MGH program for the College. She/he will maintain the physical plant in a condition of operating excellence so that full educational benefit may be made at all times. A major priority is to provide students with a safe, clean, attractive, and functional learning environment. More specifically, the Director shall: 1.Ascertain that all requests for maintenance are answered immediately. 2.Ascertain that all systems are placed on a regular preventive maintenance schedule. 3.Ascertain that appropriate supervision is afforded all personnel under her/his supervision. 4.Conduct monthly staff development sessions with assigned personnel. 5.Conduct goal-setting/program-evaluation sessions with the assigned staff on a regular basis (at least each semester); conclusions and recommendations are to be reported to the Vice President of Administrative Affairs and the Director of Institutional Research. 6.Devise and maintain a system of record keeping which will document maintenance requests completion and other maintenance tasks accomplished. These records are to be documented daily before leaving campus. The Vice President of Administrative Affairs and the Director of Institutional Research are to receive a copy of documentation. 7.Devise and use a system of electronic Work Orders and documentation. 8.Compile budgets and cost estimates based upon documented program needs. 9.Submit (and receive approval of) Purchase Order requests before purchasing on behalf of the College. 10.Provide administrative supervision to any third party providers or vendors that provide services to the College. 11.Assume responsibility for ordering all materials and equipment for the department. 12.Assume responsibility for scheduling all assigned personnel to job tasks daily. 13.Assist with scheduling vehicles in the absence of the Transportation Manager and the Vice President of Administrative Affairs. 14.Ensure that the highest priority is given to the instructional program of the College. 15.Deal sensitively and fairly with persons of diverse cultural backgrounds. 16.Employ effective interpersonal skills. 17.Develop training options and/or improvement plans to ensure the best operation of the department. 18.Evaluate job performance of employees on a regular basis to ensure effectiveness and share these with the Vice President of Administrative Affairs. 19.Make sound recommendations supported by evaluations relative to personnel, placement, transfer, retention, and dismissal. 20.Ensure that programs are cost effective and funds are managed prudently. 21.Implement the policies established by applicable federal and state law, LMC Board of Trustees, and Administrative procedure in the area of Risk Management. 22.Plan and direct the inventory and stock control program for equipment and supplies. 23.Demonstrate behavior that is professional, ethical, and responsible. 24.Perform other duties as assigned or requested by the Vice President of Administrative Affairs and the College President. DIRECTOR OF FOOD SERVICES The Director of Food Services main responsibility is to provide the highest quality of food service available to the students, faculty and staff at a reasonable cost. Specific responsibilities include: Included within the specific responsibilities for the position are the following: 1. Monitor the financial statements for the food service area. 2. Maintain the appropriate staffing level including the proper mix of salaried and hourly employees. Ascertain that environmental standards are upheld; prohibit solid food waste from entering the sewer system. 4. Ascertain that a good, wholesome, healthy meal is served regularly in the cafeteria. Ascertain that a variety of foods is served at each serving date. 5. Ascertain that a weekly menu of servings is posted as required. Ascertain that all health regulations are strictly observed by all employees. 6. Ascertain that the appropriate health certification for local and state regulatory bodies is met at all times. Ascertain that only quality, fresh foods are purchased and served in the cafeteria. Ascertain that the entire cafeteria is clean and sanitary at all times of operation. Ascertain that appropriate security for payment of meals is maintained. Ascertain that food is not pilfered from the cafeteria. 10. Schedule and supervise the work of employees in a fair equitable manner. Ascertain that all regulations of the payroll department are observed. Review and analyze foods cost as well as personnel costs to ensure the profitability of the area. Review and maintain inventory control procedures which are economically feasible. Determine if any needed repairs and maintenance can be done internally or if it requires an outside vendor. Calendar special events on or off of campus that require additional food services. Review and analyze proposals from outside vendors to determine if food services should be outsourced. DIRECTOR OF SECURITY The Director of Security is responsible first and foremost for the safety of Lon Morris College students. This responsibility extends further to include the safety of college personnel and college property. The Security Department is a service organization dedicated to the idea that a safe and secure environment will enhance the learning cycle of students. More specifically, the Director of Security will: 1. Provide a safe, secure environment for the students and personnel of Lon Morris College. 2. Ascertain that regular (nightly) security monitoring is conducted and the results reported to the immediate supervisor. 3. Answer directly to the Vice President of Administrative Affairs. 4. Ascertain that only certified, responsible security guards are assigned to duty at Lon Morris College. 5. Assume responsibility for assigning all security guards and other personnel to duty at the College. 6. React in a prudent, calm, intelligent manner during emergency, urgent, emotional, and heated situations. 7. Conduct regular orientation/briefing sessions with security personnel assigned to the College. 8. Directly supervise all security personnel, including campus supervisors. 9. Ascertain that adequate, competent supervisors are assigned duty on the campus. 10. Abide by all provisions of the contract between Lon Morris College and Knight-Hawk Security, Inc. 11. Ascertain that regular, daily reports to the Vice President of Administrative Affairs are made as required. 12. Coordinate security measures with pertinent college personnel who have a need to know. 13. Ascertain that appropriate investigations are conducted as directed by the Judicial Officer. 14. Ascertain that personnel suitable to the post are scheduled for duty at Lon Morris College. 15. Ascertain that all violations of the Code of Student Conduct are promptly reported to the Judicial Officer. 16. Ascertain that all summons, orders, and other documents are at the direction of the Judicial Officer and the Vice President of Administrative Affairs. 17. Assist the Judicial Officer in the enforcement of the provisions of the Code of Student Conduct. 18. Ascertain that all directions of the Judicial Officer, Vice President of Administrative Affairs, and the College President are carried out. 19. Establish a liaison with the Jacksonville Police Department and other law enforcement agencies who serve the Lon Morris College area. 20. Ascertain that the security supervisor on duty confers with the Judicial Officer, Vice President of Administrative Affairs, or the College President before calling in outside law enforcement personnel to intervene in minor cases, when possible. 21. Ascertain that the security supervisor on duty calls outside law enforcement agencies for serious crimes and then immediately informs the Judicial Officer, the Vice President of Administrative Affairs, or the College President. 22. Ascertain that every security employee who is assigned for duty to the College campus has sufficient knowledge of and observes all college policies, procedures, and practices. 23. Conduct regular briefing sessions regarding college policy, procedure, and practice. 24. Conduct appraisal of security personnel and security programs at Lon Morris College, reduce them to a written form, and submit these appraisals to the Vice President of Administrative Affairs and to the Director of Institutional Research. 25. Conduct a goal-setting session with security personnel in conjunction with the Vice President of Administrative Affairs. 26. Follow up, with corrective measures, on any security officer evaluation which is conceived to be negative. 27. Ascertain that a fair and impartial investigation of any complaint lodged against a security person is conducted promptly, with the written results submitted to the Vice President of Administrative Affairs. 28. Ascertain that security personnel work in conjunction with and in cooperation with Dorm Managers and the Director of Residence Life regarding dormitory issues. 29. Ascertain that regular inspections of the dormitory are conducted. 30. Make is it a priority task to control vandalism and destruction in the dormitories. 31. Ascertained that all buildings are closed down and locked at the appropriate time each day. 32. Ascertain that any unusual circumstances on campus are reported to the Judicial Officer. 33. Ascertain that needs for maintenance, observed by security personnel, are reported to the Vice President of Administrative Affairs and the Maintenance Department. 34. Ascertain that emergency needs for maintenance are worked through fruition. 35. Ascertain that security personnels responses to communications (e-mail, voice mail, written communication) are immediate. 36. Ascertain that emergency alarm systems are functioning appropriately. 37. Ascertain that eviction orders from the Judicial Officer are carried exactly as directed. 38. Ascertain that security personnel assist the Judicial Officer or other administrators with hearings as requested. 39. Ascertain that an appropriate security person responds to calls for assistance from students and college personnel. 40. Ascertain that the Judicial Officer is notified as soon as practicable on those rare occasions when substitutions in the security personnel duty roster are necessary. 41. Ascertain that all duty stations are covered with appropriate, certified personnel at all times. 42. Ascertain that no vacancies occur in the duty roster of required personnel. 43. Ascertain that the college security vehicle is operated safely and efficiently. 44. Ascertain that regular preventive maintenance is performed on the college security vehicle. 45. Perform other duties as directed by the Judicial Officer, the Vice President of Administrative Affairs, and the College President. MANAGER OF TRANSPORTATION The manager of the transportation system at Lon Morris College shall assume responsibility for the maintenance and care of the fleet of highway vehicles owned by the College. She/he answers directly to the Vice President of Administrative Affairs. The director shall make the highest priority of the welfare of student passengers and personnel passengers and secondly the care of college property. Safe, efficient, pleasant transportation will help to create an environment which will enhance performance and learning. More specifically, the director shall: 1. Assume responsibility for the maintenance of all vehicles assigned to that department. 2. Assume responsibility for registering and inspection of the vehicles assigned. 3 Assume responsibility for the cleaning of all vehicles. 4. Ascertain that all vehicles are in safe working condition before dispatching for a trip. 5. Assume responsibility for acquiring safe, qualified drivers to drive the vehicles. 6. Obtain verification from the Vice President of Administrative Affairs before employing a driver. 7. Ascertain that all drivers of vehicles have a clear driving record with the Texas Department of Public Safety (DPS) data base. 8. Assume responsibility for scheduling vehicles and drivers in the most efficient manner, considering the needs of the students, personnel, and the College. 9. Assume responsibility for preventive maintenance on the vehicles. 10. Report all vehicle maintenance problems to the Vice President of Administrative Affairs for disposition. 11. Make contact with service agencies outside the College only after authorization from the Vice President of Administrative Affairs. 12. Keep the Vice President of Administrative Affairs informed of the day to day operation of the Transportation Department. 13. Perform duties as a driver when in the best interest of the student passengers and the College. 14. Ascertain that requests for transportation are appropriately approved before assigning a vehicle. 15. Ascertain that appropriate documents are extant in the vehicles before they are dispatched. 16. Report all violations of college polity, practice, or procedure, particularly those which endanger the student ant personnel passengers to the Vice President of Administrative Affairs. 17. Perform other duties as assigned by the Vice President of Administrative Affairs and by the College President. MANAGER OF COMMUNICATION CENTER/BOOKSTORE 1. Oversee the day to day operation of the Book Store. 2. Establish work schedules and supervise all workers assigned. 3. To supply the students and faculty with the correct books and supplies each semester. 4. Create Bearcat pride with the sale of LMC apparel and office supplies. 5. Maintain an accurate inventory of supplies to avoid being out of stock. 6. Provide accurate, prompt, and sufficient print center services to the campus. 7. Provide efficient mail and shipping services for the entire campus. 8. Generate profitable revenue for the college. 9. Participate as needed in the evaluation/goal setting system as directed by the immediate supervisor. 10. Perform other duties as assigned by the administrative supervisors and the College President. MANAGER OF RESIDENCE HALL 1. Oversee the day to day operation of the Residence Hall. 2. Supervise and establish the duties for the Residence Hall Assistants. 3. Maintain accurate records for each student residing in the Residence Hall. 4. Establish work schedules for Resident Assistants and maintain accurate time sheets. 5. Ensure adherence by the students of the rules and regulations for group living. 6. Establish activities that will increase the students enjoyment of residence life. 7. Establish short and long range goals to ensure the upkeep and maintenance of the Residence Hall. 8. Report to the Director of Residence Life on a daily basis and attend monthly meetings 9. Answer directly to the Director of Residence Life. 10. Participate as needed in the evaluation and goal setting system established for residence halls. 11. Perform other duties as assigned by supervisors and the College President. 12. Remain diligently on the job to supervise the residents 13. Report to the Director of Residence Life when it is necessary to leave the assigned residence hall unsupervised. COLLEGE STANDING COMMITTEES Quality Enhancement Plan Committee 1. Membership: Director of Institutional Research, Vice President of Administrative Affairs, Director of Technology, Comptroller, Dean of Students, Academic Dean, QEP Four Course Instructors, and Division Chairs. 2. Members will follow the procedures and budget process outlined in the plan. 3. Members will evaluate the progress of the plan each year. Athletics Council 1. Membership: President, Director of Housing, Athletic Director, two faculty members, one sophomore and one freshman student. 2. Faculty members are elected by the faculty to two-year, staggered terms. Student members, elected by the Student Senate, serve a two-year term with one freshman being elected each year. If the sophomore representative does not return, the Student Senate shall elect a sophomore to fill out the term. 3. Purpose: a. Serve as liaison between the athletic department and the faculty and student body. b. Evaluate the effectiveness of the athletic program. Technology Committee 1. Membership: Vice President of Administrative Affairs and a mixture of faculty and staff as determined by the President. 2. Selection: appointed by the President each August for a one-year term 3. Purpose: allocate computer resources 4. Duties: a. review all requests for computer resources and make recommendations to the administration b. oversee the state of campus computer equipment c. plan for future additions of computer technology d. distribute computer equipment equitably among administration, business office, and instructional areas, giving priority to instructional needs e. evaluate computer usage policies of each area offering public access to computers Institutional Effectiveness Committee 1. Membership: The chair of each division, the planning and evaluation director, the Academic Dean, the director of institutional research, and one member of the Student Senate. 2. Selection: The Student Senate representative will be appointed by the Student Senate. The student member will serve from October through May. 3. Purpose: Develop and direct the colleges planning and evaluation program and help the administration in institutional research. 4. Duties: a. Recommend changes in the planning and evaluation cycle to the Strategic Planning Council. b. Oversee the planning and evaluation process and prepare the annual planning and evaluation report. c. Evaluate the institutional research function. d. Monitor the use of the results of the institutional effectiveness studies. Annually evaluate the colleges compliance with the SACS institutional effectiveness criteria. Safety Committee 1. Assume responsibility for and plan to enhance the general safety of students, employees, and guests of Lon Morris College. 2. Organize the appointed members and conduct regular meeting, not less than quarterly, for the purpose of improving safety and well being. 3. Participate in Continuous Improvement in Risk Control Workshops. 4. Conduct self-evaluations in corporate risk management and safety. 5. Review and appraise, as a committee, data through the use of Best Practices Self Evaluation forms and materials. 6. Identify priority issues and barriers to improvement through the use of analysis tools. 7. Work effectively in overcoming barriers through the use of planning tools. 8. Define improvement opportunities to determine the most effective application of the committees energy. 9. Set performance goals to focus the committees effort. 10. Formulate a plan of action to coordinate the committees contention. 11. Implement a plan of personnel safety designed to accomplish established goals with necessary monitoring, measurement, modification, and evaluation. 12. Make recommendations through appropriate administrative channels regarding practices which would facilitate injury reduction, vehicle/driver safety, regulatory compliance, safe work practices, property conservation, etc. 13. Assist with long-range planning for implementing appropriate safety measures and with budgeting goods and services, which will accomplish the goals. CONFIDENTIAL INFORMATION In the course of your work, you may have access to confidential information regarding the college, our students, or fellow employees. One of your most serious responsibilities is to maintain confidentiality of such information and to use it only in the performance of official duties. Your salary is to be considered confidential, a matter that should be of interest only to you and LMC. OPEN DOOR POLICY Lon Morris College has always had an Open Door Policy and through the years we have welcomed a free exchange of thoughts and ideas among staff, faculty, and administration. We believe the best method of communicating with one another is a candid discussion, and we want you to openly discuss your problems with us at any time. We feel that we can represent your salary, benefits, and working conditions better than any outside group or organization. It is expected that work related problems or unique personal problems will be resolved between the employee and his/her immediate supervisor with additional assistance from the administration as needed. In the event complaints, grievances, and disputes can not be resolved with the immediate supervisor, employees shall have the right to request further consultation by notifying the immediate supervisor. WELCOME TO LON MORRIS COLLEGE It is important for us to remember that any college employee might be the first contact that potential students and parents and guests have with Lon Morris College. If these clients are met by a helpful and courteous attitude, they will likely use the experience to form a positive opinion of the college. Our ability to maintain quality in all programs, and to project that image, will have much to do with the ongoing ability of the College to attract a full complement of qualified students. That, in turn, is the basis of job security for us all. Perhaps more importantly, it is the basis for our sense of satisfaction with our daily work. AFFILIATION WITH THE UNITED METHODIST CHURCH Lon Morris College is owned by the Texas Annual Conference of The United Methodist Church. The relationship between the College and the Conference has been strong and mutually beneficial. The Texas Conference gives financial support to the College. The college provides an academic, social, and spiritual environment conducive to the development of Christian leadership. Many ministers in the Texas Annual Conference and throughout Methodism are graduates of Lon Morris. In addition, countless governmental, business, professional, and civic leaders had their Christian convictions strengthened while students at Lon Morris College. ACCREDITATON Lon Morris College is accredited by the Southern Association of Colleges and Schools to award Associate Degrees. It is also approved by the University Senate of the United Methodist Church, the Texas Education Agency, the Coordinating Board of the Texas College and University System, and the Independent Colleges and Universities of Texas. INSTITUTIONAL RESEARCH AND EFFECTIVENESS Institutional Planning The purpose of the Office of Institutional Research and Effectiveness is to monitor and support the process of planning and evaluation and then collect and provide institutional effectiveness information to the appropriate departments. The prevailing goal of the office is to provide the college with the process and the information to support the effective planning in each course, department, division, and at the institutional level. According to the guidelines set forth by the Southern Association of Colleges and Schools, an institution is expected to develop a broad-based system to determine institutional effectiveness appropriate to its own context and purpose, to use the purpose statement of the institution as the foundation of planning and evaluation, to employ a variety of assessment methods, and to demonstrate the use of the results of the planning and evaluation process for both educational programs and support activities.Institutional research must be an integral part of planning and evaluation and must be effective in collecting and analyzing data and disseminating results. An institution must regularly evaluate the effectiveness of its institutional research process and use findings for improvement. The Office of Institutional Research and Effectiveness also Reports to the state, federal, and higher education agencies and associations, as well as institutional leadership, educational programs, and student services. This office coordinates and supports all institutional effectiveness efforts at Lon Morris College and will work to ensure that: 1. All institutional effectiveness plans are tied to the mission, goals, and strategic plan of the College and have goals and objectives clearly defined and properly stated accordingly; 2. All plans are implemented and completed within the timeframe as planned, or alternatives in plans or timetables are justified and documented; 3. Evaluation is both formative and summative, and decisions are based on specific criteria so that so that achievements can be clearly defined and challenges can be identified; 4. Results of assessment and evaluation are reported in a timely manner so that early, appropriate action can be taken; 5. Results of effectiveness assessments and evaluation are used for institutional improvement; 6. All institutional efforts are properly documented. Institutional effectiveness is a systematic and ongoing process of planning, evaluation, and improvement. An institutional effectiveness program aids in decision-making and improvement of an institution by collecting, analyzing, and acting upon data and information related to the goals and outcomes developed to support the college mission and purpose. According to the Southern Association of Colleges and Schools Commission on Colleges, institutional effectiveness is central to its philosophy of accreditation and is a core component of its Principles for Accreditation. While engaged in its pursuit of increased student learning, an institution is expected to document quality and effectiveness by employing a comprehensive system of planning and evaluation in all aspects of the institution. There are six elements essential to institutional effectiveness: goals, objectives, outcomes, assessment criteria, results and evaluation. Goals, objectives, and outcomes provide direction for the appropriate area and provide a link to the overall strategic plan of the college. Assessment criteria serves as a way to measure the progress made toward a particular goal. The results of all measurements combine to provide substantial information that is considered the actual assessment of a goal. The evaluation of these results provides insight and meaning to measurements, as well as direction for the subsequent goals and budgeting in the following planning period. These components make up the circle of institutional effectiveness in which continuous improvement and refinements on goals and methods are undertaken to ensure that the needs, purpose, and mission of an institution and its constituents are being met. Each element must be present in the planning process within each academic and non-academic area of the institution. Thus, all departments and educational units must participate in this broad-based approach to enhance student learning and propagate the mission of LMC. In each academic area, program effectiveness is determined through the assessment and evaluation of student outcomes in the cognitive, affective, and performance domains. A program is considered to be effective if students have the knowledge, skills, and values as expected (required) at the completion of their programs of study and can perform by applying their knowledge and skills to their advanced academic pursuits. Faculty leadership and ownership are essential to the success of instructional/student learning outcome evaluation. Faculty members are indeed the experts in their prospective fields and are in the best position to identify program outcomes and the strategies to be used to measure those outcomes. The assessment of the outcomes in non-academic areas such as student services and administrative processes is also closely related to program effectiveness, as well as to the success of student learning. The quality and effectiveness of student services and administrative processes ensure a high student retention rate and the full completion of student programs of study. Regular evaluation of the outcomes of student services and administrative processes will enable different offices and departments to function effectively to their full capacity. Regular assessment in the areas of transportation and maintenance also serve to provide students with a safe environment conducive to academic and personal success. Plans from each division, department, and individual instructor should be based on the mission of the institution, relate to the strategic plan and include the following items: 1. Goals and objectives and a statement linking the goals to the LMC Strategic Plan and mission statement. 2. Anticipated Outcomes, when appropriate (this may be combined with goals in administrative assessments). 3. Assessment criteria or measurements of progress toward goals. 4. Assessment Results 5. Evaluation of Assessment Results and Plans for Changes/Improvements for the next planning cycle. Anticipated changes to goals or tools should also be discussed. Any budgetary changes or concerns for the following planning cycle should be addressed, as well. An evaluation of the course, department, or division progress towards the mission of LMC and goals of the strategic plan should also be included. These results will also be used in administrator and faculty evaluations. Principles of Good Evaluation Practice: The American Association for Higher Education (AAHE) has developed the following nine Principles of Good Practice for Assessing Student Learning: 1.The assessment of student learning begins with educational values. 2. Assessment is most effective when it reflects an understanding of learning as multidimensional, integrated, and revealed in performance over time. 3. Assessment works best when the programs it seeks to improve have clear, explicitly stated purposes. 4. Assessment requires attention to outcomes, but also and equally to the experiences that lead to those outcomes. 5.Assessment works best when it is ongoing, not episodic. 6.Assessment fosters wider improvement when representatives from across the educational community are involved. 7. Assessment makes a difference when it begins with issues of use and illuminates questions that people really care about. 8. Assessment is most likely to lead to improvement when it is part of a larger set of conditions that promote change. 9. Through assessment, educators meet responsibilities to students and to the public. The institutional effectiveness process is an ongoing planning-assessment-improvement circle, in which continuous improvement and refinement on goals and methods of an institution are undertaken. In order to ensure the completion of this process, or close this circle, all the three basic functions of the process must be completed. The following issues are essential to having a successful system of planning and evaluation: 1. Planning and stating central expectations of program or performance outcomes; 2. Identifying and/or developing appropriate assessment and evaluation procedures; 3. Conducting assessment and evaluation activities as planned; 4. Using the resultant assessment data to evaluate the extent of outcome accomplishment; 5. Based on the findings of assessment and evaluation, developing and implementing specific strategies for improvement and enhancement; 6. Modifying program and performance expected outcomes based on the enhancements and then, once again, starting the cycle of planning and evaluation. General Procedures for Assessment and Evaluation of Institutional Effectiveness The Academic Dean will lead the planning process for the Division of Sciences, Division of Humanities, Division of Fine Arts, Service Learning, the library, the Learning Enrichment Center, and all other academic programs. Within the academic units, division chairs and department chairs will coordinate planning within each area. Academic assessments will be conducted each May. The Vice President of Administrative Affairs will provide the same guidance in non-academic fields such as student services, bookstore, business office, financial aid, admissions, registrar, development, transportation, maintenance, housekeeping, and any other departments not specifically involved in classroom achievement. These assessments and evaluations will be completed in May. Each department and division should follow these procedures within the appropriate timetable: Each department head is responsible for calling and conducting an annual meeting in May of department personnel to establish goals for the year based on the evaluations of the preceding year, evaluations of activities for the strategic plan of the College, and to review the mission statement. Electronic versions of these Goals and Tools of Assessment will be composed and submitted to either the Academic Dean or the Vice President of Administrative Affairs and copied to the Director of Institutional Research by May 15 of each year. Each department head will document and require participation in the planning and evaluation process by all members of that department. Each department leader will be responsible for calling and conducting regular meetings to evaluate progress toward objectives; meetings will be called monthly or bi-monthly as determined by the department. In addition, regularly scheduled meetings should also be held by division chairs to monitor this progress. Minutes and documentation of progress should be collected at these meetings and monthly forms regarding activities toward institutional, division, department, course, and/or QEP goals should also be obtained. All documentation should be maintained in electronic copy. At the close of the semester, each academic department will conduct a collection of assessment results and evaluation of their progress and determine any changes in goals for the following semester. These results are due in December and May of each year and should be provided in electronic copy to the Academic Dean and Director of Institutional Research. All non-academic departments will follow the same procedures in July of each year (rather than each semester) and provide the Vice President of Administrative Affairs with this information in the same manner. Results will be used in the annual evaluation of administrators and faculty. Office of Institutional Research and Effectiveness and the Institutional Effectiveness Committee Responsibilities: 1. Coordinate the annual consideration of the Strategic Plan and review of the mission statement by the board, administrators, faculty and staff. 1. Coordinate the efforts of assessment and evaluation of institutional effectiveness in each division; 2. Check with each division regularly on the progress of the implementation of their plans and see to it that the evaluation plan of each program and office is carried out to the letter; 3. Compile results of assessment and evaluation of institutional effectiveness from each program and office and report to the leadership of the College for decision making and improvement. NON-DESCRIMINATION ASSERTION Lon Morris College does not discriminate on the basis of race, religion, color, gender, age, or national origin and is an equal opportunity employer. INTELLECTUAL PROPERTY DECLARATION Scholarly works such as articles, computer programs, books, musical or dramatic compositions of employees or students of Lon Morris College are considered property of the creator unless the work is prepared by special agreement or is a part of the expectations of the employment contract. Any discovery or invention which: a) results from research on by, or under the direction of, any employee who is supported by Lon Morris College funds or by funds controlled or administered by the College, or b) has been developed in whole or in part through the use of College resources or facilities not available to the general public, or c) results from an employees duties with the College shall belong to Lon Morris College. College employees and students shall disclose any item that may fall within items a or b listed in the Intellectual Property Declaration. GRIEVANCE PROCESS This grievance process is designed to seek reconciliation and resolution of any grievance one individual may have against another at the lowest possible level. If resolution is not possible the process provides for additional ways that the grievance may be resolved. We ask that you keep in mind that the purpose of the process is to resolve the issue and to result in reconciliation. Since that is the intent of this process every step in the process must be followed. If at any step in the process the grievance is resolved to the satisfaction of all parties, the process ends at that point. (this grievance process is not intended to replace the sexual harassment policy which is found in both the faculty and staff handbooks). Process to be Followed When A Grievance is Brought by A Student Against A Faculty/Employee OR by A Faculty/Employee Against A Student: . First, a face to face meeting comprising all involved parties (this meeting is informal and verbal). . Next, a face to face meeting of all parties to the grievance with their Department/Division Heads (this meeting is informal and verbal). . Next, a face to face meeting of all parties to the grievance with the Academic Dean, for faculty, or with the Vice President of Administrative Affairs, for other employees (this meeting is also informal and verbal). . Next, a face to face meeting of all parties to the grievance with the College President (this meeting is formal and requires formal complaints be written and filed with the College President). . Next, a face to face meeting of all parties to the grievance with the appointed Trustee Committee (this meeting is formal and requires formal complaints be written and filed with the College President). . Next, the Formal, Written Complaint will be presented to the Board of Trustees by the Trusteeship Committee. . Next, the Board of Trustees, after thorough consideration, will respond with a Board Resolution to the formal complaint. Process to be Followed When A Grievance is Brought by Faculty/Employee Against another Faculty/Employee: . First, a face to face meeting comprising all involved parties (this meeting is informal and verbal). . Next, a face to face meeting of all parties to the grievance with their Department/Division Heads (this meeting is informal and verbal). . Next, a face to face meeting of all parties to the grievance with the Academic Dean, for faculty, or with the Vice President of Administrative Affairs, for other employees (this meeting is also informal and verbal). . Next, a face to face meeting of all parties to the grievance with the College President (this meeting is formal and requires formal complaints be written and filed with the College President). . Next, a face to face meeting of all parties to the grievance with the appointed Trustee Committee (this meeting is formal and requires formal complaints be written and filed with the College President). . Next, the Formal, Written Complaint will be presented to the Board of Trustees by the Trusteeship Committee. . Next, the Board of Trustees, after thorough consideration, will respond with a Board Resolution to the formal complaint. Process to be Followed When A Grievance is Brought by Faculty/Employee Against An Administrator: . First, a face to face meeting comprising all involved parties (this meeting is informal and verbal). . Next, a face to face meeting of all parties to the grievance with their Department/Division Heads (this meeting is informal and verbal). . Next, a face to face meeting of all parties to the grievance with the Academic Dean, for faculty, or with the Vice President of Administrative Affairs, for other employees (this meeting is also informal and verbal). If the grievance is brought against the Academic Dean, the meeting shall be scheduled with the Vice President of Administrative Affairs, and if the grievance is brought against the Vice President of Administrative Affairs, the meeting shall be scheduled with the Academic Dean. . Next, a face to face meeting of all parties to the grievance with the College President (this meeting is formal and requires formal complaints be written and filed with the College President). . Next, a face to face meeting of all parties to the grievance with the appointed Trustee Committee (this meeting is formal and requires formal complaints be written and filed with the College President). . Next, the Formal, Written Complaint will be presented to the Board of Trustees by the Trusteeship Committee. . Next, the Board of Trustees, after thorough consideration, will respond with a Board Resolution to the formal complaint. Process to be Followed When A Grievance is Brought by Faculty or Employee Against the College President: . First, a face to face meeting comprising all involved parties (this meeting is informal and verbal). . Next, a face to face meeting of all parties to the grievance with their Department/Division Heads (this meeting is informal and verbal). . Next, a face to face meeting of all parties to the grievance with the Academic Dean, for faculty, or with the Vice President of Administrative Affairs, for other employees (this meeting is also informal and verbal). . Next, a face to face meeting of all parties to the grievance with the appointed Trustee Committee (this meeting is formal and requires formal complaints be written and filed with the Trustee Committee). . Next, the Formal, Written Complaint will be presented to the Board of Trustees by the Trusteeship Committee. . Next, the Board of Trustees, after thorough consideration, will respond with a Board Resolution to the formal complaint. NOTE: This grievance process is not to be used for a grade appeal; the grade appeal process is outlined in the Student Handbook. UPDATING PERSONNEL RECORDS Information contained in the employee's personnel record is extremely important for legal as well as personal reasons. Should the employee change names, addresses, telephone numbers, or legal status, as well as, change the number of dependents, he/she must report these changes to the immediate supervisor and appropriate personnel clerk. These changes affect your status as a taxpayer and the deductions taken from your paycheck. It could also affect the benefits payable under, or the beneficiary named in your group insurance, hospitalization, and retirement plans. AFFIRMATIVE ACTION POLICY The college has published and maintains for display and examination its Affirmative Action Policy, in compliance with all applicable requirements of its Board of Trustees and all pertinent regulations and laws of governmental departments and agencies. Such policy stipulates the college will: (a) Recruit, hire, train, and promote persons in all job titles without regard to race, religion, color, gender, national origin, disability, veteran status, or any other status or condition protected by applicable law, except where a bona fide occupational qualification applies. (b) Ensure that all personnel actions affecting compensation, benefits, promotions, transfers, layoffs, return from layoff, college-sponsored training, social, and recreational programs will be administered without regard to race, religion, color, gender, age, national origin, handicap, veteran status, or any condition protected by applicable law, except where a bona fide occupational qualification applies. TECHNOLOGY TRAINING POLICY The Board of Trustees requires that all LMC employees furnished with a computer must complete 10 hours of technology training, approved by the Director of Technology and Vice President of Administrative Affairs, each year. The year will begin on August 1 and end on July 31. PERFORMANCE EVALUATION AND REVIEW The job performance of each employee shall be reviewed each twelve (12) months from and after the date of employment. Such reviews will take into consideration, but are not limited to, attendance, ability, judgment, job performance, attitude, ability to work with other people, and potential for advancement. All evaluations and reviews will be done privately with the employee; the results of these evaluations will remain private and documents created will remain protected. STANDARDS OF CONDUCT Guidelines, rules, and regulations are necessary in any organization to bring about fair-play, order, and organization. Employees are encouraged to be cognizant at all times of job responsibility, personnel relationships, and conduct toward fellow employees. In the rare event of a breach of conduct, Lon Morris College officials charged with the responsibility of mediating such an event are expected to approach the solution with a positive, constructive mind-set. This attitude and action is encouraged to ensure that disputations do not interfere with normal college operations and the efficient execution of individual job tasks. For breaches of a minor nature, the following pattern of administrative action may be taken; however, for more serious transgressions, one or more of the following steps may be omitted: (1) verbal warning, (2) written warning, or (3) discharge. In the event of employee misconduct, Lon Morris College reserves the prerogative of awarding two-weeks pay in lieu of two-weeks notice of termination. Should an employee be discharged for cause, all vacation, leave, and any award of severance that may be considered will be cancelled immediately. To augment decisions leading to corrective action, the following considerations and any other factual, pertinent information will be deliberated: (1) seriousness of the infraction, (2) past record of the employee, (3) circumstances surrounding the issue, and (4) advise of legal counsel. Although it is impossible to identify every possible violation of standards of conduct, the following is a partial list of infractions which may result in corrective action or dismissal: (1) falsification of LMC records, including employment applications, credentials, and expense reimbursement claims; (2) theft, fraud, gambling, carrying weapons or explosives, or violation of any criminal law on LMC premises; (3) fighting, throwing things, horseplay, practical jokes, or other disorderly conduct which may endanger the well-being of any personnel or LMC operation; (4) threatening, intimidating, coercing, using abusive language, or otherwise interfering with the performance of fellow employees or students; (5) insubordination, refusal to comply with instructions, failure to perform reasonable duties to which assigned; (6) immoral or indecent conduct on LMC premises, or in representation of the college; (7) verbal or physical conduct constituting sexual harassment *See sexual harassment Policy (15); (8) excessive absenteeism or tardiness; (9) performance which does not meet the required standards of the assigned position; (10) engaging in such other practices as may be inconsistent with the ordinary and reasonable rules of conduct necessary to the welfare of LMC, its students, and its employees; OR (11) the possession, use or distribution of alcoholic beverages and contraband drugs on the LMC campus, and at all college related or college sponsored activities, both at the campus and any other location. *See Anti-Drug Statement (14) PERSONAL CONDUCT AND APPEARANCE Neatness and good taste in dress, interest in your work, and a willing cooperative attitude toward supervisors, fellow employees, students, and outside contacts with LMC are recognized and appreciated assets. It is important to remember that good manners give a good impression. All employees are expected to dress appropriate to their job assignments, time, and occasion. Those employees who are in regular contact with visitors and general public, are expected to dress in a manner befitting a representative of Lon Morris College. Employees who are in contact with students, parents of students, or visitors to the college should, at all times, conduct themselves in a cordial, professional, helpful, congenial, and business-like manner. Should differences of opinion develop between the employee and a non-employee, the employee should excuse themselves and discuss the matter with their supervisor; the supervisor will be responsible for resolving the adversities. Employees should not, in their relations with people who are not college employees, criticize, downgrade, or otherwise pass on comments that are calculated to reflect on the reputation of the college or its employees. RESIGNATIONS FROM EMPLOYMENT A decision to leave the employment of Lon Morris College behooves an employee to do so appropriately. The appropriate procedure requires all of the following steps to leave in good standing: . Verbal notification (as early as possible) to the Immediate Supervisor . Written notification to the Immediate Supervisor at least thirty (30) calendar days prior to the last day on the job (the Immediate Supervisor has the responsibility to immediately notify the appropriate administrator(s)) When an employee chooses to terminate her/his employment relationship with the College, paid leave time, paid vacation time, and compensatory time may not be used concurrently as part of the required thirty-day notice. In addition, employees will not be paid, under any circumstances, for unused vacation or sick leave. . Completion of work tasks as necessary, bringing closure to job accomplishment . Participation in an Exit Interview . Completion of all Exit Documents It is not possible for Lon Morris College officials to extend a favorable recommendation to an employee who does not leave employment appropriately. All vacation time, leave time, and any consideration of severance will be cancelled immediately following an inappropriate exit from employment. TERMINATION OF EMPLOYMENT When it becomes necessary to force the termination of the employer/employee relationship, the employee may be given (at the option of the employer) the alternative of submitting a resignation or a request for release from contract in lieu of formal termination. The College President and the Vice President for Administrative Affairs have been authorized to terminate personnel except faculty. In the case of faculty, the Board of Trustees (with concurrence of the College Presidents recommendation to the Board Executive Committee) consummates terminations. The College President may award severance pay in lieu of notice. SAFETY AND HEALTH Job incurred accidents, regardless of the nature or severity, must be reported to the employee's supervisor and to the Business Office. In life-threatening or severe emergencies, a verbal report is to be made immediately to the Business Office or an appropriate Administrator; a written report must follow soon after the accident. This written report will be utilized as a predication to any workers compensation claim for salary and medical attention. In the event an accident requires the services of a physician, the college will provide the name and address of an individual physician who has agreed to service college employees; however, the employee may choose the services of another physician if so desired. Detailed safety procedures and policies are published on  HYPERLINK "http://www.lonmorris.edu" www.lonmorris.edu under Safety. Information is updated periodically to provide accurate information to faculty, students, and staff. TOBACCO-FREE CAMPUS POLICY As an institution concerned with the physical, emotional, and spiritual health of individuals, LMC wishes to stress to all members of its community the serious health risks associated with the use of tobacco. In light of non-users, all buildings on the Lon Morris campus (including their entrance areas) are designated as tobacco-free zones. Use of tobacco products will be permitted only in non-restricted outdoor areas across the campus. CHAPEL PARTICIPATION In recognition of the mission and heritage of Lon Morris College as a church-related college, wholly owned by the United Methodist Church, faculty and staff are expected to take the time to participate as often as possible in the weekly chapel services held each Wednesday at 11:00 a.m. These services are broadly ecumenical in nature and are designed to be a regular time of gathering together as a campus community of students, faculty, and staff. From time to time, the services will be devoted to special lectures or presentations. Administrative offices and such locales as the library, the game room, and the bookstore are closed during chapel hours, and it is expected that organizational and official meetings will not be conducted during this time. Chapel attendance is not required for students at the college, but it is strongly encouraged. As a part of that encouragement, all faculty and staff should support the services through their own attendance whenever it is not otherwise precluded by bona fide emergencies or special circumstances. No specific numbers of services are required of employees, but a reasonable understanding is that individuals will make the effort to be present more often than not. Participation in the program does not require any employee to personally embrace either the beliefs or values of the Christian faith or the United Methodist Church, only to respect that such beliefs and values are a part of the stated purpose behind the college. In this respect, chapel services represent both our tangible acknowledgement of the ultimate limitations of all human knowledge, and an affirmation of the egalitarian community of all those who are equal at the foot of the Cross, no matter what their station or status to one another, i.e., teacher to student, supervisor to worker, etc. Joining in such sacramental function as Holy Communion which may be offered as a part of the services from time to time is not required for any whose personal beliefs or conscience would not permit such. Likewise, membership in the United Methodist Church is not required for any faculty or staff at the college. PAYROLL DEDUCTIONS Every paycheck you receive will have deductions from your total wages. Federal law requires the college to deduct for Federal Income and Social Security Tax. For those deductions, LMC merely serves as a collection agency and passes the deductions along to the appropriate government agency. Other deductions are completed for the employee, as a courtesy, by the Business Office (currently at no charge). These deductions are made, however, as a service to you and only upon your written approval. Among them are your deductions for dependent group medical insurance coverage, other insurance coverage, retirement annuities, and disability deductions. Should you have questions regarding deductions, please discuss it with the college's business office. ABSENCE DUE TO ILLNESS/PRESSING PERSONAL BUSINESS The following stipulations are set forth as administrative procedures to manage paid employee leave. 1. Personal Business/Sick Leave: a. Each full-time employee is eligible for five (5) total personal business and/or sick days each fiscal year (August 1 through July 31). b. Upon approval of the immediate supervisor and administration, vacation days may be substituted for sick leave days, not the inverse. c. Personal Business/Sick Leave days are not cumulative from one fiscal year to another. d. Personal business or personal leave days taken immediately prior to or immediately following a college holiday will be charged at the rate of two for one. 2. Any leave from work under the control of the employee must be arranged at least three (3) working days prior to the requested absence. 3. Excessive days of absence (over and above leave allocation) will result in forfeiture of gross pay on a day's basis. 4. The College does not reimburse for unused sick leave days. 5. Accumulation of Personal Business/Sick Leave entitlement: - Personal Business/Sick Leave will accumulate at the rate of one (1) day leave for each month worked, beginning with the date of hire. This means that after five months of employment, the employee will have accumulated the sick leave for the year. PROCEDURE FOR CALLING-OFF WORK Only an employee's supervisor or administrator may grant permission to be absent from work; based on this premise, the following regulations are set forth. Except in emergency or sudden illness situations, all employees are required to call-off work as early as possible to allow the College to function appropriately. The call must be placed to the employee's Immediate Supervisor and to the College Receptionist. The employee may want to talk to other employees for purposes of covering job tasks; however, only the supervisor, or other designated administrator, is authorized to grant permission. ABSENCE WITHOUT NOTICE In the interest of effectiveness and efficiency, employees are required to "call-in" when absence or tardiness is imminent. The Immediate Supervisor, or his/her superior, operating within the written guidelines of the College, are the only authorities who can grant permission to be tardy or absent. If prior, written approval has been granted, no further notification is necessary. At the very least, the employee's Immediate Supervisor and the Receptionist must be notified. The business office is charged with the responsibility of recording, reporting, and accounting for all employee absentees and tardiness; THIS DOES NOT MEAN THAT THE BUSINESS OFFICE IS RESPONSIBLE FOR APPROVING ALL ABSENCES FROM WORK. All employees are required to complete and submit the form: VACATION AND PERSONAL LEAVE REQUEST (FSTFABS&.LV) to the Immediate Supervisor upon return to work. This form submission is obligatory for absences from work for a period of time longer than one (1) hour (regardless of the reason for the absence). The Immediate Supervisor is charged with the responsibility of initiating the appropriate report form, ascertaining that it is timely filed at the next level, and validating the form. The Immediate Supervisor is responsible for noting on the form whether the employee called off work properly, noting the date and time of call-in (if applicable). If an employee must leave work for any reason before the end of the day, the Immediate Supervisor or the next person in the line of authority must be notified prior to leaving. JOB ABANDONMENT Should employees fail to notify the Immediate Supervisor, after three consecutive work days of absence, the job position will be considered "abandoned", will be declared "open", will be posted as vacant, applicants will be sought and interviewed, and a replacement will be employed. Within three working days of abandonment, LMC personnel department will dispatch a certified communication to notify the employee of intent to declare the position open and provide an opportunity for the employee to show cause to the contrary. NEW PARENT LEAVE An employee is allowed six weeks unpaid leave (with one month advance notice) for the birth or adoption of a new infant (less than one-year of age). Unused paid leave can be used for part of this "maternity" leave. Leave for this purpose falls under the auspices of the Federal Family and Medical Leave Act. Details are available in the Business Office. BEREAVEMENT LEAVE AND FUNERALS In the event of death in the immediate