Chapter Two: All Faculty

2.0 Employment Policies for All Faculty

Faculty employment policies and appointments are under the purview of the Board of Visitors.

2.0.1 Virginia Tech Statement on Freedom of Expression and Inquiry

Virginia Tech unequivocally commits to upholding freedom of speech and academic freedom.

Virginia Tech affirms the rights guaranteed by the First Amendment of the U.S. Constitution, including the right to freedom of speech. The First Amendment requires the university to protect the expression of ideas and opinions, including those that people may find controversial, disagreeable, or offensive. Freedom of speech, like all rights in the Constitution, is not absolute. While most speech is protected by the First Amendment, it does not protect speech or actions that violate the law, such as incitement, defamation, threats, privacy violation, or intellectual property infringement, nor does it protect against unlawful harassment or discrimination. In addition, the First Amendment allows the university to regulate the time, place, and manner of expression. At Virginia Tech, freedom of speech should be exercised in a manner that ensures a learning environment that supports and promotes civil debate and mutual respect across differences.

Academic freedom, free expression, and open inquiry are core principles of higher education. Academic freedom enables scholars to conduct research, teach, speak, and publish within an area of expertise without interference or penalty. Academic freedom is essential to create and disseminate knowledge with the mission of improving the quality of life and the human condition within the Commonwealth of Virginia and throughout the world. Virginia Tech must ensure that all members of the university community can ask questions, listen to others, and learn through exposure to a range of ideas from a diverse community of scholars. Virginia Tech is committed to defending academic freedom and freedom of speech while providing a diverse and inclusive learning and work environment.

2.0.2 Annual Evaluation and Salary Adjustments

The Board of Visitors delegates the authority to the president or the president’s designee for selected faculty appointments and compensation actions as outlined in the Amended Delegation of Authority for Selected Personnel Actions dated June 11, 2024.

The Board of Visitors annually approves a faculty compensation plan, including the authorization of an annual merit process guided by the university’s Faculty Handbook and processes provided by the commonwealth. The faculty compensation plan provides information about the promotion and tenure process; the annual evaluation and salary adjustment process for teaching and research (T&R) faculty, administrative and professional (A/P) faculty, and research faculty; salary adjustments within the evaluation period, and the pay structure.

Annual Faculty Activity Report (FAR). All faculty are required to report annually on their research and scholarship, creative works, teaching, Extension, outreach, and service activities, as applicable. Guidance on annual faculty reports is provided by department, school, college, or administrative unit, as appropriate. Submission of a FAR may be required for consideration for a merit adjustment.

2.1 The General Faculty and Faculty Categories

The general faculty are those faculty members employed outside the classified and university staff personnel systems who are appointed to carry out the learning, discovery, and engagement programs of the university; conduct general university administration; or provide academic support to those programs.

Appointments to the faculty may be regular or restricted as described in section 2.3 “Appointment Types”. Restricted appointments are commonly made in the cases of research faculty employed to work on projects with external funding, visiting or adjunct professorships, and other temporarily available faculty positions.

The General Faculty is comprised of Teaching & Research (T&R) faculty and Administrative and Professional (A/P) faculty, with additional categories including Virginia Cooperative Extension Faculty, Faculty of Health Sciences, Virginia Tech Carilion School of Medicine Faculty with Tenure-to-Title, and Emeritus Faculty.

Teaching and Research (T&R) Faculty

• Tenure-Track and Tenured Faculty (Chapter 3)
• Instructional Faculty not on the Tenure-Track (Chapter 5)
• Research Faculty (Chapter 6)
• University Libraries Faculty with Continued Appointment or on the Continued Appointment Track (Chapter 4)

Administrative and Professional (A&P) Faculty

• Administrative Faculty (Chapter 7)
• Professional Faculty (Chapter 7)

Additional Categories

• Virginia Cooperative Extension Faculty (Extension) (Chapters 3,5)
• Faculty of Health Sciences (Chapter 3,5,7)
• Faculty of the Virginia Tech Carilion School of Medicine (VTCSOM) (Chapter 3,5,7)
• Emeritus Faculty (Chapter 2)

2.1.1 Teaching and Research (T&R) Faculty

T&R faculty are faculty members with substantial responsibilities for undergraduate and graduate instruction, research/creative activities, and service/engagement. Tenure-track, tenured, instructional faculty not on the tenure-track, tenure-track or tenured Extension faculty, research faculty, and University Libraries faculty with continued appointment or on the continued appointment-track are collectively referred to as Teaching and Research (T&R) faculty, although the duties of research and Extension faculty may have a small instructional component, and non-tenure-track instructional faculty may have a small or no research component.

T&R faculty members who relinquish full-time responsibilities in a college department or school to assume responsibilities elsewhere at the university may choose to continue to have their professional development evaluated by that department or school, and college. The same is true for someone who accepts a position in the University Libraries faculty, Extension faculty, or in the administrative and professional faculty. Evaluation for promotion and/or tenure is done according to academic department or school, college, and university expectations and guidelines. A merit salary adjustment is based on the responsibilities of the current position.

2.1.1.1 Tenure-Track and Tenured Faculty

Ranks: assistant professor, associate professor, professor

Tenured and tenure-track faculty are T&R faculty with substantial responsibilities for teaching, scholarship, and service and who hold tenured appointments or who are on the tenure-track, including Extension faculty with tenure or on the tenure-track. These faculty appointments typically require a terminal degree and are appointed to regular positions. See chapter three of this handbook.

2.1.1.2 Instructional Faculty not on the Tenure-Track

Non-tenure-track faculty members fill critical roles in the learning, discovery, and engagement missions at Virginia Tech. They complement the efforts and qualifications of tenure-track faculty, provide access to specialized faculty resources, and allow flexibility to address programmatic needs. As valuable contributors to departmental, school, and institutional missions, they are entitled to fair treatment and compensation, access to professional development opportunities, recognition for their accomplishments, and participation in the life of the university community. See chapter five of this handbook.

Series	Ranks
Visiting Faculty	N/A
Adjunct Faculty	N/A
Professor of Practice	Assistant Professor of Practice Associate Professor of Practice Professor of Practice
Clinical Faculty	Clinical Instructor Advanced Clinical Instructor Senior Clinical Instructor Clinical Assistant Professor Clinical Associate Professor Clinical Professor
Collegiate Faculty	Collegiate Assistant Professor Collegiate Associate Professor Collegiate Professor
Instructor	Instructor Advanced Instructor Senior Instructor

2.1.1.3 Research Faculty

Research faculty are designated to promote and expedite university research activities. Research faculty are typically employed on sponsored grants and contracts and are on a restricted appointment to carry out research or outreach projects. The duties of research faculty may have a small or no instructional component. Research faculty may hold full- or part-time positions in any organization, including academic departments, schools, colleges, institutes, or administrative offices.

As valuable contributors to institutional missions, research faculty members are entitled to fair treatment and compensation, access to professional development opportunities, recognition for their accomplishments, and participation in the life of the university community.

See chapter six of this handbook.

Track	Ranks
Postdoctoral Associate	N/A
Research Professional Faculty	See Research Faculty Ranks
Research Professor	Research Assistant Professor Research Associate Professor Research Professor

2.1.1.4 University Libraries Faculty on the Continued Appointment Track or with Continued Appointment

Ranks: assistant professor, associate professor, professor

University Libraries faculty with continued appointment or on the continued appointment-track perform a unique and indispensable function in the educational process and share many of the professional concerns of their college colleagues.

University Libraries faculty may or may not hold an appointment in a college. The rank held by a University Libraries faculty member does not imply a particular rank in any college department or school. University Libraries faculty may hold concurrent adjunct status in a college department or school to formally recognize their contributions to the undergraduate or graduate program. The university recognizes the need to protect the academic freedom of librarians in their responsibility to ensure the availability of information and ideas, no matter how controversial, so that teachers may freely teach, and students may freely learn. See chapter four of this handbook.

2.1.2 Administrative and Professional (A/P) Faculty

There are two categories of A/P faculty: administrative, and professional faculty. A/P faculty may or may not hold an appointment in an academic college. Policies are in chapter seven.

University Libraries faculty not on the continued-appointment track are considered A/P faculty. The rank held by a University Libraries faculty member does not imply a particular rank in any college department or school. University Libraries faculty may hold concurrent adjunct status in a college department or school to formally recognize their contributions to the undergraduate or graduate program.

Employment policies for administrative and professional (A/P) faculty, including those regarding the assignment of a faculty rank in a college department or school for an A/P faculty member, are described in chapter seven of this handbook.

2.1.2.1 Administrative Faculty

Administrative faculty members are referred to as executive or senior administrators to accurately reflect the nature of these appointments. These faculty may have a rank other than lecturer, may hold an academic rank in a college department or school, and may be tenured. A/P faculty members with academic rank are considered T&R faculty. See chapter one and chapter seven of this handbook.

2.1.2.2 Professional Faculty

Professional faculty are administrators with responsibilities in a variety of roles and appointments. The professional A/P faculty include positions with significant managerial, supervisory, and budgetary oversight within a unit, and positions that provide direct services. Professional faculty may direct or provide support for academic, administrative, Extension, outreach, athletic, or other programs. They work in information technology, budget or finance, human resources, public relations, development, and architectural or engineering functions. Promotion is recognized by salary adjustment and/or a change in functional title rather than promotion in faculty rank.

2.2 Additional Faculty Categories

2.2.1 Virginia Cooperative Extension Faculty (Extension)

Extension faculty may or may not be tenured or on the tenure-track. Those faculty who are tenured or on the tenure-track are considered T&R faculty and are described in the prior section. Those faculty not on the tenure-track are considered administrative and professional (A/P) faculty. Extension faculty disseminate knowledge through knowledge through the Virginia Cooperative Extension programs and in the planning and delivery of educational programs and programs of assistance to industries and local governmental agencies.

The rank held by a faculty member in Extension does not imply a particular rank in any college department or school. Extension faculty may hold concurrent adjunct status in a college department or school to formally recognize their contributions to the undergraduate or graduate program. For A/P Extension faculty see chapter seven of this handbook.

Track	Ranks
Extension Agent	associate extension agent extension agent senior extension agent
Extension Specialist	associate extension specialist extension specialist senior extension specialist
4-H Center Program Director	associate program director program director senior program director

2.2.2 The Faculty of Health Sciences

The Faculty of Health Sciences (FHS) promotes continued growth, improvement, and integration in biomedical and health sciences research and educational programs at Virginia Tech. The FHS serves as an organizational home for (a) faculty members who are appointed to it due to their research, teaching, outreach, and/or administrative accomplishments and responsibilities, and (b) interdisciplinary graduate programs in biomedical and health sciences. Faculty appointed to the FHS must have a graduate or professional degree in a relevant discipline.

Faculty appointments to the FHS are term (fixed period) appointments, ranging from one to five years, and are renewable without limit with the agreement of all appropriate parties. The FHS does not award tenure. A faculty member employed by Virginia Tech must have a primary appointment in a senior management unit, college or school, institute, or vice-presidential unit. Faculty members employed at other institutions who wish to be appointed to the FHS must have an adjunct or affiliated appointment in a Virginia Tech senior management unit, college or school, institute, or vice-presidential unit.

2.2.2.1 Leadership of the Faculty of Health Sciences

The provost appoints the vice president of health sciences and technology to lead the Faculty of Health Sciences. The vice president reports directly to the provost. The vice president enhances health science- related work across the university; leads efforts to develop curriculum, research, and engagement at the intersection of health sciences and technology; expands interdisciplinary graduate programs in biomedical and health sciences; leads an internal advisory group that advises the senior leadership on new strategic directions and promising funding opportunities; and leads and facilitates coordination of clinical, research, and educational relationships internally and with external institutions.

2.2.2.2 Types of Appointments to the Faculty of Health Sciences

The vice president of health sciences and technology establishes a selection process for faculty appointments to the FHS, selection is based on research, teaching, outreach, and/or administrative contributions to Virginia Tech’s biomedical and/or health sciences initiatives. The selection process involves an evaluation of the individual’s application and a recommendation to the provost. The provost makes the final decision and informs the individual of the outcome of the application by letter.

Appointments to the FHS may be made in any faculty category, with rank determined by qualifications. The usual title is [rank] of health sciences. Appointment to the FHS is a secondary title at the existing rank for current Virginia tech Faculty members. Qualifications for appointment within each rank are described in the appropriate chapter in this handbook. Faculty members with adjunct or affiliated appointments may be appointed using an unqualified title (assistant professor, associate professor, professor) followed by “of health sciences,” as the FHS does not award tenure and service in this role is not tenure-earning.

2.2.3 The Faculty of the Virginia Tech Carilion School of Medicine (VTCSOM)

Faculty members at the Virginia Tech Carilion School of Medicine (VTCSOM) are of two types. Faculty employed by Virginia Tech or faculty employed by other entities (in most cases Carilion Clinic).

VTCSOM faculty members employed by Virginia Tech receive appointments in one of the ranks described in the faculty handbook. VTCSOM faculty members employed by the university and whose appointment is in a college other than the VTCSOM are eligible for appointment in the VTCSOM. The dean of the VTCSOM administers a process for the selection and appointment of faculty members. The process includes coordination and agreement with the faculty member, the appropriate department head, chair, school director, or supervisor, and the dean of the faculty member’s college.

VTCSOM faculty members employed by other entities are subject to the employment policies of their employer(s), but the VTCSOM has sole responsibility for assigning duties, including discontinuation of assignment, in accordance with governance procedures stipulated in VTCSOM bylaws. Faculty (e.g., physician, other clinicians) employed by other entities are not eligible for tenure as described in chapter three.

2.2.3.1 VTCSOM Standards for Commercial Support

In addition to university policies, VTCSOM faculty members are, as appropriate, subject to the Standards for Commercial Support as promulgated by the Accrediting Council for Continuing Medical Education (ACCME).

2.2.3.2 Additional Policy Obligations

At all times, regardless of employer, faculty members providing instruction, academic support, or performing academic duties or roles as a VTCSOM faculty member are governed by the university’s policies and procedures, including chapter two “Professional Responsibilities and Conduct” and chapter three “Imposition of a Minor or Severe Sanction or Dismissal for Cause”.

2.2.3.3 Tenure-to-Title Track Faculty Appointments

General conditions and definitions. Exclusive to the VTCSOM, tenure-to-title is the conferring of a permanent, non-employment, appointment to the VTCSOM. Tenure-to-title is recognition by the VTCSOM of service and accomplishment of the faculty member and represents the expectation of continued exceptional service and accomplishment by the faculty member to the school (college).

Tenure-to-title is awarded in recognition of a body of accomplishment in teaching, clinical care (if relevant), and scholarship, and in acknowledgment of service to the missions of VTCSOM. Tenure-to-title is granted at the discretion of the VTCSOM without any right to, interest in, or expectation of any compensation or guarantee for compensation or future employment and is granted only in the VTCSOM to individuals who are not employed by Virginia Tech.

Once conferred, tenure-to-title is subject to review by the department and school committees on appointment, retention, promotion, and tenure (to title) and can only be rescinded for imposition of a severe sanction or dismissal for cause.

Nomination and selection. Each VTCSOM department shall establish and communicate written guidelines for promotion and tenure- to-title for all applicable categories of appointment.

The tenure-to-title dossier is reviewed by an appropriately charged departmental committee and the department head, and by an appropriately charged VTCSOM-level committee. After review by the appropriate departmental and college committee, the dean makes recommendations to the provost for approval by the Board of Visitors.

2.2.4 Emeritus or Emerita Faculty

For additional information, consult Emeritus or Emerita Status. The title of emeritus or emerita is conferred on retired members of the Virginia Tech faculty (as defined in chapter two of this handbook) who have made exemplary contributions to the university and are recommended to the Board of Visitors for approval by the provost and president.

All nominations for emeritus or emerita designation should, through a draft resolution for the Board of Visitors, describe the faculty member’s exemplary contributions and academic citizenship across any of Virginia Tech’s mission areas of teaching, research or creative activity, and engagement. These contributions may, for example, be demonstrated through teaching awards, leadership or extensive service in transformative university initiatives, especially impactful community engagement, or evidence of national or international distinction. The expectation and desire is that emeritus/emerita faculty will have ongoing engagement with Virginia Tech, however, in some instances the emeritus/emerita designation may be conferred as a recognition of past contributions to Virginia Tech, without an expectation of continued engagement.

2.3 Appointment Types

2.3.1 Regular Appointments

Regular appointments are renewable term appointments with a presumption or consideration of reappointment. Regular appointments include “probationary,” “tenure-track”, “tenured” or “continued appointment-track/continued appointment”. Year-by-year appointments of administrative and professional (A/P) faculty are also regular appointments. See chapter six of this handbook for circumstances in which a research faculty member may be on a regular appointment.

2.3.2 Restricted Appointments

Appointments to the faculty may be made for which there is no presumption or consideration of renewal. Such appointments are called “restricted” and are designated with start and end dates in the terms of faculty offer (TOFO). Restricted appointments are commonly made in the cases of research faculty employed to work on projects with external funding, visiting or adjunct professorships, and other temporarily available faculty positions.

When a person on a restricted appointment is to be continued, a formal reappointment TOFO is required and should be issued prior to the end of the existing contract. The reappointment contract restates the conditions of the appointment. Any changes should be made explicit. If a salary increase is approved, it should be part of the reappointment contract. The reappointment contract requires the prior approval of the department head, chair, school director, or supervisor, dean, and the Office of the Provost. Appointments to postdoctoral associate positions require approval from the Office of Research and Innovation.

Faculty members on restricted appointments earn sick leave at the rate of five hours per pay period. Sick leave does not extend beyond the date of termination of appointment. Faculty members on calendar year restricted appointments earn annual leave at the same rate as faculty on regular appointments but earned annual leave must be taken during the term of appointment; accrued annual leave will not be paid on termination of appointment. Restricted faculty who are eligible to earn annual and sick leave may carry over their unused balances to the next leave year; however, the unused leave is not paid out upon separation.

2.3.3 Academic Year Appointments (AY)

The department head, chair, school director, supervisor, or dean extends, in writing, new faculty appointments and renewals of term (fixed period) appointments using the terms of faculty offer (TOFO) document. Most faculty appointments in the academic units of the university are for the nine-month academic year; these are called academic year (AY) appointments. While the payroll dates for the academic year are August 10 through May 9, faculty are expected to be available two weeks prior to the first day of classes and two weeks following commencement. No annual leave is awarded within the academic year, but the discretion of the department head, chair, school director, or supervisor is recognized in assigning duties during periods when the university is not in session. Faculty members are expected to be available for work during such periods.

Although the annual salary assigned for an academic year appointment covers only the academic year, the salary is paid in 24 semi-monthly installments over the calendar year, with payment occurring on the first and sixteenth day of each month. (If that day of the month falls on a Saturday, the payment is made on the preceding Friday; if Sunday, the payment is made on the following Monday.) Payment is deposited directly to the faculty member’s bank or financial establishment.

Faculty members whose appointments are for only part of the academic year receive a pro rata portion of their annual salary. Payroll information is available at Payroll through the Office of the Controller.

Faculty members on academic year appointments whose employment with the university ceases at the end of the academic year, or any academic term, may request (with proper notice) that all remaining installments of their earned salary be paid on the next available payroll after Human Resources has been notified and employment has ceased.

2.3.4 Research-Extended Appointments for Faculty on Academic Year (AY) Appointments

Under certain conditions, faculty members on academic year appointments may extend their base nine- month appointment to a 10-, 11-, or 12-month appointment reflecting the faculty member’s sponsored research responsibilities.

Academic year faculty with approved research-extended appointments may earn and accrue annual leave proportional to their appointments. Faculty members with one, two, or three months of sponsored funding are strongly urged to convert their nine-month appointment to a 10-, 11-, or 12-month research-extended appointment, which entitles them to earn and use annual leave and to have the summer pay included as creditable compensation for retirement purposes in accordance with university policies. Unused annual leave will not be compensated at the time of reconversion or separation.

For additional information, consult Research-Extended Appointments. Request forms are available at Faculty Forms. The requesting faculty member must provide documentation for the additional months of funding. Requests for research-extended appointments require approval of the department head, chair, school director, supervisor, dean (or appropriate administrator), and the provost, or the executive vice president and chief operating officer (or designee).

Research-extended appointments are renewed annually with verification of sponsored funding by the department head, chair, school director, or supervisor to support the continuation. For the form to continue a research-extended appointment, visit Faculty Forms.

2.3.5 Calendar Year Appointments (CY)

Some faculty members are on a calendar year (CY) appointment with work assignments covering 12 months except for periods of annual leave. The kinds of positions that may call for calendar year appointments include department heads, chairs, school directors, administrative and professional faculty, and research faculty.

Faculty members who assume calendar year appointments while serving as a department head, chair, school director, or other administrative role retain the calendar year appointment only for the duration of the assignment. Upon returning to an instructional faculty position in a department or school characterized by academic year appointments, the faculty member resumes an academic year appointment with a corresponding adjustment in salary. (Instructional faculty who were on calendar year appointments prior to assuming the administrative assignment usually resume their prior calendar year appointment and salary upon completion of the administrative assignment.)

Conversions of appointment from academic year to calendar year or the reverse (or to any other appointment period acceptable under university policy) are done in accordance with standard formulas approved by the provost or executive vice president and chief operating officer. Any exception requires approval by the provost or the executive vice president and chief operating officer.

2.3.6 Additional Compensation

Faculty members on academic year (AY) or calendar year (CY) appointments may receive additional compensation for tasks that are clearly outside of their usual responsibilities, as determined by their department head, chair, school director, or supervisor and the academic dean or vice president. Additional compensation is intended to support occasional, well-defined activities that fall outside a faculty member’s regular scope of work and are undertaken primarily for the benefit of the university, including, but not limited to Extension activities, administrative activities, teaching that is not considered part of their usual job responsibilities (including summer and/or winter session teaching) and, as allowable, non-credit or eligible for-credit instruction conducted by Continuing and Professional Education. These payments should not be used to supplement base salary, compensate for ongoing responsibilities, or serve as substitutes for appropriate staffing or workload planning. Units are expected to ensure that such payments are used sparingly, transparently, and in alignment with university policies so that the integrity of faculty appointments, workload expectations, and compensation structures is maintained.

No assignment of activities outside of their usual job responsibilities should not be made without the consent of the faculty member involved.

For additional information, consult chapter two of this handbook, Continuing and Professional Education and Policy 6362, “Policy on Continuing and Professional Education”.

2.3.6.1 Overload Payment

During their contract period, faculty members may have the opportunity to participate in Extension activities, administrative activities, teaching that is not considered part of their usual job responsibilities (including summer and/or winter session teaching) and, as allowable, non-credit or eligible for-credit instruction conducted by Continuing and Professional Education for additional compensation in accordance with the P-14 payment process described in Policy 4296, “Adjunct and Wage Faculty Payments (P-14 Payments)”.

In approving or disapproving of any such activities, the faculty member’s department head, chair, or school director should consider the following:

• Ensure that the activities are not part of a faculty member’s regular duties. For example, overload payments are not appropriate for research or service activities, and they are only for teaching when such teaching is in addition to the faculty member’s regular teaching load.
• Consider the employee’s ability to manage additional work outside of usual job expectations, and whether the scheduled absence and additional responsibilities would be demanding of time, attention, or focus such that they would interfere with the faculty member’s primary job responsibilities and thus constitute a conflict of commitment with those responsibilities.
• Account for the type of activity and the amount of work required. For example, continuing education activities could be a single workshop or an ongoing class. Teaching classes requires both in class instructional time as well as time for course preparation, grading, and office hours. The total time commitment for these additional activities should be considered, given that a faculty member cannot be as effective when teaching over 150 percent of their typical teaching load.

Each request should be reviewed both on its own merits and in relation to the other overload activities a faculty member may be participating in (e.g., teaching an extra class and participating in continuing education program). The benefit to the faculty member for their professional development and contribution to the academic program requesting services should also be considered, though the primary consideration with an overload payment is that the activity is for the benefit of the university. Although engagement of the faculty in activities that would benefit both the faculty member and the institution is to be encouraged, participating in these activities is not a right.

Overload payments shall not be used to compensate faculty for work on sponsored grants and contracts. Compensation for sponsored grants and contracts is described further in section 2.3.6.3 of this handbook. All overload payments require approval by the vice provost for faculty affairs.

2.3.6.2 Summer Session Appointments

Summer session is not considered part of the instructional year. Faculty members on academic year (AY) appointment may be invited by the department head, chair, school director, or supervisor to teach one or more courses in summer session.

Those on calendar year (CY) appointment may also be invited by the department head, chair, school director, or supervisor to teach one or more courses in summer session. When such teaching is not part of their usual job responsibilities, faculty on a CY appointment may be compensated for teaching in the summer as an overload payment per section 2.3.6.1 “Overload Payments”. Faculty members may also have the opportunity to participate in Extension activities, administrative activities, or non-credit, or eligible for-credit instruction conducted by Continuing and Professional Education during summer session.

Compensation for teaching in the summer session is negotiated by the faculty member and the department head, chair, or school director. In addition to compensation for course instruction, additional incentive pay may be negotiated.

The summer compensation earned by any faculty member shall not exceed 33⅓ percent of their academic year salary. For purposes of this calculation, “academic-year salary” means the faculty member’s base academic-year salary plus any administrative stipends and any eminent scholar stipends in effect as of May 10 of the preceding academic year. For faculty on 10-, 11-, or 12-month (calendar-year) appointments, the 33⅓ percent limit is calculated based on the faculty member’s academic-year equivalent salary. Specifically, 10-, 11-, and 12-month salaries are converted to academic year (i.e., 9-month) salaries using the multipliers 9/10ths, 9/11ths, and 9/12ths, respectively. This includes all payments paid by the university, including for summer session instruction, work on sponsored grants and contracts, returned overhead, and any other payments, though not including overload payments. Exceptions to this limit must be approved by the vice provost for faculty affairs.

Approval for such payments is required through the P-14 payment process described in Policy 4296, “Adjunct and Wage Faculty Payments (P-14 Payments)”.

2.3.6.3 Sponsored Grants and Contracts

For purposes of sponsored grant and contract activity May 10 to August 9 designates the summer work period. Faculty members who receive salary from sponsored projects must certify the effort expended on those projects. Summer pay for sponsored projects is only justified by appropriate effort expended on the project during the summer period. Work on a sponsored project during the academic year for which compensation is then provided during the summer is specifically prohibited by federal regulations.

For more information, see “Effort Certification Compliance Issues for Research Faculty” in chapter six, and “Effort Certification and Salary Charges to Sponsored Grants and Contracts” in chapter nine of this handbook, as well as Policy 3105, “Effort Certification” and Policy 3240, “Costing Principles for Sponsored Projects”.

Summer compensation earned by any faculty member on an AY appointment is limited to 33⅓ percent of their academic year salary for the preceding year as described in section 2.3.6.1 “Overload Payments”.

Faculty who have documentation of funding from sponsored grants or contracts may be eligible for consideration of a calendar year research conversion under the terms of Policy 6200, “Policy on Research-Extended Appointments”. For more information, see “Research- Extended Appointments for Faculty on Academic Year Appointments” in

chapter two of this handbook. Only faculty members on academic year contracts who have approved research-extended appointments earn and accrue annual leave proportional to their appointments.

Faculty members on research-extended appointments who participate in Extension activities, administrative activities, teaching that is not considered part of their usual job responsibilities (including summer and/or winter session teaching) or, allowable non-credit or eligible for-credit instruction conducted by Continuing and Professional Education may be eligible for additional compensation as outlined in prior sections and as appropriate for their extended contract term.

Faculty on regular appointments who are principal or co-principal investigators and whose academic year base salaries are supported by educational and general (E&G) funds may be eligible to receive an incentive payment through the Faculty Research Incentive Plan. The research incentive payment is a one-time annual supplement to the recipient’s regular annual compensation and does not count towards the limit on compensation. For more information see Faculty Research Incentive Plan.

2.3.6.4 Winter Session Appointments

Winter Session is not considered part of the instructional year. Faculty members on academic (AY) appointments may be invited by the department head, chair, school director, or supervisor to teach courses in winter session Calendar year (CY) faculty may also teach during the winter session. When such teaching is not part of their usual job responsibilities, faculty on a CY appointment may be compensated for teaching in the winter session as an overload payment per section 2.3.6.1 “Overload Payments”.

Compensation for teaching in winter session is negotiated by the faculty member and the department head, chair, or school director. In addition to compensation for course instruction, an additional incentive grant may be negotiated. The total of additional compensation and any incentive grant for winter session shall not exceed 11.1 percent of the faculty member’s academic year salary (or their 10-, 11-, or 12-month salary adjusted to the academic year equivalent) from the preceding year calculated as the base salary, plus any administrative stipends and/or eminent scholar stipends, as of May 10 of the preceding academic year. In extraordinary circumstances, the vice provost for faculty affairs may approve an exception to this limit.

Approval for such payment is required through the P-14 payment process described in Policy 4296, “Adjunct and Wage Faculty Payments (P-14 Payments)”.

2.3.6.5 Winter and Summer Session Appointments for A/P Faculty

Administrative and professional (A/P) faculty with approved teaching qualifications may teach during the summer and winter session with approval of their department head, chair, school director or supervisor. Guidelines set forth in Policy 4071, “Policy for Staff Employed to Teach For-Credit Courses,” and Policy 4072, “Teaching Credit Classes and Overload Compensation for Administrative and Professional Faculty Members,” apply.

2.3.7 Endowed Chairs, Professorships, and Fellowships

For more information consult Endowed Chairs, Professorships, and Fellowships. Each college has formal procedures for the nomination and appointment of faculty members to endowed chairs, professorships, and fellowships that include review by a college honorifics committee or promotion and tenure committee.

After review by the appropriate college committee, the dean makes recommendations to the provost for approval by the Board of Visitors. Such an appointment may continue through the active career of the professor at the university, unless it is relinquished in favor of some other honored or administrative appointment, or unless the appointment has specific term limitations regrading renewal.

The university Faculty Honorifics Committee reviews nominations of Extension and Libraries faculty to endowed chairs, professorships, and fellowships.

A donor may establish an endowed chair, professorship, or fellowship, by providing an endowment to support the salary and/or operating funds of the professor. Funding levels determine whether the endowed position is a chair, professorship, or fellowship. Contact the Virginia Tech Foundation for further information regarding the establishment of an endowment.

2.4 Faculty Search Processes

For more information on faculty recruitment and search processes consult Faculty Recruiting Guidelines. These processes apply to all types of full-time, regular, faculty positions. Search exemptions may be approved under specified circumstances.

Upon approval of the position by the dean, vice president, or designee, search processes include:

• The establishment of a representative search committee.
• The development of a tailored, aggressive search strategy that usually includes national advertising in appropriate journals in the discipline.
• Personal contacts with colleagues

Prior to selecting candidates for interview, the chair of the search committee reviews the breadth and strength of the candidate pool with the dean, vice president, or designee, who makes a judgment as to whether additional recruitment efforts should be made. Documentation of the approval of the candidate pool should be noted. The committee reviews applications once a representative pool is established or recruitment strategies are exhausted. A limited number of candidates are usually invited for on-campus interviews. Prior to making an offer, the department head, chair, school director, or supervisor reviews the search and interview process with the dean, vice president, or designee.

For appointments with tenure or continued appointment in the University Libraries review and recommendation by the applicable departmental or school promotion and tenure committee or continued appointment committee is sought before a decision is made to extend to a candidate a firm offer that includes the granting of tenure or continued appointment, or the award of a rank higher than assistant professor. An offer of faculty appointment with tenure may be made with the review and approval of the department head, chair, school director, or supervisor and the department or school promotion and tenure committee, the dean, a university promotion and tenure subcommittee, the provost, and the president.

2.4.1 Searches

It is the policy of Virginia Tech to provide equal opportunity for all qualified individuals while rejecting all forms of prejudice and discrimination. Virginia Tech does not discriminate against employees, students, or applicants on the basis of age, color, disability, sex (including pregnancy), gender, gender identity, gender expression, genetic information, national origin, political affiliation, race, religion, sexual orientation, or military status; or otherwise discriminate against employees or applicants who inquire about, discuss, or disclose their compensation or the compensation of other employees or applicants; or any other basis protected by law. For inquiries regarding non-discrimination policies, contact the Office for Civil Rights Compliance and Prevention Education.

Virginia Tech is committed to ensuring that all qualified individuals with disabilities can take part in educational and employment programs and services on an equal basis. The aim is to provide this opportunity in an integrated setting that fosters independence and meets the guidelines of the Americans with Disabilities Act (ADA) and the Rehabilitation Act of 1973. Reasonable accommodations are made on an individual basis.

Virginia Tech does not discriminate against employees, students, or applicants as stated and elaborated in the university’s nondiscrimination statement, Title VI of the Civil Rights Act of 1964 , Title IX of the Education Amendments Act of 1972, Executive Order 14173, and other documents filed with federal and state officials. All recruitment and search processes and procedures are designed to ensure that searches are conducted in a fair and unbiased manner.

2.4.2 Terms of Faculty Offer (TOFO)

For more information, consult Human Resources Recruiting and Onboarding. New appointments and reappointments are documented in the terms of faculty offer (often referred to as a “TOFO”) prepared by the department head, chair, school director, or supervisor and approved according to procedures established by the dean or senior manager, signed by the candidate, and forwarded to Human Resources within the university’s recruitment and onboarding system. Templates for the different types of terms of faculty offer are accessed by authorized users of the university’s recruitment and onboarding system.

The TOFO documents the category to which the faculty member is appointed, the faculty rank, appointment status (effective date, regular or restricted and, if restricted, an end date), the appointment period academic year (AY) or calendar year (CY), and other conditions relevant to the employment offer. If the appointment is tenure-track or continued appointment track, reference to prior service credit should be addressed, if relevant. The TOFO documents the terms and conditions of employment contained in this handbook.

The terms of faculty offer for a restricted appointment must state the length of the appointment. In cases where there is no expected opportunity for continuation, the terms of faculty offer document also serves as a notice of termination. Continuation of a restricted appointment, even during the specified appointment period, is subject to the availability of funds, the need for services, and satisfactory performance. This information is included in the terms of faculty offer. Related letters of offer or reappointment should not contain promises that the hiring unit is unable to keep; the university looks to the department or school to make good on defaults. The department head, chair, school director, or supervisor’s approval is required before an offer is extended.

See chapter six of this handbook (Research Faculty) for new appointments and reappointments for research faculty including postdoctoral associates. Research faculty are typically employed on sponsored grants and contracts on a restricted appointment to carry out research or outreach projects. Appointments to postdoctoral associate positions require approval from the Office of Research and Innovation.

2.4.3 Documentation of U.S. Citizenship or Lawful Authorization to Work in the U.S.

In accordance with federal law, on or before the first day of their employment, new employees must provide documentation confirming identity and lawful authorization to work in the United States by completing the Form I-9, Employment Eligibility Verification.

2.4.4 Conviction and Driving Record Check for Employment

The university conducts a conviction and/or driving record check once a contingent offer is made to and accepted by the selected candidate, according to the provisions in Policy 4060, “Conviction and Driving Record Investigation for Employment.” Human Resources coordinates the conviction and driving record check process.

A preliminary offer may be made to the selected candidate, contingent upon the results of the check. However, at no time should the selected candidate be allowed to begin work before the process is complete.

2.4.5 University-Sponsored Applications for Permanent Residency

Virginia Tech welcomes the contributions of scholars from all over the world in carrying out its learning, discovery, and engagement missions. Employer-sponsored applications for permanent residency assure the international scholar’s ongoing involvement in the life of the university and the work for which the employee was hired. To receive Virginia Tech sponsorship, all of the following conditions must be met:

• The position must have the potential to be ongoing with successive renewals over a period of several years. For positions funded from sponsored grants or contracts, the supporting unit must demonstrate a record of sustained external funding.
• The individual’s appointment must be full-time and salaried, and in compliance with federal regulations, such as prevailing wage rate. The appointment may be restricted or regular, either academic or calendar year, as long as it is salaried, full-time, and there is an expectation of successive renewals over a period of several years. Wage employment does not meet this test.
• The position is significant and meets institutional needs as documented by the department or school and validated by the approval of the relevant senior manager. Significance may be signaled, in part, by rank and title, as well as documented in the job description and supported by the individual’s credentials. These include instructional faculty (ranks of instructor and assistant professor or above, including clinical faculty and collegiate professor ranks, but excluding adjunct, wage, or visiting faculty members); research faculty (all ranks except postdoctoral associates, whose appointments are limited, by definition, to five years); administrative/professional faculty with significant expertise critical to the university; and staff members with significant expertise critical to the university.
• The department or school verifies that they wish to retain the employee in the position indefinitely subject to availability of funding, need for services, and satisfactory performance.

2.4.6 Qualifications for Teaching

For more information, consult Faculty Qualifications for Teaching. Virginia Tech uses the Southern Association of Colleges and Schools Commission on Colleges (SACSCOC) teaching credential guidelines to qualify instructors of record.

Virginia Tech must justify and document the teaching qualifications of all instructors of record as outlined by the SACSCOC. The SACSCOC does allow for special qualifications that fall outside these guidelines.

Department or School Responsibility. The department or school within which a course is listed or originates is responsible for qualifying instructors of record to teach by documenting credentials for any instructional site including the Blacksburg campus, any distributed university location, and any on-line/distance education. The qualifying department or school may be different than the employing department or school in some cases. Departments or schools are responsible for maintaining up-to-date documentation of teaching credentials for instructors of record. Changes in teaching credentials may occur after initial qualification (usually at employment as a faculty member).

Documentation of Teaching Credentials. Documentation of credentials includes a transcript cover sheet (now called Statement of Faculty Credentials for Teaching) accompanied by an official electronic or other form of official transcript. The cover sheet and transcript are submitted to Human Resources for entering into the university’s Faculty Online Credentialing System (FOCS).

Graduate Teaching Assistants (GTA). Per SACSCOC guidelines, a GTA who is assigned full responsibility for teaching an undergraduate course as an Instructor of Record must have a master’s degree in the discipline being taught or 18 hours of graduate-level coursework in their teaching discipline, direct supervision by a faculty member experienced in the teaching discipline, regular in-service training, and planned and periodic evaluations. GTAs lacking this training are assigned to work under the supervision of a faculty member who is the Instructor of Record for the course. Graduate students who will be appointed as GTAs must complete the GRAD 5004 GTA workshop. The Graduate School’s approval is required before a graduate student is allowed to teach graduate courses.

2.5 Search and Appointment of Executive and Senior Administrative and Academic Leaders

2.5.1 Search and Appointment of the University President

The Board of Visitors establishes the procedures for the selection of a president when the vacancy is announced. Per the Code of Virginia, the Board of Visitors must solicit the input of the institution's faculty senate or its equivalent regarding the search for candidates for the position of chief executive officer of the institution at a public or private venue.

2.5.2 Search and Appointment of Provost, EVPCOO, and Administrative Vice Presidents

When a vacancy occurs, the president determines the procedures that will be used for identifying qualified candidates, including the decision to engage a search firm and/or to appoint a university search or screening committee.

Where the position involves considerable interaction with college faculty, significant engagement of faculty members in the search and/or interview process is desirable and expected.

2.5.3 Search and Appointment of College and Academic Deans and Academic Vice Presidents

When a vacancy occurs, the provost determines the procedures that will be used for identifying qualified candidates. The provost requests nominations for membership on a search committee from the appropriate faculty members and/or faculty association. The provost appoints a search committee from the list of nominees and may appoint additional members who shall constitute a minority of the committee. When a vacancy occurs in an academic deanship that has university responsibility spanning colleges and other academic units, the search committee shall include faculty representatives from all appropriate colleges.

The provost or designee serves as chairperson of the search committee. Ordinarily a national search is conducted.

After the qualifications of candidates are reviewed, references and colleagues of the best qualified candidates are consulted. A limited number of candidates are invited to visit the university. The search committee, representative of department heads, chairs, or school directors, academic deans, appropriate vice presidents, and the president interview the candidates. Candidates also meet with selected students and faculty members. The committee must provide internal candidates with fair opportunities to make their qualifications equally well known.

The provost seeks advice from those who meet with the candidates and seeks agreement with the search committee on the candidate(s) to be recommended. The provost’s recommendation is made to the president, who authorizes making an offer.

2.5.4 Search and Appointment of Academic Associate and Assistant Deans

When a vacancy occurs in the position of associate dean, assistant dean, or assistant to the dean, and the position does not involve responsibility for assignment of faculty activities or recommendations on salaries and promotions, it is filled on recommendation by the dean to the provost and the president. Department heads, chairs, school directors, and representative faculty should be consulted; a formal search committee is formed if the appointment is not limited to an internal promotional opportunity. If the position involves responsibility for assignment of faculty activities or recommendations on salaries and promotions, the search and selection procedures are like those used for deans, and the dean serves as chairperson of the search committee.

2.5.5 Search and Appointment of Department Heads, Chairs, and School Directors

When a vacancy occurs, the college dean requests that the department or school nominate members of its faculty for a search committee. The dean appoints the committee from among those nominated and may appoint additional members who shall constitute a minority of the committee.

The committee elects its chair and meets with the college dean to determine appropriate conditions of the position, such as rank and available resources. The dean should share with the search committee a realistic assessment of the college and university’s commitment to the department or school and its programs.

The position is nationally advertised unless the dean and the committee agree that the position should be considered a promotional opportunity restricted to candidates from within the department or school without national advertisement. Such a decision should be reached only for a department or school that has the capacity to afford several well-qualified candidates from within its ranks. The decision may be influenced by the lack of a vacant faculty position in the department or school.

After the qualifications of candidates are reviewed, references and colleagues of the best qualified candidates are consulted. A limited number of candidates (ordinarily three) are invited, on approval of the college dean, to visit the university. The search committee, the college dean, and university officials, as available and appropriate, interview the candidates. Candidates also meet with selected students and faculty members. The committee must provide internal candidates with fair opportunities to make their qualifications equally well known.

The search committee seeks advice from those who meet with the candidates and makes its recommendations on the preferred candidate(s) to the college dean. After extensive consultation with the department or school faculty, the dean recommends the appointment of the department head, chair, or school director to the provost.

2.6 Annual and Periodic Review of Executive and Senior Administrative and Academic Leaders

2.6.1 Annual and Periodic Reviews of Administrators Reporting to the President

The president’s office guides the Administrative Evaluation and Development Program which documents the process to be used for periodic evaluations and executive development for the vice presidents reporting directly to the president, or to the executive vice president and chief operating officer, the president’s direct reports, and direct reports to the vice presidents.

The vice presidents participate in an external leadership assessment and development program appropriate to the stage of their career. The selected program must include an opportunity for 360-degree feedback, with responses shared with the president. Participation in the evaluation and development program is required within two years of the initial appointment and every five years thereafter. The president may also solicit feedback from other individuals and/or constituencies as may be appropriate to the administrator being reviewed. Preparation of an individual development plan and executive coaching for a limited period are also standard elements of the process. The president provides verbal and written feedback to the administrator.

The review process for those senior administrators who report directly to the president and direct reports to the vice presidents will follow a similar pattern, generally using internal assessment instruments and professional development resources.

The determination of participants for the Administrative Evaluation and Development Program, the schedule, and specific procedures for periodic evaluations of administrators reporting through the president are the responsibility of the president’s office.

The university president determines the schedule and review process for the provost, vice presidents, senior staff reporting to the president, and other non-academic administrators. Detailed evaluation program procedures can be obtained from the President’s Office.

Periodic assessments of all administrative vice presidents (executive, senior, and vice presidents) are completed every five years. Administrative vice presidents new to their role will have a periodic review within two years of assuming their new role.

The assessment will be comprised of a 360-assessment instrument, executive coach, and completion of a development plan. The president will initiate the review of vice presidents with a direct reporting line. The executive vice president and chief operating officer initiates the review of vice presidents with a direct reporting line.

Assessments for other leaders and directors of major organizational units reporting to the president, the executive vice president and chief operating officer, or administrative vice presidents are encouraged.

2.6.2 Annual and Periodic Reviews of Administrators and Directors of Major Organizational Units Reporting to the Provost

See chapter two in this handbook for periodic review of college deans, dean of university libraries, dean of the honors college, dean of graduate education, senior administrators, and academic vice presidents are subject to review every five years. Periodic reviews are administered by the Office of the Provost. The determination of participants, the schedule, and specific procedures for periodic review of academic administrators are the responsibility of the provost.

2.6.3 Annual and Periodic Review of Academic Administrators, College and Academic Deans, Senior Administrators, and Academic Vice Presidents

In addition to an annual performance evaluation, and in accordance with Policy 6105, “Periodic Evaluation of Academic Deans and Vice Presidents”, academic deans and vice presidents who report to the provost , are subject to periodic evaluations every five years. If the review of a dean cannot be conducted in the fifth year as would usually be the case, the provost informs the dean or vice president and any relevant college or unit constituents (such as the unit leadership team and/or college faculty association), as appropriate, with the reason for the delay. A review may also be initiated at any time by the provost and/or at the request of at least one-third of the teaching and research (T&R) faculty in the college. In the semester prior to a periodic evaluation, the dean or vice president and any relevant college or unit constituents (such as the unit leadership team and/or college faculty association) will be notified of the review, and those constituent groups may request a faculty meeting with the provost to discuss the upcoming review.

2.6.4 Annual and Periodic Review of Department Heads, Chairs, and School Directors

Policy 6100, “Department Head, Chair, or School Director Appointment and Review”, outlines the review process for academic department heads or chairs. In addition, colleges should have adopted more detailed procedures in accordance with the broad guidelines below so that reviews may be conducted consistently and appropriately across the college for those serving in academic leadership roles.

The purpose of the periodic review is to support the success of the university's academic units by providing developmental feedback to promote fair and effective academic leadership. Reappointment of an individual to academic department head, chair, school director, academic dean, or academic vice president must be preceded by a periodic review conducted in accordance with guidelines outlined in Policy 6105 or in Policy 6100.

2.7 Advanced Study at Virginia Tech

The university encourages and supports the education of its employees. Educational leave to pursue a degree elsewhere is one option available to faculty. In addition, faculty may enroll in for-credit courses or degree programs at Virginia Tech. The program is administered under the provisions of Virginia’s general appropriations act and operates under certain constraints imposed by the state policy on educational aid to state employees.

The following provisions apply to full-time salaried faculty (including administrative and professional faculty and research faculty) who wish to take courses at Virginia Tech. Part-time salaried faculty are eligible for a partial tuition benefit. Only courses of degree programs approved in advance by the faculty member’s department head, chair, school director, or supervisor are eligible for tuition waiver or reimbursement. Enrollment should not impede the usual work schedule of the department or school. Time spent attending class during usual work hours must be made up under a plan approved by the department head, chair, school director, or supervisor unless the course is a work-related course required by the university.

Faculty who take courses must meet all admissions requirements, registration, and payment deadlines, just as any other student. Application for admission must be made and approval granted by the graduate school prior to the waiver of tuition for classes. If approved by the department head, chair, school director, or supervisor a faculty member may register for credit or audit a total of 12 credit hours per calendar year, with no more than six credit hours taken in any enrollment period—fall, winter, spring, summer I, or summer II. (The year begins with fall term and ends with summer II.) Additional hours may be taken outside the normal work schedule with the employee paying all applicable fees in excess of those allowable for tuition waiver or reimbursement.

Instructional faculty members of the rank of assistant professor or above are not eligible to become candidates for a degree or to earn an additional degree at this institution. The policy is designed to avoid the awkwardness of faculty members evaluating their colleagues in the fulfillment of degree requirements. This policy may be waived on a case-by-case basis through appeal to the Commission on Faculty Affairs (CFA). CFA may find and recommend to the provost that in a specific case the purpose of the policy is not contradicted. This policy does not apply to degree-seeking administrative and professional faculty, or non- instructional research faculty.

2.8 Types of Leave and Leave Reporting for all Faculty

For leave information, consult Human Resources, Leave Benefits, Faculty Leave. Several types of approved leave, with or without compensation, are available to faculty members. Any absence from assigned duties, which is not covered by an approved or earned leave, may be subject to a subsequent adjustment in pay.

2.8.1 Special Leave

A special leave may be approved in instances such as grant responsibilities, opportunity for a prestigious fellowship in residence at another institution, or similar activities of benefit to the individual faculty member and the university. Approval of the provost or executive vice president and chief operating officer, depending upon the reporting structure, on recommendation of the department head, chair, or school director, and dean (or appropriate administrator) is required when such absences involve salary payment by university general funds, either in full or in part. Such authorization is usually not granted for longer than one year. The host institution, agency, or sponsored project is expected to make a significant contribution toward the cost of the faculty member’s salary and/or benefits. For more information, contact Faculty Affairs.

2.9 Change of Duty Station

A change of duty station may be approved in instances where a faculty member would be hosted by another institution or organization and undertake activities of benefit to the individual faculty member and the university. Approval of the provost or executive vice president and chief operating officer, depending upon the reporting structure, on recommendation of the department head or chair or school director, and dean (or appropriate administrator) is required. Such authorization is usually not granted for longer than one semester. In certain circumstances, the provost or the executive vice president and chief operating officer determines whether a change of duty station involving institutional salary support is appropriate. For a request form, visit Faculty Forms.

2.10 Geographical Transfer

Reassignment of a faculty member at the initiative of the university to a primary workstation located more than 50 miles from the current workstation is considered a geographical transfer. A department head, chair, or school director, or supervisor may request the geographical transfer of a faculty member to implement a programmatic mission of the university. The affected faculty member shall be involved in planning for the transfer prior to the submission of a formal request for transfer. The request for geographical transfer shall be transmitted in writing to a second-level administrator for approval with accompanying documentation justifying the need for the transfer of the selected individual. The justification shall describe the university program and the position to which the faculty member is being transferred. This description shall list the unique skills and knowledge required to fulfill the program’s mission. The alternatives for meeting the requirements shall be outlined, along with the reasons for selecting the alternative of geographical transfer of the particular faculty member. A faculty member must be notified in writing at least six months in advance of the geographical transfer. The transferred faculty member shall be reimbursed for all reasonable expenses. Contact Faculty Affairs for additional information. A cost-of-living adjustment will be added to the faculty member’s base salary during the period of employment in a high-cost area.

2.11 Continuing and Professional Education Activities

2.11.1 Required Use of and Participation in Continuing and Professional Education Program Services and Facilities

Contact Continuing and Professional Education for further information. Policy 6362, “Policy on Continuing and Professional Education” requires that academic colleges, centers, and administrative units designing and delivering continuing and professional education activities, both on-and off-campus, under the auspices of the Virginia Tech brand must work through Continuing and Professional Education. This includes work conducted at a Virginia Tech location and/or other locations outside of Virginia Tech.

2.11.2 Overload Payment and Compensation for Non-Credit Continuing and Professional Education Activities

Faculty members may be eligible for direct payment for non-credit instructional and administrative activity in Continuing and Professional Education programs.

All faculty members not supported by educational and general funds of the Virginia Cooperative Extension Service, Continuing and Professional Education, or outreach programs are eligible for such payments. Faculty members supported by such funding whose job descriptions do not include activity in non-credit instruction may request approval of their dean or director (or appropriate administrator) and the provost or executive vice president and chief operating officer, depending upon the reporting structure, for participation for payment.

Non-credit teaching for direct pay is subject to the provisions of Policy 1045, “Disclosure Requirements for Activities and Interests (Conflict of Interest and Commitment Policy)”, i.e., the total of non-credit teaching and other approved consulting does not ordinarily involve more than one day per week and does not exceed five days in any five-week period. For purposes of limitation of consulting, each day in which non-credit instruction is undertaken is counted as one day, unless the participation does not exceed one-half day (as defined below), in which case it is counted as one-half day. Because of the scheduling requirements of certain Continuing and Professional Education programs, exceptions to the limitation of five days of consultation in any five-week period may be approved as long as the maximum of 39 days in the academic year is not exceeded.

For direct payment purposes, a day is defined as eight contact hours of non-credit instruction; pro rata payments are made for portions of days, usually in units of 1.5 hours.

To encourage faculty to develop academically innovative programs with significant market potential, faculty may request preparation time as part of the program and budget development process. This additional faculty compensation for research and development may not exceed three days for each day of instruction.

Research and development time is associated with two types of programs. The first type is research and project development undertaken for a specific organization. As such, the payment of the research and project development is assured with the other program services under contract. The second type of program involves those programs offered on a solicitation basis to members of a specific audience. The generation of revenues for faculty research and development are included in participant fees. The actual amount and timing of the faculty payment depends on program success. The agreement is subject to approval by the department head, chair, school director, or supervisor and the director of Continuing Education.

If research and development initiatives are perceived by a contracting agency or department or school to be more extensive, the college has the option of providing additional compensation to faculty through college surplus funds or providing additional compensation in the summer. Such additional compensation beyond three days for each day of delivery requires the approval of the vice president for outreach and international affairs and the director of Continuing and Professional Education. Approval for such payment is required through the P14 payment process initiated by Continuing and Professional Education and described in Policy 4296, “Adjunct and Wage Faculty Payments (P-14 Payments)”.

For a particular program, a daily payment rate is determined by agreement of program faculty in Continuing and Professional Education, the participating faculty member, and the faculty member’s department head, chair, school director, or supervisor and is subject to the approval of the director of Continuing and Professional Education. Such a negotiated rate may depend on the anticipated enrollment and the budgetary constraints of the program.

The provost may set a maximum applicable daily payment rate. The provost advises the Commission on Faculty Affairs of any changes in the maximum applicable daily payment rate if set.

Continuing and Professional Education is responsible for seeking approval for direct pay (P-14) through the university and authorizing final payment in accordance with Policy 4296, “Adjunct and Wage Faculty Payments (P-14 Payments)”. Such payments are made after teaching services are provided.

Costs of producing materials for Continuing and Professional Education programs are borne by the program budget, not by the operating budgets of any unit except where provided for that specific purpose.

2.11.3 Overload Payment and Compensation for For-Credit Continuing and Professional Education Activities

The university's mission and goals include increasing outreach, continuing and professional education, and distance learning activities to serve the workforce and professional development needs of business and industry, government, organizations, and individuals. Some professional audiences seek credit coursework to meet their educational needs—not just a short term, non-credit experience such as workshops or seminars. In some cases, these audiences look to some of the university's most visible and distinguished faculty members to deliver this programming. Often such programming involves a contract with businesses or organizations, which covers the cost of course delivery, including faculty compensation. The programs are generally delivered off-campus, perhaps at the organization/business site or elsewhere, or via distance learning.

The following policy guidelines provide information regarding compensation for faculty members involved in delivering for-credit continuing and professional education. For-credit programming designed for executive/professional audiences is included among programs eligible for additional faculty compensation; even if such programs are offered for individual enrollment rather than for employees of a specific corporation or agency; and even if coursework is delivered at the faculty member’s home base.

Overload responsibilities undertaken for supplemental compensation may be assumed only when the intended task is clearly outside usual responsibilities of the individual, as determined by the appropriate department head, chair, school director, or supervisor and academic dean; and the conduct of the task is clearly in the best interest of the university; the individual is eminently qualified to undertake the task; and such an overload is included within the overall time limitations of the consulting policy.

Continuing projects, or projects occupying an identifiable amount of time longer than a semester or more, are arranged on a released-time basis. Prior approval by the department head, chair, or school director and dean are required for all overload commitments undertaken for supplemental compensation.

Overload compensation may be approved in cases involving for-credit continuing and professional education where the faculty member is required to travel to an off-campus location or, the faculty member is delivering a program to students at one or more distributed campus locations through distance learning technology, whether the instruction is delivered in a synchronous or asynchronous mode, or, the faculty member is delivering for-credit coursework as part of an executive/professional program approved for overload compensation, even if the course is being delivered at the faculty member’s home base.

There should be no expectation that coursework currently taught on-load, which requires a faculty member to travel to another location to teach, or for which the faculty member is delivering the program via distance learning technology, would automatically be considered for overload compensation. Determination of the faculty member’s assignment is the responsibility of the department head, chair, school director, or supervisor and dean. Distance learning instruction and teaching at off-campus sites are appropriate on-load assignments which faculty members are expected to fulfill without additional compensation.

Faculty members are not required to accept for-credit overload assignments for continuing and professional education instructional activities.

Faculty compensation is determined as part of the budget development and contract negotiation process and may vary based on discipline, level of expertise, effort required, group size, number of credits, and other factors usually considered in setting compensation for continuing education instruction. P-14 payments for credit continuing and professional education coursework also require the approval of the vice provost for faculty affairs. Contracts with businesses, organizations, or other approved revenue sources are expected to cover the full cost of such faculty compensation.

The department head, chair, school director, or supervisor is responsible for the fair and appropriate assignment of overload for-credit coursework to faculty members in the department or school. To assure equity and appropriateness, the department head, chair, school director, or supervisor, and dean monitor the responsibilities and assignments of faculty earning additional compensation.

The consulting policy sets the institutional maximum on the number of days that a faculty member can spend in approved, paid professional activity while on salary. All approved activity—consulting, technical assistance agreements, for-credit continuing and professional education coursework, and non-credit continuing and professional education must stay within the consulting policy guidelines of one day per week or no more than five days in a five-week period. Six contact hours constitute the equivalent of one consulting day.

Exceptions require the approval of the department head, chair, school director, or supervisor, dean (or appropriate administrator), and provost or executive vice president and chief operating officer, depending upon the reporting structure.

2.12 Retirement

There is no mandatory retirement age for university faculty and staff. For more information, consult Human Resources Benefits, Retirement and Retirees.

2.13 Resignation

Faculty members who wish to resign (including through retirement) should give notice as far in advance as possible. Faculty members with instructional responsibilities are expected to provide notice of at least one semester. The minimum acceptable notice for tenured, tenure-track, or non-tenure-track instructional faculty members is three months.

2.14 Non-Reappointment of Faculty Members on Temporary or Restricted Appointment

For faculty members on temporary or restricted appointments for which there is no indicated opportunity for reappointment, the letter of appointment also serves as notice of the termination of employment. The appointment is discontinued unless notified otherwise.

Research faculty members are ordinarily on restricted appointments for a fixed period because of limitations of external funding. Reappointments may be possible if such funding is renewed but should not be assumed.

2.15 Non-Reappointment of Faculty Members on Regular Appointment

The decision to non-reappoint a faculty member on a regular appointment may stem from many factors beyond unsatisfactory service, such as modification of programmatic emphasis, enrollment trends, a change in the nature of the position, or simply the intention to seek an appointee with superior qualifications or stronger potential for professional development. Non-reappointment does not require establishment or documentation of just cause.

2.15.1 Notice of Non-Reappointment for Faculty on Probationary, Tenure-Track or University Libraries Continued Appointment Track

Years	Notice
First year of employment (One-year term appointment)	February 9 of academic year or three months before end of employment year.
Second year of employment	November 9 of the academic year or six months before end of employment year;
Subsequent years	12 months before end of employment year (May 9 for academic year appointments).

2.15.2 Notice of Non-Reappointment for Faculty on Regular, Non-Tenure-Track, Instructional Appointments

Years	Notice
Less than two years	At least three months before the end of the current contract for those who have been in a regular appointment for less than two years.
Up to five years	At least one semester before the end of the current contract for those on an academic year (AY) appointment; or six months for those on a calendar year (CY) appointment; for those who have been in a regular appointment for two years up to five years.
Five years or more	At least one year before the end of the current contract for those on regular appointment for five years or more (May 9 for academic year (AY) appointment).

2.15.3 Non-Reappointment for Research Faculty on Regular Appointment

Years	Notice
Less than two years	At least three months for those in regular appointments for less than two years.
Two years or more	At least six months for those in regular appointments for two years or more.
Prior to March 2001	For those research faculty appointed to regular positions before March 2001, the notice of reappointment is 12 months.

2.15.4 Notice of Non-Reappointment for Administrative and Professional Faculty on Regular Appointment

Years	Notice
Prior to one year	At least three months before the expiration of an initial one-year appointment (for example, if the effective date of an initial one-year appointment was July 1, then written notice of non- reappointment must be made by March 31 for termination effective June 30).
More than one, but less than two years	At least six months for administrative and professional faculty members employed by the university for more than one year, but less than two years.
Two years or more	At least 12 months for administrative and professional faculty members employed by the university two years or more.

2.16 Reduction in Force (RIF)

Termination refers to the involuntary cessation of employment of a tenured or continued appointment faculty member or of a faculty member on a fixed-term appointment before the end of the term. Termination takes place only as dismissal for adequate cause or in the case of a reduction in force (RIF).

Furlough refers to the involuntary interruption of employment of a tenured or continued appointment faculty member or of a faculty member on a fixed-term appointment before the end of the term. This differs from termination in that it conveys an intention of the university to reappoint affected faculty members within some reasonable period if circumstances permit.

A reduction in force is the termination or interruption of employment of a member of the general faculty under conditions of financial exigency or program reduction. Reduction in personnel by attrition, freezes on new hiring, across-the-board reductions of salaries and/or teaching schedules, and the offering of incentives for early retirement, whether at the program level or institution-wide, are not considered reductions in force. Rather, they are lesser remedies that may be implemented before any reduction in force.

Denial of tenure to an untenured faculty member or non-renewal of appointment of an untenured faculty member on probationary appointment, or non-renewal of appointment of an untenured member of the administrative and professional faculty, where usual procedures have been affected in each instance, is not considered a termination within the meaning of this policy.

For the procedures outlined below, seniority refers to the number of years served at the university by a member of the general faculty in tenured, tenure-track, or functionally equivalent positions. Service need not be continuous to contribute to an individual’s seniority. Years of service include those during which a faculty member is employed at least half-time. Years during which a faculty member is employed less than half-time will not count toward years of service for purposes of this section.

2.16.1 Reduction in Force (RIF) Under Conditions of Financial Exigency

Reductions in force (RIF) may occur when financial conditions disallow the usual operation of programs. While the university has a right to initiate reductions in force, including those affecting tenured faculty, it is the policy of the university (to the extent consistent with the degree of financial exigency) to ensure that the rights of tenure or continued appointment are preserved; to ensure that the integrity of the university and its programs is preserved; to protect the contractual expectations of untenured faculty; to provide that the burden of corrective action is shared by the various categories of personnel of the university, including all members of the general faculty; and to ensure that any reductions that do occur follow an orderly and predictable process.

A financial exigency is an imminent financial crisis that threatens the survival of the university and that cannot be alleviated by ordinary budgeting practices. Reductions in force in response to conditions of financial exigency are determined and implemented as follows:

Declaration of a state of financial exigency. Should the president determine that so extraordinary a circumstance has arisen or is anticipated that it might be necessary to terminate or interrupt the appointments of faculty members, the president may declare a state of exigency. Upon such declaration, the president forms an ad hoc committee to review the budgetary situation and the president’s plan for addressing it.

Committee review. The ad hoc committee is comprised of no fewer than nine members, a majority of whom are faculty members nominated by the Faculty Senate. This includes at least one representative from each college. Where a RIF may affect the University Libraries or Extension faculty, at least one representative from that faculty should also be selected to serve on the committee. Any person who resigns from or otherwise discontinues service on the committee is replaced by a new member chosen in the same manner as was the individual being replaced, and such replacement members are so selected that each college and, where appropriate, the University Libraries or Extension faculty retain at least one representative. Within the constraints of time and circumstance, the committee reviews the proposal submitted by the president and any alternative remedies that are available and recommends to the president a plan of action that may incorporate reductions in force of the administrative and support staff as well as the general faculty. The committee is charged with protecting both academic freedom and, insofar as circumstances permit, the presumption of continuous employment that tenure or continued appointment bestows and considers the curricular needs and goals of the university as well and the effects of any anticipated actions on the future financial well-being of the institution.

Determination of policy. After receiving the recommendations of the ad hoc committee, the president determines the response of the university to the declared state of exigency. If the president’s decision is substantially at variance with the recommendations of the committee with specific regard to the implementation of RIFs, the committee may, by majority vote, appeal the president’s actions to the Board of Visitors. In all other matters, and in cases where the president’s decision to carry out a reduction in force accords with the recommendations of the ad hoc committee, no such appeal is available. The ad hoc committee consults with the president and receives periodic reports until the state of exigency ends and the committee determines that the obligations of the university to furloughed or terminated faculty are met.

Implementation. Reductions in force are implemented either within specified programs or across the institution. Whenever a RIF is undertaken, it is guided by the following considerations. Insofar as circumstances permit, all temporary or part-time faculty members and those not holding tenured or tenure- track appointments or their functional equivalent are retained through the then-existing term of appointment. Insofar as circumstances permit, untenured faculty holding tenure-track appointments and University Libraries and other faculty holding probationary appointments are retained through the then-existing term of appointment. No tenure-track or functionally equivalent appointment is terminated or interrupted unless and until all appropriate temporary appointments are terminated. Where reductions in force of these personnel are required, they are implemented in ascending order of rank and of seniority within rank. Whenever possible, the university provides notice of furlough or termination equivalent to that for non-reappointment schedule as set forth in chapter two, “Non-Reappointment of Faculty Members on Regular Appointment”. Except in the most extraordinary circumstances, all tenured faculty and those on continued appointment retain their positions. Where reductions in force of tenured or continued appointment personnel are required, they are implemented in ascending order of rank and of seniority within rank. Whenever possible, the university provides at least one year’s notice of furlough or termination.

Notification. The university provides written notification to all faculty affected by a RIF including. (a) a statement of the basis for its action, (b) a description of the manner in which the decision in question was reached, (c) a disclosure of the information and data on which the decision makers relied, (d) information regarding reappointment rights and process, and (e) information regarding procedures available for appealing the decision.

Appeals. The decision to furlough or terminate a member of the general faculty because of a reduction in force may be appealed in two ways. The affected individual may appeal through the grievance procedure specified in the relevant section of the Faculty Handbook. After consulting with the appropriate dean and an elected committee of faculty members from the affected program, the principal administrative officer of a program may appeal individual RIF decisions to the provost on programmatic grounds. Reductions in force of no more than one-quarter of the affected faculty in any program may be appealed in this manner.

Replacement and Reappointment. The university recognizes its obligation to reappoint personnel furloughed or terminated through a RIF insofar as circumstances permit within a reasonable period following such action. Accordingly, temporary personnel cannot replace a probationary term faculty member who has been furloughed or terminated through a reduction in force for a period of three years following that action. Similarly, temporary or probationary term personnel cannot replace a tenured or continued appointment faculty member who has been furloughed or terminated through a reduction in force for a period of five years following that action.

Rather, affected members of the general faculty are granted first refusal of re-established positions for which they are qualified, with positions offered in descending order of rank and seniority within rank whenever the number of qualified personnel exceeds the number of available positions. The university attempts to identify funds to extend to affected faculty during these periods of three and five years, respectively, all health insurance benefits for which they would otherwise have qualified. On reaching age 70, or on declining at least one offer of employment in a position equivalent in tenure status, salary, and teaching load (as adjusted to reflect post-RIF department or school changes) to that which was terminated, each faculty member affected by a reduction in force forfeits all protections afforded by this paragraph.

For the purpose of providing insurance benefits and implementing these reappointment procedures, the provost keeps the curriculum vitae and current address of each terminated or furloughed faculty member. Terminated or furloughed faculty have an obligation to maintain the accuracy and timeliness of these records; the failure to do so results in forfeiture of the protections afforded by this paragraph.

2.16.2 Reduction in Force (RIF) for Academic Program Restructuring or Discontinuance

Ordinarily, changes to academic programs within the university are planned so that the appointments of faculty members are not compromised. Such changes are considered part of the ongoing evolution of academic programs and are subject to the usual procedures established by the colleges, relevant commissions, and the State Council of Higher Education for Virginia.

However, when extraordinary circumstances require more rapid change, it may be necessary to restructure or discontinue programs or departments or schools in a way that leads to involuntary terminations or other alterations of appointments of faculty members with tenure or continued appointment. In such circumstances, the policy in this section applies.

Any decision to restructure or discontinue academic programs in a way that alters faculty appointments is a universitywide responsibility and should be made to support the educational mission of the university. In all such circumstances, early and meaningful faculty participation is essential and fundamental to the process outlined in this policy.

The restructuring or discontinuing of one or more academic programs with the potential to invoke this policy may be initiated by the provost or president, by the college deans, by the college faculties, or by an appropriately charged commission. If the provost determines that such restructuring or discontinuing of academic programs should be considered, a Steering Committee for Academic Restructuring, hereinafter referred to as the steering committee, is appointed as described below. The purpose of the steering committee is to evaluate and coordinate the proposed restructuring effort, and to ensure that the procedures in this section are followed.

The steering committee is composed of nine members determined jointly by the provost and the president of the Faculty Senate. Two faculty members selected from the membership of the Commission on Faculty Affairs; two faculty members selected from the membership of the Commission on Undergraduate Studies and Policies; two faculty members selected from the membership of the Commission on Graduate Studies and Policies; one faculty member selected from the University Advisory Council on Strategic Budgeting and Planning; one member selected from nominations by the Faculty Senate; and the provost, or an administrative designee.

The steering committee elects a chair by a vote of all members of the committee. The steering committee composition is intended to ensure that the expertise and perspectives of the relevant commissions are incorporated in the deliberations.

The provost initiates discussion of a proposed program restructuring or discontinuance with the steering committee, describing the need for the change, the proposed type and scope of restructuring effort, the educational rationale for the change, and an explanation of how it is consistent with the long-term goals of the university. If after these preliminary discussions and upon considering the advice of the steering committee, the provost decides to proceed, the provost prepares a more detailed proposal including identification of programs to be restructured or discontinued (or how they will be identified); timelines for development of specific plans by the affected programs and for the restructuring effort as a whole; and the estimated impact on the affected faculty, staff, and students, and on the university as a whole. If a budget reduction is involved, then reduction targets for any affected unit(s) must be included in the draft proposal.

The steering committee reviews the draft proposal and makes recommendations to the provost either to proceed with the proposal as written or with modifications, or to return it as insufficiently justified. The steering committee shares its recommendations with the university community.

The provost considers the steering committee's recommendations and makes every effort to develop a plan acceptable to the steering committee. If the provost decides to proceed, direction is given to the relevant dean(s) to prepare specific plans for the affected programs, based on guidelines in the following section. These plans identify which specific programs are to be reduced or eliminated; how the faculty, staff, and students will be affected; and how the rights, interests, and privileges of the faculty and staff members will be protected. If a budget reduction is involved, the specific plan must describe how the reduction targets will be met.

Under specific circumstances approved in advance by the provost and president, the Alternative Severance Option may be available to deans for meeting reduction targets.

The deans submit specific plans to the provost, who reconvenes the steering committee to oversee the review and comment process. All specific plans are made available to the university community for comment for a period of not less than three weeks. The relevant commissions (including the commissions on Staff Policies and Affairs and Administrative and Professional Faculty Affairs if such employees are affected) are also asked to review and comment on the plans. The steering committee receives all comments and makes recommendations to the provost; these recommendations are also shared with the university community at large. The president and Board of Visitors have final authority to approve and implement all plans. Notification to affected faculty does not proceed until final approval is given.

Guidelines for development of college plans: The relevant deans should develop specific plans by involving the faculty at all levels of decision-making. Staff members should be involved as appropriate.

College-level planning for programmatic reductions follows the guidance and intent of the plan reviewed by the steering committee and approved by the provost. For developing specific plans, an academic program should meet one or more of the following criteria: (a) “program” as part of its title, (b) grants a degree or a credential, (c) has a sequence of courses with a common prefix, or (d) is identified as an academic program in official university documents. A program is generally smaller than a department or school and must be larger than the activities of a single faculty member.

If restructuring requires the termination of faculty members, then the following guidelines must be followed. When programs are identified for restructuring or discontinuance, all faculty assigned to the program, both tenured and untenured, are potentially subject to reassignment or termination. Within programs identified for restructuring or discontinuance, tenured faculty must not ordinarily be terminated before untenured faculty. Termination decisions within the tenured faculty as a group or within the untenured faculty as a group should be based on rank and merit. Faculty members on restricted or temporary appointments should be terminated before faculty members on regular appointments. The number of involuntary terminations of tenured faculty members should be minimized by providing incentives for resignation, retirement, or reassignment.

Minimum responsibilities to individual faculty members. The university recognizes its responsibility to faculty members if this policy is implemented. All plans to restructure academic programs guarantee the following to individual faculty members.

Notice of termination. Faculty members with tenure or continued appointment whose positions are eliminated as part of restructuring are given notice of not less than three years. Administrative and professional faculty members on regular appointments shall be given at least 90 days’ notice. All other faculty members shall complete their current contracts or be given a one-year notice whichever is less. Notice of termination longer than the minimum specified above may be given to selected faculty members whose expertise is essential to closing out an academic program in which students are enrolled.

Written notification. After final approval has been given for specific plans, written notification is provided to all faculty members whose appointments will be terminated or altered. The notification shall include a statement of the basis for its action, a description of the way the decision was reached, a disclosure of the information and data on which the decision was based, and information regarding procedures available for appealing the decision.

Transition assistance. Every effort is made to place affected faculty members with tenure or continued appointment in available openings in the university or to reassign them to continuing programs. Transition assistance may include training to qualify for placement in a related field if desired and appropriate. Where placement in another position is not possible, the university provides appropriate and reasonable career transition assistance such as clerical support, communications, office space, and outplacement services.

Reappointment. In all cases of termination of appointment because of program reduction or discontinuance, the position of a faculty member with tenure or continued appointment cannot be filled by a replacement within a period of three years following separation unless the released faculty member was first offered reinstatement and a reasonable time in which to accept or decline.

Appeals. A faculty member whose appointment is terminated or altered due to program reduction or discontinuance may file a grievance as outlined in the relevant section of the Faculty Handbook. Grounds for appeal may be substantial failure to follow the procedures and standards set forth in this section. Because faculty members, through the steering committee, are involved in the review and development of recommendations guiding the restructuring or discontinuance, the determination of which programs or departments or schools are affected cannot be a basis for appeal.

2.17 Severance

2.17.1 Transitional Severance Benefits

See Policy 4245, “Severance Benefits Policy for University Employees”. Transitional severance benefits shall be provided to eligible salaried university staff and salaried teaching and research and administrative/professional faculty employees on regular appointments, without regard to hire date, who are involuntarily separated due to budget reductions, agency reorganizations, or workforce downsizings, for reasons unrelated to performance or conduct.

2.17.2 Alternative Severance Option (ASO)

Under specific circumstances approved in advance by the provost and president, an alternative severance option (ASO) may be available to eligible faculty. Severance of faculty members with tenure or continued appointment must be voluntary; no tenured faculty member can be required to participate. Tenure-track and continued appointment-track faculty members are not eligible, nor are restricted employees.

The premise for any severance payment rests on the rationale of business necessity to reduce personnel expenses. When such a situation occurs, deans and senior managers will be asked to define the business operations, academic programs, departments, schools, or units where personnel reductions will occur. An approved business plan for each participating college or vice-presidential area will describe the specific units and eligibility criteria for participation in the ASO or layoff substitution process. These plans will necessarily differ. Some colleges and senior management areas do not offer the ASO as a means to reach their budget reduction targets. The identification of employees who receive this offer will be based on business need, and, therefore, it is possible not all employees who are eligible will be selected to participate. For example, more employees may apply than are needed to address the reductions and positions critical to business operations would be excluded. Eligible employees in units with approved business plans are notified if the option is available to them.

2.17.3 Unclaimed Personal Property

All personal property - tangible, intangible, electronic, or other personal property - is removed by close of business on the faculty member’s final day of employment at Virginia Tech unless prior approval is granted. The university is not responsible for keeping or maintaining personal property left by the faculty member. The university accepts no liability for lost, damaged, or destroyed personal property.

A departing faculty member may request permission to store personal property beyond the last day of employment. The following stipulations apply: the request to store personal property must be submitted prior to the last day of employment; such a request must be submitted to the department head, chair, school director, or authorized supervisor, and the department head, chair, or school director, or authorized supervisor has absolute discretion in approving or denying the request.

2.18 Professional Responsibilities and Conduct

For additional information, consult Virginia Tech statement of Business Conduct Standards. All employees are expected to ensure that business activities are conducted properly and in compliance with federal and state laws. Procedures can be found on webpages of the Controller's Office, Procurement Department, Human Resources, and in university policies.

Each employee contributes to the success of Virginia Tech by performing job responsibilities in accordance with university policies and procedures. The university’s business standards provide a foundation of business practices to support the core missions of learning, discovery, and engagement.

2.18.1 Policy on Misconduct in Research

For more information, consult chapter ten in this handbook, the Research Integrity Office in Research and Innovation, and Policy 13020, “Policy on Misconduct in Research” . The university endorses high ethical standards in conducting research to ensure public trust in the integrity of research results. The university recognizes that deception in research erodes the credibility of an institution and the confidence of those who might benefit from the research. The university takes all reasonable and practical steps to foster a research environment that promotes the responsible conduct of research and research training (and activities related to that research or research training), discourages research misconduct, and deals promptly with allegations or evidence of possible research misconduct.

2.18.2 Statement of Principles of Ethical Behavior

For more information, consult Faculty Senate’s Committee on Faculty Ethics. The faculty of Virginia Tech believe that academic freedom is essential to attain our missions as scholars and teachers. We also recognize and accept the responsibilities attendant to academic freedom as fundamental to a scholarly community. We believe we must exercise our rights with due regard to the rights of others and we must meet our obligations fully as faculty members. We hold ourselves accountable to ensure that the faculty of Virginia Tech is recognized for its commitment and leadership to pursue knowledge, to promote the free expression of ideas, to teach our students, and to serve the citizens of Virginia.

Scholarship. Guided by a deep conviction of the worth and dignity of the advancement of knowledge, we recognize our primary responsibility to our disciplines is to seek and to state the truth. To this end, we devote our energies to developing and improving our scholarly competence. We accept the obligation to exercise critical self-discipline and judgment in using, extending, and transmitting knowledge. We practice intellectual honesty and do not compromise our freedom of inquiry. At Virginia Tech, self-plagiarism is considered unethical behavior. Self-plagiarism occurs when authors reuse substantial parts of their own published work as new without providing appropriate references to the previous work if this reuse deviates materially from standard practice in the field.

Students. We encourage the free pursuit of learning in our students and exemplify the best scholarly and ethical standards of our disciplines. We value and promote differences among students and respect students as individuals and serve as their intellectual guides and counselors. We make every reasonable effort to foster honest academic conduct and to assure that our evaluations of students reflect each student's true merit. We respect the confidential nature of the relationship between professors and students. We avoid any exploitation, harassment, or discriminatory treatment of students and acknowledge significant academic or scholarly assistance from students. We do not engage in any romantic or sexual relationships with students whom we are in a position to evaluate by virtue of our teaching, research, or administrative responsibilities.

Instruction. We strive to be fair, compassionate, and effective teachers. We prepare classes adequately, present materials fairly, and make ourselves available to students for consultation and advice. We avoid bias and we respect diverse points of view.

Colleagues. We accept our obligations that derive from common membership in the faculty of Virginia Tech. We relate to colleagues and other university personnel in a responsible, professional, and civil manner, avoiding behaviors and actions that purposefully, consistently, and unnecessarily tend to disrupt, impede, harass, or abuse them in the performance of their assigned tasks and professional duties. We do not discriminate against colleagues, nor do we engage in romantic or sexual relationships with employees whom we are in a position to supervise or evaluate. We respect and defend free inquiry by all. In the exchange of criticisms and ideas, we show respect for the opinions of others, acknowledge significant academic or scholarly assistance, and strive to be open-minded and fair in our professional judgments. We accept our share of faculty responsibilities for the governance of Virginia Tech and take due care in the discharge of those responsibilities.

University. We seek above all to be effective in our assigned responsibilities. We give paramount importance to these responsibilities in determining the amount and character of work done outside of Virginia Tech. Although we observe the Faculty Handbook, we maintain our right to criticize and seek revision of university policy.

Community. As members of the larger community, we have the same rights and obligations as other citizens. We measure the importance of these rights and obligations in light of our responsibilities to our disciplines, to our professions, to our students, and to Virginia Tech. When we speak or act as private persons, we avoid creating the impression of speaking or acting for Virginia Tech. As citizens engaged in a profession that depends upon freedom for its welfare and integrity, we have a particular obligation to promote conditions of free inquiry and of further public understanding of academic freedom.

2.18.3 Allegations of Unprofessional or Unethical Conduct

The Faculty Senate Committee on Ethics receives, investigates, and considers allegations of unprofessional or unethical conduct for all types of faculty members, except administrative and professional faculty members. If the committee finds a serious breach of ethical conduct that leads to a recommendation for a severe sanction or dismissal for cause, the procedures for imposition of a severe sanction or dismissal for cause are followed in implementing such sanctions, as described in the relevant chapter of this handbook.

2.18.3.1 Allegations of Unprofessional or Unethical Conduct against an A/P faculty member

When the allegation is against an administrative or professional (A/P) faculty member without tenure or continued appointment, a special panel of five administrative and/or professional faculty members is selected to review the charges and hear the case, if appropriate. The vice president of the A/P Senate chooses panel members from among the A/P faculty at large. The A/P Senate vice president may invite an experienced member of the Faculty Senate Committee on Ethics to serve as a non-voting member of the panel. All potential members must disclose possible conflicts of interest concerning their participation in the case.

2.19 Faculty Senate Standing Committees on Ethics and Review

External Faculty Senate Standing Committees report to the vice president of the senate and are summarized in the Faculty Senate Constitution. For more information, consult the Faculty Senate.

2.19.1 Committee on Ethics

The Faculty Senate Committee on Faculty Ethics receives and considers charges of violations of faculty ethics that involve the abuse of professional responsibilities as outlined in the principles of ethical behavior as prescribed in the Faculty Handbook. It is the venue for the examination of possible violations of the standards for research, teaching, and appropriate behavior with colleagues and students that do not cross legal thresholds, such as behavior that is offensive but does not meet the standard for discrimination/harassment. The committee has an investigatory and reporting role.

2.19.2 Faculty Review Committee

The Faculty Senate’s Faculty Review Committee oversees the movement of grievances through the grievance process as prescribed in the Faculty Handbook’s grievance process, provides faculty review of faculty grievances that are not resolved at the college level, and considers appeals in the promotion and tenure or continued appointment process when the provost does not concur with a positive recommendation from the University Committee on Promotion and Tenure or the University Committee on Promotion and Continued Appointment. The committee has an investigatory and reporting role.

2.20 Disclosure Requirements for Activities and Interests (Conflict of Interest and Commitment)

Virginia Tech encourages individual engagement in additional activities and interests including collaborations with other public and private institutions and services to potential university stakeholders. With such endeavors comes an inherent risk of circumstances resulting in a conflict of interest or conflict of commitment. Individuals and the university are responsible for assuring compliance with regulatory requirements and policies of research sponsors, state and federal agencies, and the university, as well as maintaining the trust of the broader public that possible personal gain does not influence or bias activity or decision-making at the university.

Participation in additional activities and interests (internal or external) is permitted to the extent that the activity does not negatively impact one’s ability to meet the expectations of their primary role with the university, and that participation does not create an impermissible conflict of commitment or conflict of interest. To ensure that such potential conflicts are mitigated, accurate and timely disclosure of additional activities and interests allows leaders and university experts to advise employees so as to avoid such conflicts or structure arrangements to manage them appropriately. Further information about the policy and process for disclosing activities or interest can be found in Policy 1045, “Disclosure Requirements for Activities and Interests (Conflict of Interest and Commitment Policy)”. Types of activities or interest that should be disclosed include, but are not limited to:

• Additional Employment or Appointments (internal or external to the university)
• External Consulting
• Professional Service
• Additional Research Support outside of Virginia Tech
• Board Service/Officer Roles with Fiduciary Responsibility
• Activities with Foreign Entities
• Significant Financial Interests
• Employment of Immediate Family Members

Additional information about disclosure requirements can be found in Policy 1045, “Disclosure Requirements for Activities and Interests (Conflict of Interest and Commitment Policy)”.

2.21 Virginia Tech Continuing and Professional Education Technical Assistance Program (TAP)

Consult Continuing and Professional Education, Technical Assistance Program (TAP) for information. Consulting agreements may be negotiated by the individual faculty member and the sponsoring organization, not involving university participation in any way, or they may be negotiated as part of a technical assistance agreement through the university. The technical assistance program was created as part of the university’s outreach mission to respond to requests from business and industry for the application of knowledge to a specific process-related or technical situation.

Proposals for technical assistance are small scale (generally less than $25,000), short-term, require a rapid response, and do not involve the generation of new knowledge or the development of intellectual property. (Projects involving the generation of knowledge and/or faculty buyouts must be handled as sponsored projects.) Continuing and Professional Education negotiates and administers contracts for technical assistance.

Technical assistance contracts typically identify the faculty member who will provide the needed expertise, the amount of time to be devoted to the project, the scope and estimated cost of the work, timelines for the consulting or project, and any required deliverables.

Payment to the faculty member for such consulting is negotiable and provided through university payroll. Faculty earnings for technical assistance agreements must be within the overall limitation of 33⅓ percent of annual income during the academic year for nine-month faculty members; summer earnings from all university sources are also capped at an additional 33⅓ percent for academic year faculty members. Faculty members on calendar year appointments may earn 33⅓ percent of annual income during the fiscal year. The earnings limitation is for payments from all university sources, including approved non-credit Continuing and Professional Education activities. Similarly, total time involved in technical assistance, other approved consulting, and non-credit teaching must be within the constraints of this policy.

For more information on technical assistance agreements, contact Continuing and Professional Education. A technical assistance agreement, completed and approved by the department head, chair, or school director, or supervisor and dean, substitutes for approval of a Request to Engage in External Activity Form 13010 usually required for approval of consulting.

2.22 Additional Employment by Graduate Students with a Full-Time Assistantship

Given individual circumstances, graduate students on a full-time graduate assistantship may, at times, wish to pursue additional employment. For additional information, consult Policy 6210, “Management of Graduate Assistantships and Tuition Remission”. Graduate students receiving full-time assistantships are not prohibited from seeking additional employment, though international graduate students on assistantships may be prohibited from any additional employment by their specific visa status. In the interest of their professional development and maintenance of satisfactory academic progress, students seeking additional employment should consult with their academic advisors, and when appropriate their assistantship providers, regarding the fulfillment of their assistantship and graduate study responsibilities. The Graduate School must be notified in advance of any additional employment plan. The Graduate School should be consulted to assist with the resolution of any conflicts of interest that may arise. Attempted resolution of conflict occurs at the departmental or school level first, and then can be referred, if necessary, to the Graduate School and/or Office of the Graduate Ombudsman.

In evaluating the merits of additional employment, including outside employment, graduate students and their advisors should consider the following:

• Employment by a company owned in whole or part by the faculty chair of the student’s dissertation or thesis committee presents the potential for serious conflicts of interest. In such cases, another faculty member of equal or greater rank must serve as chair or co-chair of the advisory committee.
• It is inappropriate for any student to receive remuneration directly from the external funding organization while also being employed as a graduate assistant or wage earner on a contract with that same organization.
• It is inappropriate for any student to work for an employer who is in direct competition with a current funding source.

Graduate students on paid assistantships are required to comply with Policy 1045, “Disclosure Requirements for Activities and Interests (Conflict of Interest and Commitment Policy)”.

2.23 Workplace Policies

The following are summaries of selected, frequently referenced university policies and procedures pertaining to faculty. These summaries are intended to notify the reader of the existence of a formal policy and where to locate more information. Visit Policies at Virginia Tech for the official repository of university policies.

2.23.1 Indemnity

All university employees, while acting within the course and scope of their employment, are covered by the commonwealth’s insurance plan, and will be defended by the Office of the Attorney General in actions brought against them. Questions concerning any specific situation should be addressed to the Office of the University Legal Counsel.

2.23.2 Non-Discrimination, Harassment Prevention, Sexual Assault

For more information contact the Office for Civil Rights Compliance and Prevention Education. The university provides a workplace where all employees, students, visitors, and volunteers are treated with dignity and respect. Policy 1025, “Policy on Harassment, Discrimination, and Sexual Assault” affirms the university’s commitment to prohibit discrimination and harassment at all levels and areas of university operations and programs. Policy 1026, “Policy on Title IX Sexual Harassment and Responsible Employee Reporting” outlines processes for sexual assault and harassment.

As an academic community, Virginia Tech values the rights guaranteed by the First Amendment of the United States Constitution and does not restrict the exercise of these rights. All members of the university community are responsible for respecting conditions that preserve the freedom to learn. Protected activities do not violate university policy unless they interfere with university functions, violate the rights of others, or otherwise break the law. The appropriate supervisor or administrator is responsible for addressing offensive behavior that does not violate the non-discrimination and harassment prevention policy.

It is also a violation of policy to retaliate against any party for participating in a discrimination and/or harassment investigation (“protected activity”). Retaliation includes any adverse treatment that is reasonably likely to deter the complainant or others from filing a charge of discrimination and/or harassment or participating in a discrimination and/or harassment investigation. Retaliation can be verbal, written, graphic, electronic, or physical.

Intimate Relationships. It should be understood by all members of the university community that amorous or sexual relationships (hereinafter referred to as intimate relationships) that occur in the context of educational or employment supervision and evaluation present serious ethical concerns and potential for bias or the perception thereof. All faculty have an obligation to eliminate any actual or perceived conflict of interest to maintain integrity and credibility for themselves and the university. Intimate relationships between supervisors and employees they directly supervise may violate university policy. Intimate relationships between faculty and students enrolled in their classes or students for whom they have professional responsibility as advisor or supervisor contravene the Statement of Principles of Ethical Behavior.

Faculty members or others performing instructional, mentoring, or academic advising duties and supervisors involved in intimate relationships must remove themselves from any activity or evaluation that may reward or penalize the affected student or employee. To do so, faculty members are expected to disclose such a relationship to their department head, chair, or school director or other direct supervisor and work with them to identify and implement appropriate mitigating measures to change the supervisory structure. Failure to do so may lead to ethical investigations if reported to the Faculty Senate Committee on Ethics, and possible sanctions in accordance with the provisions of the Faculty Handbook governing that faculty member’s employment category.

Intimate relationships between faculty and students are particularly susceptible to exploitation. An objective supervisory evaluation cannot exist if such a relationship exists. Moreover, the respect and trust accorded to a professor by a student, as well as the power exercised by the professor in giving praise or blame, assigning grades, and providing recommendations for further study and future employment, may undermine the voluntary nature of consent by the student, given the fundamentally asymmetric nature of the relationship.

Faculty and supervisors should be aware that engaging in intimate relationships with students or employees they supervise could make them liable for formal action. Even when both parties have consented to the development of such a relationship, it is the faculty member or supervisor who, by virtue of one’s special responsibility, may be held accountable for unprofessional behavior. Complaints to the Faculty Senate Committee on Ethics may be filed by either party to the intimate relationship or by a third party outside the relationship.

For any report involving alleged nonconsensual sexual activity between a faculty member and a student, this section—including any process offered through the Faculty Senate Committee on Ethics—is superseded by university policies 1025 and 1026 and the procedures referenced therein. Policy 1025 and Policy 1026 both prohibit sexual harassment—including quid pro quo harassment (i.e., a university employee conditioning educational benefit or service upon a person’s participation in sexual conduct) and various forms of sexual violence. Any faculty member who becomes aware of an allegation of nonconsensual sexual activity between a faculty member and a student must report that allegation to the university’s Office for Civil Rights Compliance and Prevention Education as required by university policy.

Responsible Employee Reporting. University administrators, supervisors, and those performing instructional or academic advising duties have an added responsibility to create and maintain a work and learning environment free of discrimination and/or harassment.

If an administrator, supervisor, or individual with instructional responsibility becomes aware of an incident that might reasonably be construed as constituting discrimination and/or harassment, they must take immediate steps to address the matter. In such cases, the administrator, supervisor, or individual with instructional responsibility should promptly contact the Office for Civil Rights Compliance and Prevention Education to coordinate any further action that may be necessary.

Administrators, supervisors, and those with instructional responsibility should act whenever they learn, directly or indirectly, about discrimination and/or harassment. This obligation exists even if the complainant requests that no action be taken. It is not the responsibility of the complainant to correct the situation.

Administrators, supervisors, and those with instructional responsibility (for their respective teaching obligation) have the legal responsibility to protect a complainant from continued discrimination, harassment, or retaliation. They must also protect persons accused of discrimination and/or harassment from potential damage by false allegations.

Administrators and supervisors will be held accountable for dealing with and taking necessary steps to prevent discrimination and/or harassment.

Administrators and supervisors are responsible for informing employees and students under their supervision of this policy and providing the name and contact information of the person responsible for addressing harassment and/or discrimination complaints covered under Policy 1025 and Policy 1026.

For additional information and to file a discrimination or harassment complaint, including Title IX, contact the associate vice president for Civil Rights Compliance Prevention Education, Virginia Tech, North End Center, 300 Turner St., Blacksburg, VA 24061, Phone 540-231-2010.

2.23.3 Campus and Workplace Violence Prevention

The university’s commitment to preventing campus and workplace violence is specified in Policy 5616, “Campus and Workplace Violence Prevention Policy”. The policy lists prohibited conduct and sanctions for any policy violations, and prohibits carrying, maintaining, or storing a firearm, ammunition, or weapon on any university facility and for all events on campus where people congregate in any public or outdoor areas, even if the owner has a valid permit, when it is not required by the individual’s job or in accordance with the relevant university policies for student life. The policy also describes prevention, risk assessment, and response practices implemented, such as establishment of a Campus and Workplace Violence Prevention Committee, and a Threat Assessment Team, and appropriate procedures for incident reporting.

Virginia Tech Police Department. We encourage victims of sexual violence, including rape, sexual assault, sexual battery, stalking, and dating and domestic violence, to exercise their right to file a complaint with the Virginia Tech Police Department if the crime occurs on Virginia Tech’s property, regardless of the status of the complainant. For crimes occurring away from Virginia Tech’s property, victims may contact the local law enforcement in the appropriate jurisdiction.

2.23.4 Safe Academic and Work Environment

The university is committed to ensuring the safety and security of employees, students, visitors, and volunteers. Employees are responsible for compliance with environmental, health and safety laws and regulations and should make every effort to maintain a safe and healthy working environment. In the interest of promoting a safe and secure working, learning, and living environment for employees, students, and visitors, the university developed Policy 5615, “University Safety and Security”. This policy prescribes a larger and institution-wide commitment to a safe and secure campus, establishes offices specifically charged with security and safety responsibilities, designates the Incident Leadership Team to provide general oversight and leadership for the university’s security, safety, and violence prevention efforts, designates the University Safety and Security Committee as an advisory group on safety and security practices and concerns, and lists responsibilities for department head, chair, or school director, and individuals in supervisory roles.

2.23.5 Health and Safety

Policy 1005, “Health and Safety Policy” describes the university’s commitment to a healthy and safe campus and documents roles and responsibilities to help prevent accidents, illnesses and injuries; increase safety awareness; meet requirements of environmental, occupational health, and safety laws and regulations; reduce institutional liability; and establish safety responsibilities for members of the university community and visitors to university-owned or occupied property. Consult Virginia Tech Environmental Health and Safety for information on health and safety programs.

2.23.6 Emergency Action Plans: Preparedness and Response

Faculty and supervisors are expected to lead during emergencies by remaining calm, following established procedures, and modeling appropriate responses. Familiarize yourself with the spaces where you work or teach, identify at least two exit routes, and review the Emergency Action Plan (EAP) for each building. University Policy 1005, “Health and Safety Policy” and Policy 5615, “University Safety and Security” require each department to update their EAP and Building Annexes annually.

Plan ahead by reviewing digital preparedness resources at Emergency Management, using the Hokie Ready App and subscribing to VT Alerts with accurate contact information. Keep a charged cell phone accessible and update departmental and supervisory contact lists each semester. At the start of each term, review emergency procedures—including evacuation, Shelter in Place, and Secure in Place—with students and colleagues no matter your location for teaching, research or outreach, by consulting Virginia Tech Emergency Management information on preparedness at Be Hokie Ready.

2.23.7 Authorized Closings and Modified Operations

Policy 5600, “Policy for Authorized Closings and Modified Operations” defines the process followed when the university is affected by inclement weather, natural disasters, emergencies, major events including but not limited to commencement ceremonies and sporting and entertainment events, and other conditions that may cause operations to be modified or suspended. It addresses decision-making authority and assigns responsibility for communications. Faculty should be familiar with instructional continuity and support resources through Technology-Enhanced Learning and Online Strategies (TLOS) at Continuity of Instruction.

2.23.8 Standards for Acceptable Use of Information Systems and Digital Media Communications Tools

Policy 7000, “Acceptable Use and Administration of Computer and Communication Systems” governs acceptable use of information systems at Virginia Tech. University employees may not use university systems for partisan political purposes including the use of electronic mail to circulate advertising for political candidates.

Access to computer systems and networks owned or operated by Virginia Tech imposes certain responsibilities and obligations and is granted subject to university policies, and local, state, and federal laws. Acceptable use is always ethical, reflects academic honesty, and shows restraint in the consumption of shared resources. It demonstrates respect for intellectual property, ownership of data, system security mechanisms, and individuals’ rights to privacy and to freedom from intimidation, harassment, and unwarranted annoyance.

Policy 7000, “Acceptable Use and Administration of Computer and Communication Systems” applies to the use of any computing or communications device, regardless of ownership, while connected to the university network, and the use of any information technology services provided by or through the university. Every user of these systems and services is expected to know and follow this policy. Refer to Acceptable Use of Information Systems at Virginia Tech for details of what are acceptable and not acceptable use of university resources. In making acceptable use of resources, you must NOT, if you are an employee, use university systems for partisan political purposes, such as using electronic mail to circulate advertising for political candidates.

University entities or individuals may, as needed, use digital communication tools to communicate with groups of university constituents on matters of official university business that require immediate notification or that are of a sufficient level of importance to warrant special attention. Any such group communications to employees, students, or others must be compliant with all regulations and university policies and should be limited to those matters that affect the majority of the defined group. Text messaging may be used but must not be the sole means of communicating an essential message or announcement. The text message must be supplemented by some other means of communication, e.g. an email or paper notice to ensure that all intended recipients, including those without a mobile phone, receive the message.

2.23.9 Privacy of Electronic Communications

Department of Human Resource Management Policy 1.75 of the Commonwealth of Virginia states “no user shall have any expectation of privacy in any message, file, image or data created, sent, retrieved, received, or posted in the use of the Commonwealth’s equipment and/or access.” Policy 7035, “Privacy Policy for Employees’ Electronic Communications” defines the balance between the university’s business needs and respect for employees’ freedom of inquiry. The policy guides the actions of managers in certain situations and clarifies expectations for all employees about when and how the university may access employees’ communications.

Virginia Tech requires all employees to obey applicable policies and laws in the use of any computing device, regardless of ownership, while connected to the university network. (See Policy 7010, "Securing Technology Resources and Services").

The university does not routinely monitor or access the content of electronic communications, computer files, or voicemail of its employees, whether stored on university equipment or in transit on the university network. Content of employees’ electronic communications or files are not accessed during the execution of routine systems support, network performance, and related security functions.

However, monitoring or access may be necessary under certain circumstances. Legal or administrative circumstances where monitoring and/or access may occur without further authorization are communications or files required to be released by law, by orders of a court, or requested in accordance with the Virginia Freedom of Information Act; approved internal audit reviews; resolution of technical problems, emergency situations involving an imminent threat of irreparable harm to persons or property; and resources assigned to a group or publicly available to any user.

2.23.10 Social Media

Virginia Tech recognizes the value of social media platforms for a range of goals and must balance its support of social media with the preservation of Virginia Tech’s brand identity, integrity, and reputation. The university authorizes the creation and use of university social media accounts, provided their use is professional, protects the reputation and brand of the university, aligns with university priorities, and complies with other Virginia Tech policies and applicable state and federal laws and regulations, and is guided by the Virginia Tech Principles of Community. Policy 1030, “Social Media Policy” outlines the obligations, processes, and procedures for the use of social media.

2.23.11 Political Activities

Candidacy for political office, political service on county and state commissions, and active participation in political campaigns are recognized as individual freedoms of each faculty member. The only restriction placed upon such activities is that they do not interfere with the faculty member's academic responsibilities. Faculty members must take care to ensure that their positions in the university are kept separate from their political activities; it must be clear that they act as citizens in such activities, not as representatives of the university. The university encourages interest in civic affairs. However, neither political nor community activities are considered in the annual merit evaluation of a faculty member. If income is obtained for such activities, approval must be first obtained under consulting policies.

2.23.12 Crowdfunding

Generally, crowdfunding is the practice of funding a project or campaign by soliciting relatively small donations of money from a large number of people, typically via the Internet. The university’s crowdfunding platform provides crowdfunding guidelines, including the application process, best practices, and team roles and responsibilities. Policy 12100, “Policy on Coordination of Private Fundraising” provides guidance on using crowdfunding.

2.23.13 Stewardship of Resources and Internal Controls

It is the university’s policy to maintain a robust system of internal controls in order to safeguard assets, identify and correct errors and irregularities in the financial records on a timely basis, and to enhance compliance with university policies and procedures and applicable laws and regulations. The establishment, maintenance, and evaluation of an organization's system of internal controls is the responsibility of management and creates the foundation for sound business practices within an ethical environment. It is also university policy to assess the effectiveness of the system of internal controls through periodic reviews by management and the services of external and internal auditors.

Policy 3010, “Internal Controls” applies to all university faculty, staff, and wage employees, hereafter referred to as “employees.” All university employees play a key role in ensuring that the high standards of business and ethical practices and the good stewardship of university resources are adopted in the performance of their duties at Virginia Tech. The establishment of strong internal controls echoes the principles of professional and personal integrity found in the university’s Statement of Business Conduct Standards which requires all employees to be fair, ethical, and honest in all internal and external business dealings and to comply with university policies and procedures and applicable laws and regulations.

2.23.14 Domestic and International Travel

For more information, consult Travel through the Office of the Controller. The university encourages faculty to pursue endeavors that will enhance their professional development and benefit university programs. For details on travel-related business expenses and travel reporting procedures, refer to Controller’s Office Procedures 20335A: Travel Overview and Policy 1070, “Global Travel Policy”. The university strongly encourages all members of the university community who are contemplating travel abroad for education, research, or other purposes to plan well in advance and to take precautions to ensure a safe trip.

2.23.15 Use of University Facilities

Consult Policy 5000 “University Real Property (Building, Grounds, Infrastructure) Usage and Events” and Policy 6362 “Policy on Continuing and Professional Education”.

The facilities of the university are intended for the use of its faculty, staff, students, and invited guests participating in university-approved programs and activities, sponsored by or under the direction of the university or one of its related agencies or approved organizations, or by other organizations outside the university. Refer to Policy 5000 “University Real Property (Building, Grounds, Infrastructure) Usage and Events” for further guidance regarding approved uses of university facilities. Policy 6362, “Policy on Continuing and Professional Education” requires that academic colleges, centers, and administrative units designing and delivering continuing and professional educational activities, both on- and off-campus, under the auspices of the Virginia Tech brand must work through Continuing and Professional Education. This includes work conducted by faculty in Blacksburg, as well as faculty delivering continuing education programs at university locations outside Blacksburg. Alternate arrangements may be made in the case of lack of availability of appropriate space or mutual agreement between the sponsoring university entity and Continuing and Professional Education.

University facilities are to be used in a manner consistent with their intended purpose. Priority of use is given to those activities related to the mission of the university. The facilities must be used in a safe, professional manner so as not to endanger the university community or the general public. The university may restrict access to land and buildings to protect individuals, property, and equipment.

The vice president for campus planning, infrastructure, and facilities is responsible for implementing policies and procedures about university facilities, including academic buildings.

Requests for use of rooms in The Inn at Virginia Tech and Skelton Conference Center are submitted to The Inn’s space reservationist. Requests for use of the residence halls follow procedures outlined in Policy 5010 “Residential Camps, Conferences, and Workshops”.

Faculty and staff are not allowed to use university resources for private gain. However, under the following conditions, the compensated use of specialized facilities or equipment is allowed in support of approved consulting activities:

The facility or equipment must have a charge rate, established by the Controller’s Office, which reflects all direct and indirect costs associated with the use of the facility or equipment and applies to use by parties outside the university. The charge rate is applied to the actual use.

A Request to Engage in Outside Activities must be filed with the Online Disclosure and Management System specifying the facility or equipment to be used and estimating, in time or charges, the extent of the proposed use. The director, department head, chair, school director, or supervisor of the department or school responsible for the facility or equipment verifies, on the Request to Engage in External Activity Form 13010A, that the proposed use does not interfere with, or have priority over, anticipated university use of the facility or equipment.

In approving the Request to Engage in Outside Activities, the faculty member’s department head, chair, school director, or supervisor and dean or vice president (and provost, when appropriate) determine that the consultation is of substantial professional merit and presents no conflict of interest in the use of the facilities or equipment. Particular care is given to the relationship of the consultation with current or potential grants or contracts and to the possibility of unfair competition with local firms and businesses.

If an employee uses equipment of a specialized service center, the employee is charged the “commercial” or “consulting” rate, as determined by the Controller’s Office. The employee is billed based on actual use. The deposit is credited to the appropriate service center account established by the Controller’s Office.

If the faculty member uses facilities such as those of the Virginia Tech athletic department, Center for the Arts, or Student Engagement and Campus Life venues, the employee is charged at a rate established by the Controller’s Office for such use. The deposit is made to the appropriate venue account.

For facilities other than specialized service centers, or other facilities for which a charge rate has been determined, the use of the facilities must be authorized and reimbursed at a rate determined by the collaboration of the employee’s department head, chair, school director, or supervisor and the Controller’s Office.

The use of University Libraries facilities in connection with consulting is exempt from the above regulations since those facilities are available to the public.

2.23.16 University Space Management

Policy 5400, “University Space Management” describes the formal decision-making and allocation approach to university space management, including all space and land owned or leased by the university. Through this formalized process, the university has the authority and responsibility to allocate space to specific users through organizational hierarchies for certain periods of time, to review those allocations periodically, to assess their utilization, and to reallocate as needed to support the university’s strategic goals. The policy provides principles that govern the distribution of classroom and lab space scheduling and applicable roles and responsibilities.

2.23.17 Operation of Autonomous Aircraft

Proper operation of unmanned aircraft systems (UAS) on campus and procedures for reporting any incidents is regulated in Policy 5820, “Operation of Unmanned Aircraft Systems (UAS)”. The policy governs (i) the operation of UAS on or over University Facilities, which include the university campus and property owned, rented, leased, and controlled by the university, (ii) the operation of university-owned UAS, and (iii) the operation of UAS by university personnel for university.

2.23.18 Use of University Letterhead

As a primary identifier of the university, letterhead should only be used for appropriate university business. As such, university letterhead is not to be used for personal business or where personal gain results. Avoid endorsements of political personages, businesses, or products when using university letterhead. Discretion is advised if correspondence on university letterhead could be construed as a university endorsement.

2.24 Faculty Benefits

Virginia Tech offers employees a robust benefits program from comprehensive insurance plans to retirement plans. Benefits and support resources available to employees can be found at Benefits through Human Resources.