The Academic Calendar is published 4 years in advance. It is maintained and updated by the Provost's Office.
Department Chairs occasionally take part in academic petition reviews, particularly when:
- a student requests a waiver of a prerequisite;
- a student requests a degree requirement waiver;
- a student requests to use an alternate course to fulfill a requirement;
- the review of a course is needed to determine course equivalencies at the 300 and 400 levels (you will be asked to review the course before getting the request to substitute said course);
- a Grade Exclusion is requested.
Students can access the academic petition form via BannerWeb under the Academic Tab.
See the current bulletin under Academic Policies and Procedures/Academic Honesty. Written reports of incidents of academic dishonesty should be sent to the CAS Dean and the appropriate Associate Dean. A faculty member may choose to give the student an F in the course without allowing the student to drop the course. Check the Bulletin for more specific information.
See the current bulletin under Academic Policies and Procedures/Policy and Procedure for Appeal of a Course Grade. Students will often seek the advice of the Department Chair. Please carefully follow the procedures as outlined in the Bulletin and don't hesitate to call your Associate Dean if you have any questions or concerns.
See the current bulletin under Academic Policies and Procedures/Graduation Requirements. CAS requires students to meet with their major advisor to review the completion of their degree. An audit signed by the department chair is required by some interdisciplinary programs and should be returned to the Registrar’s Office.
The Advising Office has many resources for faculty and can help with issues such as student absences, withdrawals, and repeating courses.
The Chair is responsible for the department budget. This includes:
- Constructing the operating budget and submitting it to the CAS Dean for approval. The budgeting process usually occurs early in the Spring Semester.
- The fiscal year runs June 1 - May 31 and is named for the year it ends in: June 1, 2019-May 31, 2020 is FY 20.
- Allocation of funds set aside for course and individual faculty expenditures (research, travel, etc.) among the members of the department
- Monitoring all budget expenditures during the year
- Approval and signing of all requests for expenditures
Banner Budget Reports
Includes procurement guidelines, purchasing, expense, and gift policies, etc.
The Chair must approve purchases made to the department budget by the administrative assistant and other members of the department. The Chair must send their own PCard statement to the CAS Dean for approval.
Includes journal entry form, check request, W9, etc.
From the undergraduate bulletin:
Students in the College of Arts & Sciences participate in the Professional Development Program, a unique and comprehensive program designed to prepare students to enter careers in their respective fields. This consists of students engaging in a series of career events, online modules, workshops, networking and career related experiences to develop, practice, and polish their professional skills. The program is customized for each academic department, offering unique requirements corresponding to professional development needs of students. This includes a track for Undecided students, whose completed modules transfer when they chose their major. Students should contact their major department for specific details.
Anticipating student demand, managing caps, submission process, building the course schedule, change requests, and CourseDog are addressed in the document Strategies for more class scheduling efficiency
More information is available in the Registrar's Office section below and on the Office of the Registrar's Faculty and Staff Resources page.
The Office of Institutional Effectiveness (IE) has prepared a set of online data tables, graphs, dashboards, and storyboards to provide data to chairs and program directors. These are available online with a log-in on the University’s analytics server. These provide stable, accurate, and routinely-updated access to data about faculty and courses. The links below provide information on using the material on the analytics server and details about the data provided.
Department chairs, program directors, and academic administrators also have access to Academic Performance Solutions, which provides more sophisticated analytics.
The IE website also hosts a number of data sources (Quick Facts, Common Data Set, Fact Book). All faculty should feel free to contact Institutional Research with data requests.
- Analytics Basics
- Academic Metrics
- Academic Performance Solutions Information
- Academic Performance Solutions Infographic
- Institutional Effectiveness Information Central
Argos is the reporting tool for Banner Forms, JCU's main database system. Reports have already been created to allow you to pull data such as class lists, majors and minors, Core information, and more. For access and training, put in a request through the ITS Helpdesk. (If you're not familiar with the ITS Helpdesk, there's a tutorial for that).
Banner is the integrated database system at JCU. Go to Faculty, then Admin Pages. From here you can run budget reports, look up student information, etc. (formerly Banner Forms)
Tableau is a visual tool for data analysis and sharing.
Instructions on how to access Tableau dashboards from any web-browser (no special software required)
Direct link to the Academic Metrics Data Dashboard
Data for Faculty
Each of the workbooks listed below has a front page that explains what it is and how to work it and other useful features. All of these were created using Tableau and so are filterable; many allow users to choose exactly what they want to see with a few clicks, including options to roll data up or drill further down. So definitely read that first page!
The Academic Metrics family of workbooks:
1 Key Academic Metrics: For each department (and in many cases subjects within departments), the number of student credit hours generated, the number of sections offered, and the average class size over the last three years. Also, allows comparison of these numbers with other departments.
2 Faculty Lines: For each semester since fall 2004--How many faculty at what rank? Comparison of faculty trends with credit hour trends from #1 above and #7 and #8 below; also includes interactive data table of faculty numbers
3 Key Academic Metrics Graphics: Divisional and departmental 10-year trends of data from #1 above; also graphics of average class size per department by level and relationship between average class size and number of sections
4 Majors at Graduation Graphics: Shows trends in number of majors at graduation since 2005 by graduation date
5 Majors at End of Spring Term Graphics: Shows trends in number of majors as of the end of each spring term since 2005
Interactive Data Tables
6 Key Academic Metrics Data Table: Data from #1 above plus distinct courses, course enrollment numbers, median class size. Data available back to 2004. Chairs and deans have an additional table that provides the same data at the instructor level, along with clock hours and course credit hours. For everyone, there is a graduate/undergraduate enrollment breakdown plus a look at old core/new core/non-core courses.
7 Majors at Graduation Data Table: Similar to #4 above, but including minors and concentrations, and also how majors, minors, and concentrations relate to one another.
8 Majors at End of Spring Term Data Table: Similar to #5 above, but including minors and how majors and minors relate to one another.
P.S. You can’t break it, so don’t be afraid to click around and try things out!
Student data including applications, deposits, demographics, transfer data, etc.
Requests for rooms for special functions are made through the EMS/SpaceFinder scheduling system. Submit requests as far in advance as possible. For more information please contact the Director of Auxiliary Services at x3015 or firstname.lastname@example.org.
Facilities Requests (such as heating/cooling issues, maintenance, and housekeeping) use the SchoolDude work order system.
Key Requests: Department chairs must approve all key requests for faculty and staff in your department. These forms DO NOT require the Dean's signature. Only Key Requests for a department chair must be signed by the CAS Dean. Key Authorization Form
Chairs’ Guidelines for completing faculty evaluations
As you complete your faculty’s evaluations for this past academic year, please consider the following:
1. Worksheets/Summaries: the Evaluation Worksheet for Department Chairs is available for your use. You are not required to use this form, but it may be helpful in summarizing the large amount of material you will go through in your department’s self-evaluations. Whether or not you use this worksheet, please do the following:
- Evaluate each faculty member on the three components: teaching, research, and service
- Assign each faculty member either EX, VG, G, ME, or DNM on each component
- Assign each faculty member an overall evaluation: EX, VG, G, ME, DNM
- Include a summary of these evaluations in a cover sheet
2. Keep the following best practices in mind:
- Focus on specific behaviors and practices, not attitudes or impressions
- Focus on the current year’s evaluation, rather than the cumulative sum of the faculty member’s work over time
- All assertions and judgments must be supported by evidence
- Evaluate the data, don’t just include it (the faculty member should, and you should as well)
- Be truthful in your evaluation, both in the written evaluation itself but also in your conversation with the faculty member. It is not fair to have one conversation with your colleague and another with me.
- Be clear and consistent in your method of evaluating faculty.
- Send the evaluation to your faculty member in draft form before your conversation (1 or 2 days).
- Help faculty members with plans for improvement if needed, or offer to find them mentors/guidance.
- Keep all details of the faculty evaluations confidential, only to be discussed with the faculty member and with the dean.
3. CLR: If we’re evaluating our 2018-19 year, faculty will have need to have published in 2016-17 or later in order to remain at a reduced course load. (Please count accepted publications in your assessment.) The standard for CLR is peer-reviewed publication; self-published or non-refereed materials should not be counted.
4. Keep in mind that faculty work varies tremendously across the University. While you should focus on evaluating faculty members in the context of your department, know that I evaluate faculty across the College, and must take into account how variable faculty work can be from department to department, whether it be teaching duties, advising loads, research expectations, and service (department, university, discipline).
If you any questions during this process, please don’t hesitate to contact the dean.
If you or any faculty in your department are planning a study abroad trip, the Center for Global Education's faculty page has information and forms to help.
Contact the Center at email@example.com.
For help with Study Abroad, contact the Assistant Director of Study Abroad at x4320. For information on international student matters such as visa and support services, contact the Assistant Director of Internation Services at x4212.
Full-Time Faculty Hiring
***Consult with the CAS Dean prior to beginning the Faculty Hiring process. ***
Please refer to Procedures For Recruiting Full-Time Faculty (PFRFT)
Full-Time Faculty Recruiting
- Requests for new or replacement lines are most compelling when the department has developed a clear understanding of the role that the proposed hire will play in the department and when the chair provides data demonstrating the need. Beginning these discussions in the Spring semester before the new or replacement line is requested will provide time for this careful consideration.
- Requests for full time faculty positions (tenure track or visiting) are submitted to the dean in the spring. The Dean will provide an outline of what needs to be included, however the following items are generally requested: a clear description of responsibilities including teaching load, nature of courses to be taught, preferred area of research expertise, involvement in graduate program (where appropriate) and additional responsibilities (e.g. involvement in a specific concentration). Clear justification for the position based on departmental needs (number of majors; involvement in the Core; lack of coverage of specific areas in the curriculum, etc.) should accompany the request.
- Advertisement: Prepare an advertisement that reflects the departmental needs and other considerations (e.g. Jesuit; minority; gender). In general departments are best served by advertisements that strike a balance between designating specific areas of expertise required and allowing some flexibility in individual courses to be taught and area of research expertise. Make sure that the advertisement specifies all documentation required for a complete application (see section 9 PFRFT) including official graduate and undergraduate transcripts. Make sure you indicate the cut off date for applications (if there is one) or the date at which review will begin if the search is to be open ended.
- Maintaining applicant dossiers: Keep application folders well organized. The chair should review incoming applications frequently. As the application deadline approaches, it is useful for the chair to update viable candidates (those whose application has more than a letter of interest and curriculum vita) as to what documents are still missing from the file. Candidates often do not know whether their references have actually sent the promised letters.
- Selecting candidates for interview (see PRFTF): Following a department process to winnow down the applicants, copies (not originals) of the dossiers of the top six candidates in ranked order are sent to the Dean. The Dean ordinarily approves 3 candidates for on-campus visits. Once the candidates to be invited for on campus interview have been identified, copies of the original files including a copy of the advertisement are sent to both the Dean and the AVP. The AVP’s file should include the original transcript. For those departments with graduate programs dossiers for the candidates to be interviewed are also sent to the Dean.
- On campus interviews: Candidates should be scheduled to meet with the AVP (30 minutes), Dean (1 hour) during the campus interview. (See section 12 of the PRFTF for other requirements for the on campus interview. You should also schedule time with the Dean's office to observe the candidate's classroom teaching.
- Travel arrangements: Travel arrangements and housing accommodations must be made with university-approved vendors. The Dean's administrative assistant can provide information on hotels and procedures for paying airfare. The Dean's office covers the cost of travel, accommodations and expenses incurred for meals while the candidate is interviewing. (See section 11 of the PFRTR). Successful searches often hinge on a candidate feeling welcomed and comfortable at John Carroll University. Having a member of the department meet the candidate at the airport at arrival is one way to set a welcoming tone to the visit.
- After candidates have been interviewed but before the department meets to determine their ranked preference, the chair must schedule a meeting with the AVP, and Dean. The purpose of the meeting is to allow the administration to discuss with the chair their evaluation of the candidates and to identify any difficulties they may have with a specific candidate.
- The chair makes the job offer to the candidate after verifying the specifics of the offer with the Dean. When a candidate accepts the offer, the chair informs the dean's office who then arranges with the AVP's office to issue the contract.
- Retention of documentation: Departments are required to retain the files of all tenure track applicants for three years and of applicants for visiting positions for one year. At the end of the designated time period the files are to be shredded.
- Hiring report: Following a successful search for either tenure track of visiting faculty, the chair must file a "Faculty Hiring Report" (example included) with the AVP. It is in the best interest of all concerned that this report be filed in a timely fashion immediately following the completion of the search.
- Procedures for full-time visiting faculty parallel those for tenure track hires except that visitors need not receive the department's tenure guidelines.
Part-Time Faculty Hiring
Employment Process Guidelines (HR - includes information on posting to PeopleAdmin)
New Part-Time Faculty Hire Forms:
- Part-Time Faculty Contract
- Temporary Teaching Appointment Form
- Professional Experience of Part-Time Lecturers Form
- The chair plays the major role in hiring part-time faculty. Positions should be posted on the JCU Job Opportunities page. (See Employment Process Guidelines from HR)
- Part-time faculty can teach no more than two courses (6 credits) a semester.
- Requests for part-time contracts are initiated in the department office and forwarded to the Associate Dean. Part-time hires are contingent on minimum course registration (as determined by the Dean).
- Part-time contracts are issued during the month preceding the beginning of a semester. The department administrative assistant will process the contracts through the FLAC Banner system. Part-time hires must submit official copies of undergraduate and graduate transcripts and a resume.
- As your department’s part-time contracts are completed through the on-line FLAC system, please let your Associate Dean know that the contracts have been completed and reviewed, and that they are ready for their review.
To access contracts for review:
- Go to BannerWeb and click “Enter Secure Area”
- Enter your login credentials
- Select the “Employee” tab
- Choose Faculty Load and Compensation
- Choose Faculty Compensation Administration
- Select term and then Organization Summary
After the contracts have been reviewed by the Associate Deans, they will be reviewed by the Associate Academic Vice President, who “locks” the contract. That automatically sends an email notification to the part-time faculty member that the contract is ready to be acknowledged.
For your information, the part-time faculty will receive the following email message:
Please log in to Banner Web to access and acknowledge your contract. Please note that your contract needs to be acknowledged in order to be processed and paid.
- To access your contract, please log in to BannerWeb: and click on “Enter Secure Area”
- Enter your login credentials
- Select the “Employee” tab
- Choose Faculty Load and Compensation
- Choose Compensation and Acknowledgement
- Click on the “Acknowledge” box (the date of your acknowledgement will then appear)
Most department chairs have at least one staff member, a department administrative assistant, under their supervision. The department administrative assistant is to serve both the administrative needs for the department chair and the clerical needs of the department. This will include, among other duties, answering phones, copying exams, processing purchase orders, and supervising work-study student activities.
- If the need to hire a staff member arises, work with your Associate Dean for new staff hires.
- Review HR's Staff Employment Process Guide
- Requests for a new position should be approved by the Dean, AVP, and Business VP then submitted to the Office of Human Resources for approval.
- The department chair in conjunction with HR will review all applicants and determine if the applicant is qualified for the position. The decision to hire is made by the chair, with approval of HR and the AVP.
- The department chair is responsible for the department orientation.
Requests for print items or other marketing needs can be requested from the Integrated Marketing and Communications department.
See also "Data for Faculty" above.
The Office of Institutional Effectiveness (OIE) oversees a number of issues that touch the work of academic department chairs, chief among these are two separate but interrelated processes: Academic Program Review (APR) and the routine assessment of student learning. Other important IE tasks include managing the University’s relationship with its accreditors and with the state, administration of course evaluations and chair evaluations, and providing data to faculty and staff.
Assessment of Student Learning
Student learning assessment is a routine part of each academic program’s activities, in which they use a variety of direct and indirect measures to compare student learning to their articulated learning goals. Based on the assessment data, program faculty make changes to improve student learning and report on their progress annually.
As part of program-level assessment of student learning, each academic program must adopt, use, and publish program-level learning goals. These intended student learning outcomes articulate what students who complete the program should know, be able to do, and/or value upon completion. These goals are required to be specific, measurable, focused on student learning, and aligned with John Carroll’s University Learning Goals. For each program-level learning goal, each academic program must choose at least one direct summative measure and at least one indirect measure. A mature assessment program will feature a number of direct and indirect measures of learning. Academic programs are also encouraged to create and maintain a curriculum map
Each academic department should select a faculty member to serve as the assessment coordinator for the department. Each academic program must meet at least once during an academic year to examine student learning data collected via their chosen assessment measures. Programs must examine data on at least one student learning goal each year. At the meeting, topics of discussion should include changes to the program in response to data and changes to the assessment system in response to data and to the experience. Following the meeting, the program must submit an Annual Assessment Report to IE. Programs will be asked, as part of their Annual Assessment Report, to provide evidence that changes have been made and to provide data assessing the impact of the changes on student learning.
The Annual Assessment Reports are reviewed by members of the Institutional Assessment Committee. The Committee will provide regular feedback to academic programs about assessment. Previous assessment reports and feedback documents are available from IE upon request.
- Assessment Information Guide
- Learning Goals
- Assessment Plans and Reports
- Assessment Coordinator Position Description
Academic Program Review (APR)
APR is a periodic examination of the entire academic program. While there is a focus on student learning assessment data, the full body of data examined in APR reaches far beyond student learning. The changes made because of APR are tracked and assessed as part of the Annual Assessment Reports.
APR involves the systematic self-examination of an academic program by its faculty members in order to sustain or improve educational effectiveness. Program review is aimed at self-improvement. Its emphasis is on how programs can better realize their own aspirations for teaching, learning, scholarship, and contributions to internal and external communities. While calling for serious attention to all aspects of an academic program, including scholarship, program review places a special emphasis on student learning. The process also includes the participation of external reviewers who can provide a dispassionate perspective and offer suggestions for improvement. Academic Program Reviews is the collective responsibility of faculty members within the program. While a program may designate a faculty member to oversee the process, input from all members of the program is essential. The submitted report should reflect shared participation, and it should be reviewed by all department members. The report should articulate the state of the program and its aspirations. Academic program reviews should incorporate thoughtful reflection upon the nature and sufficiency of College and University resources in support of program activities and student learning.
Academic Program Review involves the creation of a self-study report, a visit from a review team, the development of an action plan, and an official administrative response. The Reviews are conducted according to regular published cycle. The production of the self-study is stipended. An orientation session is conducted near the end of the fall semester for chairs undergoing Academic Program Review during the next academic year. Previous and sample APR documents are available from IE upon request.
- Academic Program Review Information Guide
- APR Process Notes from the CAS Dean’s Office
- Current APR Cycle
- Academic Program Review website
Program Changes Requiring External Approval
IE manages the University’s relationship with its accreditors and with the state. Chairs considering new programs and changes to existing programs should be aware that a number of possible academic changes require prior approval from or notification of outside agencies.
Academic program changes requiring approval from or notification of the Higher Learning Commission (our institutional accreditor) fall into the following general categories: starting a degree programs, starting a certificate or diploma program, starting a Competency-Based Education (CBE) program, adding a program concentration (specialization/track/emphasis), and cancellation or suspension of an academic program. Other changes that may trigger approval or notification requirement include changes related to locations and branch campuses (opening, closing, or relocating), establishing or modifying consortial and contractual arrangements, changing the mission or student body, and changes to control, structure or organization.
The Ohio Department of Higher Education has established that certain academic changes require approval from the Chancellor. These include launching a new degree and starting a new major or degree program within an existing degree. Other academic changes are handled by ODHE staff directly. These include changing the name of a program, substantive changes to curriculum, changes related to locations and distance education.
If a department or program is considering any of these actions, please check with IE early in the process, so we can ensure that we remain in compliance with these external expectations.
Best practices for handling department records - digital files, access, confidentiality, security
Declaration of Major
- It is the Department Chair's responsibility to be certain that new majors are put into the Banner system and provided with an academic advisor. Departments will vary considerably on how they handle this activity. The undergraduate Declaration of Major and Minor forms can be found on the Office of the Registrar’s Services and Forms page.
FERPA (Family Educational Rights & Privacy Act)
- What faculty, administrators and staff need to know
- What faculty, administrators and staff need to know (pdf version)
- FERPA Presentation (10/17)
- Information on Midterm Grade Procedures, Posting of Final Grades, Grade Change Policy, and Incomplete Policy can be found on the Office of the Registrar's Faculty and Staff Resources page.
Submission of Academic Schedules & Changes
- Registration & Semester Information (important dates)
- The time period of 2:00-3:30 pm on Wednesdays is blocked out for meetings.
- Strategies for More Class Scheduling Efficiency (and preventing cancellations)
- Adding a Class to the Current Schedule (under Forms): Once the semester schedule has been put on Banner, if you wish to add an additional class you must submit a form called the "Request for Addition to Current Schedule". This form must be filled out completely and submitted to your Associate Dean for signature.
- Adding a Class to the Banner Catalog (under Forms): If you wish to add a class to the Banner Catalog, you must submit a description of that course to the Associate Dean. Include course title, number of credit hours, prerequisites and a brief description of the class.
The level of direct supervisory responsibilities will vary across departments. Some Department Chairs have only a single staff position to supervise while others have multiple staff along with work-study students.
When you are a new Department Chair it would be reasonable to have an initial meeting with each member of your staff. Talk about your expectations for the person's work, including timeliness, productivity, office conduct, how to report an absence (should s/he call or email you), etc. Do not expect that your staff will automatically know what you expect. Be as clear as possible. Talk in terms of behaviors and not attitudes. Don't forget to focus on those things your staff do/does well in addition to any areas of concern.
It is your responsibility to read and know the JCU Employee Handbook. If conflict arises, please consult the Associate Dean and/or HR for assistance in solving the problem. Do not wait and expect that things will get better on their own. Addressing problems when they arise is critical to resolving them in the best possible way.
Performance Management Cycle for Staff (presentation)
- Chairs are required to complete a yearly performance evaluation for all staff members. This form is found through BannerWeb and processed in OnBase.
- Chairs should meet with his/her staff member(s) and discuss any performance issues that need attention in addition to setting goals or standards for the upcoming year.
Chairs must approve/sign form for staff to take university classes. As per the staff handbook, these must not interfere with regularly scheduled work periods (restricted to lunch periods or evenings) and are limited to 2 per semester.
- Staff Holiday Schedule
- Vacations are scheduled at the mutual agreement of the department and the employee
- The chair must electronically approve timesheets for staff every 2 weeks. If chair plans to be out of town at an approval time, they can set up a proxy.
Each Spring, the CAS Dean's office will ask departments to share their list of students who have won awards. In addition to the honors and events coordinated by departments, the college works with Integrated Marketing and Communications department so that the awards can be listed on each student's JCU Merit Page.
The Department Chair is responsible for maintaining a presence in the office during the summer. Part of the Chair's stipend is allocated to this time. Some of the summer responsibilities will be, managing student enrollments during new student and transfer orientations, reconciling the end of the year budget (late May), preparing the schedule of spring classes, selecting part time instructors for fall and being sure that they are awarded an office, phone number, email account, etc. Summer contracts for all faculty and fall contracts for part-time faculty must also be processed. If the Chair will be away during the summer (or some part of the summer), his/her responsibilities can be designated to another faculty member in the department. The summer stipend will be split proportionately between the parties.
It is the Chair's responsibility to evaluate courses taken at other institutions for John Carroll University course equivalency. The steps in the process are:
- The student acquires a Transient Course Petition Form.
- The student fills out the petition and brings it, along with the course description to the Department office.
- The Chair evaluates the course and determines the JCU course equivalency and the number of credits earned.
- The Chair signs (or rejects) the petition and sends the petition directly to the Assistant Dean, CAS (or has the student hand deliver it).
- If the student is applying to have the course accepted as fulfilling a Core
- Requirement, the petition is forwarded to the Chair of the Core Committee (in the CAS office of the Dean). If there is not a petition to have the course fulfill a Core Requirement, the Chair either returns it to the student or sends it on to the Assistant Deans of CAS.
In one Department the Chair has compiled a list of courses from neighboring institutions and their JCU equivalents. When the petition is presented, the Department Administrative Assistant consults the pre-approved list (Transfer Course Equivalency Table); if the course is on that list, the Department Admin can sign the petition.