Employment Management for Administrative and Professional Faculty
- Purpose: The purpose of this policy is to establish a local policy that will guide the University's relationship with Administration and Professional (A/P) Faculty of the University.
- Applicability: This policy's application is limited to those fulltime positions defined by the Commonwealth of Virginia's "Consolidated Salary Authorization for Teaching and Research Staffs in Institutions of Higher Education," as administrative and professional (A/P) faculty.
Authority: Authority to establish institutional policies and procedures is granted the University's Board of Visitors by Section 9-6.14:3 of the Virginia Administrative Process Act.
- Administrative Faculty: Administrative faculty are those employees whose primary duties are directly related to the management of the educational, general and auxiliary activities of the University or a department or other subdivision of the University. Employees holding these appointments exercise discretion and independent judgment, and typically direct the work of other employees.
- Professional Faculty: Professional faculty are those employees whose primary duties require appointees to possess advanced learning and experience acquired by prolonged formal instruction and/or specialized work experience. Job classifications representative of this sub-category are: coaches, counselors, dentists, lawyers, librarians, physicians, veterinarians and others serving educational research, athletic, medical, student affairs, and development functions or activities.
- Academic Tenure: Tenure is a recognized academic status granted certain teaching faculty by the Board of Visitors, requiring participation in a multi-stage process of evaluation and leading to recommendation. A status of tenure is not recognized in A/P positions. Although some A/P administrators may have been granted tenure by the Board of Visitors as a teaching faculty member in an academic department, such tenure will be inoperative for the duration of that employee's A/P status. Consequently, acceptance of an A/P administrator's position does not destroy an employee's separate status of, or eligibility for academic tenure in a department or school of instruction, as provided for in Section III.G of the Faculty Policies and Procedures Manual, entitled "Tenure."
Days: In all cases where the word "days" is used in this document, except in Section 5.131 and where identified as calendar days, it should be read to mean "working days."
Appointing Authority: Authority to appoint A/P Administrators is limited to the President or the President's designee, except for vice presidents.
- Vice Presidents: Authority to appoint vice presidents is limited to the University's Board of Visitors.
Formalities of Appointment: Appointments must be made in writing by the President or the President's designee, or the Board of Visitors, to become effective.
- Contents of the Writing: Appointment letters must specify, at a minimum, the appointee's compensation, title, and the appointment period. Other terms or conditions of appointment may also be provided when deemed necessary or appropriate by the appointing authority.
- Appointment Period: An A/P Administrator's appointment period is typically twelve (12) months. Terms normally begin on June 25 of one (1) year and end on June 24 of the following year. When appointments are made subsequent to June 25, they will nonetheless expire no later than the following June 24.
- Normal Reappointment/Salary Adjustment Letters: Letters containing information about the terms and conditions of reappointment will be issued by May 15 for the fiscal year beginning on June 25 of that year. Letters regarding salary adjustments, for the same period, may be issued separately, but no later than August 1 each year. Legislative impasse or late passage of the Appropriations Act by the Virginia General Assembly might, however, delay notice to A/P administrators.
- Reassignment of Administrative Duties and Re-designation of Titles: The President or designee has discretionary authority to reassign administrative duties and re-designate titles during any term of appointment for A/P administrators, when in the best interest of the University. Reasonable prior notice, under the circumstances, will be given affected A/P administrators. Compensation may be adjusted accordingly.
The Evaluation Process:
- Requirement: All A/P administrators are subject to formal, periodic evaluations. A common evaluation instrument and process will be used for all A/P administrators. The President must approve any changes in the instrument or the process.
Responsibilities: Performance evaluation is intended to be a participative process.
- Immediate Supervisor: The A/P Administrator's immediate supervisor is responsible for establishing performance standards and performance objectives for any new A/P Administrator's position. They must be established within thirty (30) days of the A/P Administrator's initial appointment. The immediate supervisor also initiates and manages the evaluation process. Performance objectives should be carefully crafted to encompass only essential functions of the job, and should be reasonably attainable, but still representatively challenging at that particular level of responsibility. A/P Administrators should have meaningful input into performance objectives.
- Employee: The employee should participate actively in the evaluation process, but may not supersede the immediate supervisor's judgment in evaluating job performance, in establishing job expectations or in setting standards of performance.
- External Raters: These persons may be jointly chosen at the beginning of the evaluation cycle to provide input into an employee's annual evaluation.
- Filing: All A/P Administrators' evaluations will be filed in the employee's official personnel file maintained by the Human Resources (HR) Office.
Types of Periodic Evaluations:
- Initial Evaluation: An initial evaluation must be conducted by an A/P Administrator's immediate supervisor prior to a new A/P Administrator's ninetieth (90th) day of employment. The evaluation period will be the first ninety (90) days of employment. A/P Administrators hired less than ninety (90) days from the end of a performance cycle will not be evaluated for that cycle.
- Annual Evaluation: All A/P Administrators must be evaluated at least annually. Annual evaluations are typically begun during the month of March, and are completed no later than the last working day in April of that same year. The evaluation period will be the period from the first day of the current appointment period until the date of evaluation for first year employees. The evaluation period for continuing employees will be from the day following the end of the last evaluation until the date of the pending evaluation.
- Special Evaluation: If facts and circumstances warrant, either the President or the A/P Administrator's immediate supervisor may, at either's discretion, establish a special evaluation period for the A/P Administrator. If such a process is initiated, the affected A/P Administrator will have prior written notice. Notice will include the reason for the special evaluation, the period involved, and when it is expected to conclude.
- Americans with Disabilities Act (ADA) Considerations: The University holds employees with disabilities to the same performance standards it applies to non-disabled employees, in terms of both the amount and quality of work performed. The University will not downgrade evaluation results, however, if a disabled employee is unable to perform non-essential functions of his or her job, where such non-performance is understood to be a reasonable accommodation for the particular employee's disability.
- Compensation Authority: The hiring authority must obtain the approval of the area vice president and funding certification from the Chief Administration and Finance Officer (CAFO) to set starting salaries.
- Starting Salary Determination: Salary determinations will be made giving due consideration to the nature of the work, the salary levels of other similarly situated employees of the University, relevant education, professional experience, scope of duties, market factors, and salary survey information for other colleges of similar size, budget, enrollment and geographic factors.
Communication: The salary amount must be stated in all Notices of Appointment, as discussed in Section 3 of this policy.
- Administrative Stipends: Salaries for tenured teaching faculty serving as A/P Administrators must reflect in writing, the amounts apportioned as "administrative stipend" and the amount which constitutes the "faculty salary base." Administrative stipends must be approved by the President. Generally, the stipend will reflect the difference between the faculty base and the amount budgeted for the position.
- Appropriations: All Notices of Appointment or Reappointment must contain a statement indicating to the employee that "appointment is fully dependent upon receipt of funds appropriated by the Virginia General Assembly, and is subject to the Appropriations Act."
- Purpose: This policy is intended to provide administrative guidance to managers and officers of the University in setting and adjusting salaries for University administrators, in order to maintain an equitable, market competitive salary structure for this group.
- Policy: Longwood University will strive to achieve and maintain market competitive salaries for all administrative and professional faculty (A/P Administrators) through active monitoring of Longwood salaries for specific positions with published benchmarks.
- Official Benchmark: The College and University Personnel Association's (CUPA) Annual Administrative Compensation Survey will be the primary comparative tool for determining starting salaries and equity adjustment needs for existing position holders. The HR Office will provide such data to the CAFO and to the President annually.
- Salary Goals: The salary goal for all new hires is at least the fortieth (40th) percentile for the comparable position identified in the official benchmark. The salary goal for all existing positions will be the sixtieth (60th) percentile for the comparable position identified in the official benchmark for continuing position holders. Under normal circumstances it should take approximately five (5) years for a new hire to reach the sixtieth (60th) percentile. Where no comparable position exists in the official benchmark survey, other authoritative published sources will be used if available. Where such goals may not be met immediately, plans for meeting these goals in the future will be addressed through annual administrative and professional faculty compensation studies done each spring.
- Equity Adjustments: Equity adjustments for positions falling below salary goals will be evaluated annually for implementation on June 25 of that year, provided funding is available and consideration being given to prior performance. Vice presidents will make such recommendations through the CAFO to the President.
- Merit Increases: When merit pay pools have been funded, a distribution of that pool will be based on individual performance levels on annual evaluations. Such increases will normally occur on November 25 of that year or when the performance cycle ends. Formulas/criteria used to define the merit pool distribution will be approved by the President and reported as information to the Board of Visitors. At a minimum, an employee must hold A/P Administrator status for the six (6) months preceding the effective date of such increase to be eligible for merit provisions that year.\
- Compensation Analysis Services: The HR Office is prepared to assist hiring managers and vice presidents in determining starting salaries and identifying internal equity problems.
Compensatory Leave for A/P Administrators:
- Eligibility: A/P Administrators are not eligible to receive compensatory leave. Individuals in these positions have sufficient freedom in establishing and managing their own work schedules to make necessary adjustments of their time to offset periods of peak demand on their time. Supervisors must approve such adjustments.
- Overtime Leave for A/P Administrators: A/P Administrators are not eligible for overtime leave.
- Compensation for Professional Development Activities: An A/P Administrator's attendance at professional organizational functions, professional development activities sponsored by professional organizations, professional seminars, certification programs, and Commonwealth of Virginia-sponsored training and education programs are considered "work" for pay purposes, so long as they have a direct connection to the nature of duties being performed by the Administrator. Travel time to and from such activities, when done during the normal workday, will also be considered hours worked for pay purposes. All such activities must receive prior approval from the area vice president.
A considerable number of A/P Administrators are enrolled in graduate and post-graduate education programs. Such programs are encouraged by the University when done on a part-time basis and during non-working hours. Unpaid educational leave is the appropriate avenue to manage full-time degree program requirements when they would require an Administrator to be substantially away from his or her normal duties over an extended period of time. It would be a manifestly unreasonable burden on institutional resources to treat the hours as time worked under those circumstances.
- Recording of Leave: A/P administrators are required to record their own leave on the approved leave recording form at the end of each pay period.
Annual Leave: Annual leave accrues at a rate of eight (8) hours per pay period or per month.
- Effective Date: July 1, 1994
- Participation: All full-time, benefit-eligible A/P Administrators, are subject to the provisions of this section.
- Eligibility: All full-time, benefit-eligible A/P Administrators, are eligible for annual leave.
Accrual Basis: Annual leave is accrued for any semi-monthly pay period for which the employee is in an active payroll status. Therefore, if an employee were active for the first semi-monthly pay period but not the second, his or her accrual for that month would be eight (8) instead of sixteen (16) hours. Typically, when one is off active payroll status he or she is on "Leave without Pay." Full-time, benefit-eligible A/P Administrators who are not in a 12-month contract position will not accrue annual leave during the pay periods in which he or she is out on contracted leave and no work is performed by the employee.
- Accrual Year: Annual leave under this section will be accrued on a calendar year basis.
- Purpose: Annual leave may be used for vacations or for other personal reasons. Leave should be scheduled and approved as far in advance as possible, to increase the likelihood of approval by the department head.
- Approval: Annual leave must be approved before it is taken. The department head may disapprove annual leave when that leave presents a true hardship on the department, if taken at the requested time. Employees should, however, have a reasonable opportunity to take annual leave earned during any given year.
- Carry-Over: Maximum carry-over from one calendar year to the next is twenty-four (24) days.
- No Pay-out at Change in Status (such as full-time to part-time or A/P Faculty to Classified employee), Termination, or Retirement: If not taken prior to the date of separation from employment or change in status, any accrued annual leave will be lost. Annual and holiday leave for A/P Faculty accrues no cash value and may never create a leave liability for the University.
Sick Leave: A/P Administrators who elect the Longwood sick leave plan, are granted one hundred twenty (120) days of sick leave at the beginning of a new A/P employment or on June 25th (the June 25th date applies to reappointment of current A/P Administrators). This leave does not accrue, but is "drawn down." No balance remaining from one appointment period carries over into the next appointment period. The intention of this benefit is to provide a guarantee of six (6) months of benefits to employees during any twelve (12) month period. Thus, no more than one hundred twenty (120) days of sick leave can be used in any contract year.
- Purpose: Sick leave may be used to take time off from work for the following reasons:
- for an employee's illness or non-work-related injury which renders the employee unable to attend work;
- for medically necessary appointments which cannot be scheduled during non-working hours;
- for periods affecting the employee's ability to attend work due to pregnancy or childbirth; and
- for illnesses or death in the immediate family, which render the employee unable to attend work.
- Family Sick Leave: Such leave will be limited to a maximum of forty (40) hours per occurrence with an annual maximum of eighty (80) hours.
- Immediate Family: Immediate family is defined as parents (including step-parents), spouse, children (including step-children and foster children), siblings (including step-siblings), or any other relative, by blood or marriage, domiciled indefinitely with the employee.
- Eligibility: All full-time teaching faculty and A/P Administrators are eligible for sick leave.
- Verification of Need: The department head may request verification of need from an employee using more than five (5) days of sick leave during any particular absence period. Verification may be a signed physician statement or evidence of medical appointment.
- Pay-Out at Termination or Retirement: There is no payout provision for unused employee sick leave.
A/P Administrators who are the traditional sick leave plan follow the Traditional Sick Leave policy set forth for Classified Employees by the Department of Human Resources. This leave type is no longer available for selection by new employees. There is no payout provision for unused employee sick leave hours under this plan at termination or retirement.
A/P Administrators who elect the Virginia Sickness and Disability Program (VSDP) will follow the VSDP policy set forth for Classified Employees by the Department of Human Resources Management. There is no payout provision for unused employee sick leave hours under this plan a termination or retirement.
Unused Holiday Leave - A/P Administrators required to work on a holiday the University is scheduled to be closed will receive the total number of hours he or she worked on that day. This leave is recorded and kept for 12 months from the date earned.
- Purpose: Unused holiday leave may be used for vacations or for other personal reasons. Leave should be scheduled and approved as far in advance as possible, to increase the likelihood of approval by the department head.
- Eligibility: All full-time, benefit-eligible A/P Administrators are eligible to earn unused holiday leave.
- Expiration: Unused holiday leave will expire 12 months from the date earned.
- Pay-out at Change of Status, Termination, or Retirement: If not taken prior to the date of separation from employment or change in status, unused holiday leave will be lost.
- Other Leaves, Including Leave Sharing: The provisions of policy relating to Administrative Leave, Educational Leave, Family and Medical Leave (under FMLA), Military Leave, Leave to Assist Schools, Holidays, Leave without Pay, Leave Sharing, and Workers' Compensation will remain consistent with Department of Human Resource Management Policies and Procedures Manual for Classified Employees.
Termination of Employment:
Types of Termination:
Resignations: As a matter of personal choice or professional opportunity, employees sometimes find it necessary to leave the University's employ. Under normal circumstances, the institution expects that these transitions will be managed to coincide with the expiration of an A/P Administrator's current term of appointment, or at a time that has been mutually agreed upon.
- Notice Considerations for Resignations: Resignations should be submitted in writing to the A/P Administrator's immediate supervisor, no less than thirty (30) calendar days prior to the A/P Administrator's last actual day of work. Notices should be signed and dated, and should include a brief statement of the reason for the resignation and the A/P administrator's anticipated, last actual day of work. Because of the time needed to recruit qualified applicants, early notice allows institutional programs and services to operate without interruption. Consequently, the University appreciates the notice of resignation as soon as the decision to resign is made.
- Receipt of Notice: Notice is considered effective once an A/P Administrator's immediate supervisor has acknowledged receipt and accepted the resignation by signed writing. The original resignation letter and a copy of the immediate supervisor's acceptance letter should be forwarded by the department to the Chief Human Resources Officer (CHRO) without delay.
Termination for Cause: From time to time the University must exercise its prerogative to terminate an appointment because an A/P Administrator fails to meet and correct significant performance deficiencies within a reasonable period of time, or because he or she has engaged in conduct at work which violates established standards of conduct or directly and adversely affects his or her ability to perform effectively at work. Termination for cause may occur at any time and requires no notice of non-renewal to be issued.
Prohibited Conduct Which Could Result in Immediate Termination for Cause: The following is not intended to be an all-inclusive list of conduct violations, but is provided as an example of the types of conduct which could result in immediate termination for cause.
- willfully, recklessly, or negligently damaging or destroying, or causing State property to be damaged or destroyed or causing pecuniary loss to the University;
- theft or unauthorized use or removal of State property, including official records and electronically stored information or information services;
- gambling on State time or on State premises;
- use, possession, or distribution of alcohol or illegal controlled substances on State time or on State premises (except in the case of alcohol use at official functions or in similar settings where such use has been authorized);
- sexually harassing conduct toward another, as defined by the University's Policy on Sexual Harassment;
- knowingly making false statements or falsifying records or other public documents relied upon by the institution or the public for their accuracy.
Prohibited Conduct That Could Result in Progressive Discipline: Other less serious forms of conduct violating established standards may result in progressive disciplinary measures. The following is not intended to be an all-inclusive list of conduct violations, but is provided as an example of the types of conduct that could result in progressive discipline. All disciplinary actions involving loss of pay, reassignment or loss time must be reviewed by the CHRO and the Attorney General's office prior to issuance.
- poor performance;
- abuse of time;
- excessive absenteeism;
- lack of civility toward others;
- misuse of or negligent care of University resources.
- Authority to Terminate for Cause: Only the President or designee has the authority to terminate an A/P Administrator's employ involuntarily.
- Notice Requirements Relating to Termination for Cause: Written notice must be provided to the affected employee by the President or designee without delay, once a full and impartial investigation into the circumstances has concluded. The notice will be in the form of a suspension pending termination, inviting the employee to meet with the President or the President's designee within five (5) working days of the date of notice to show why such action should not be taken. Should an A/P Administrator not request a meeting within the prescribed time, or not present additional material facts sufficient to alter the decision to terminate employment, the termination will occur on that fifth (5th) day subsequent to the issuance of the notice to terminate for cause. A notice indicating that the termination is final must be issued by the President.
- Review: All terminations for cause must be reviewed by the HR Director and the Attorney General's office prior to issuance.
Non-Renewal of Appointment: The requirement of notice of non-renewal beyond a specified contract date exists to ensure that appointment/employment of individuals will not terminate without an appropriate period of notice. An A/P Administrator may be subject to non-renewal for any lawful, work-related reason deemed appropriate by the President or designee. Such reasons may include reduction-in-force, changing administrative requirements, marginal performance, or financial exigency.
- An A/P Administrator whose employment will not be continued beyond the current term of appointment will be informed in writing as follows:
|Number of years in the
Current A/P Faculty Assignment
|Minimum Notice Requirement
|1 year or less
|10 years or more
- Exceptions to the notice requirements apply to the following positions:
- positions that are dependent upon grant or contract funds and are limited to the term of the grant or contract; and
- positions that are established for a project of specific duration.
An individual's employment in such positions ends with either the occurrence of the expiration of the current contract or the depletion of the funding source for that particular appointment. Any individual in this type of position will be advised of this exception in the initial appointment contract and any subsequent renewals thereof.
- Terminal Contracts when Non-Renewal Notice Requirement is Not Met: Should the requirement for notice of non-renewal not be fulfilled, the individual will receive a terminal contract for the period sufficient to meet the notice requirement as appropriate. For example, an individual employed for five (5) years, is currently under contract that expires June 24 of a particular calendar year. The individual is entitled to receive a written notice of non-renewal by March 24 of that same calendar year. The individual receives a notice of non-renewal on May 24. The individual would receive a terminal contract of continued employment for the period June 25 through August 24, or three (3) months from the date of receipt of notice of non-renewal.
- Set-Off Relating to Non-Renewal Notice Requirements: Eligible employees of the Commonwealth may be entitled to severance pay when separated from employment involuntarily if the separation does not relate to poor job performance. These state benefits are paid in weeks of pay based on years of service. If a separated A/P Faculty of the University is eligible for these payments, the non-renewal notice requirements shall be reduced by the number of weeks of state severance benefits to which the employee is determined to be entitled as provided by the Workforce Transition Act of 1995.
- Presidential Review, Appeals, and Grievance Rights: If the non-renewal notice decision is made by a vice president, the A/P Faculty member may request a review by the President. This request must be made in writing within ten (10) days of the receipt of notice of non-renewal. However, no further review or appeal within the University will be granted. The non-renewal of a contract with the appropriate notice is not eligible for grievance review under the administrative and professional faculty problem solving procedures (section G of this policy).
Problem Solving: (Supersedes Longwood University Policies and Procedures Manual Policy F-20.1)
- Purpose: From time to time, differences develop among people who work together on a daily basis. This is a natural part of the human experience. We all perceive common events through different eyes and unique perspectives. When problems persist for extended periods of time without resolution, professional effectiveness suffers. The purpose of this policy is to create a process that can be engaged if normal channels of intervention fail to resolve issues. The purpose of the policy is not to create a process to replace normal channels.
- Normal Channels: Normal channels seem so obvious they are sometimes overlooked. When problems or misunderstandings occur between people, candid dialogue, early on, between the two parties to the controversy is the most effective means of resolving it. Relationships are strengthened by adversity, when two people work together in trying to see each other's viewpoints. This is a worthwhile activity. Another normal channel of communication is bringing a common supervisor or administrative supervisor into the discussion to help clarify issues and objectively look at the situation. If these means fail to bring about an effective resolution of the problem, the University's mediation process is available as an internal dispute mechanism.
Mediation Process: Typically, grievance procedures and external avenues of redress take a long time to resolve. The nature of the proceedings is often highly adversarial. After filing a grievance or a complaint, the parties necessarily lose control of the outcome as well. A third party intervenes and renders a binding opinion. A common result is a decision neither party feels is satisfactory, and no matter what else happens, the relationship has suffered long-term damage. For these reasons, the institution consciously chooses not to employ an adversarial dispute resolution process in managing internal disagreements.
- Definition: Mediation is a form of alternative dispute resolution that seeks to assist parties to resolve a dispute by persuading them to adjust their positions or settle their dispute. Philosophically, the vehicle is grounded in the logic that a free society is founded upon the conviction that its internal conflicts can be resolved by an acceptable accommodation of diverse interests.
- Scope: The internal mediation process for administrative and professional faculty is not intended to resolve every possible dispute between employees or between employees and the University. The process best fits disputes between employees, including employee to supervisor relations. The process is also very effective in resolving policy application issues or issues for which no policy guidance exists. The process has also been used nationally by many organizations as a fair, expedient, cost-efficient, and effective way of resolving controversies involving allegations of discrimination.
Prerequisites to Successful Mediation:
- The parties must come to the mediation table in good faith, in an earnest effort to resolve the dispute.
- Persons with authority to settle the matter must be present or be willing to sanction the remedy or settlement.
- The parties must be willing to honestly disclose all relevant information germane to the issue.
- Confidentiality of discussions at the mediation table is crucial.
How to Engage the Process: Parties interested in securing the participation of a mediator for a dispute should contact the CHRO. The parties should both agree on the choice of mediator. Specific mediation procedure guidelines are available from the CHRO, although individual mediators should have a pretty wide berth in terms of procedural latitude.
Exclusions: The mediation process is not available for the following subject areas:
- Disciplinary Actions: All terminations for cause or financial exigency, and other disciplinary actions involving lost pay, lost time or reassignment are subject to prior review by the CHRO and the Office of the Attorney General. Implicitly, all terminations and administrative reassignments are also subject to the scrutiny of the President, in that the President must authorize any termination for cause. These levels of review connote a built-in fairness, as they exist.
- Non-Renewals: A/P faculty are contracted on an annual basis. A wish not to renew at the conclusion of a contract year is a prerogative of both contracting parties. Either party to any contract is free to sever ties at the conclusion of the contract. The employee may resign. The employer may wish not to renew. The important consideration is reasonable notice. Sections 7.1.1 (Resignations) and 7.1.3 (Non-Renewal of Appointment) cover notice requirements for each circumstance.
- Pay or Pay Equity: Compensation adjustments for administrators subsequent to hire are determined by established pay policy and merit pay provisions relating to annual performance management ratings. The mediation process is not intended to serve as a contract renewal-negotiating platform.
- Performance Management Ratings: The performance management process was designed with a self-contained rebuttal mechanism to address significant disagreements in relation to that process. Redundant internal routes of appeal are unnecessary.
- Operating Budgets: The institution has a central, representative planning and budget committee that recommends a budget to the President annually. The President's decision is final. The President reserves the prerogative to alter budget recommendations to meet critical needs or to provide documented personnel equity adjustments.
- Goal of Mediation: The goal of any mediation is settlement. A settlement is described as an agreement to compromise on important positions, in order to preserve essential ones. Where settlement cannot be achieved, understanding is the goal. Mediation provides the parties with a controlled environment where they can state, assess, and gain understanding and appreciation of their respective viewpoints in a safe and respectful atmosphere.
- Non-Applicability of the Longwood University Faculty Policies and Procedures Manual to A/P Administrators: Although some A/P Administrators may be granted academic rank, this conferral shall not imply applicability of the Longwood University Faculty Policies and Procedures Manual to that A/P Administrator's employment at the University. Teaching Faculty benefits derived from the Longwood University Faculty Policies and Procedures Manual shall apply to no A/P Administrator.
Revised and approved by the Board of Visitors, September 7, 2002.
Revised and approved by the Board of Visitors, March 22, 2003.
Revised and approved by the Board of Visitors, December 7, 2007.