History, Mission, General Organization and Governance


This version of the Manual was created by the Faculty Manual Task Force (FMTF), a subcommittee of the Faculty Personnel Committee. FMTF began work on the Manual in 2006, with the intention of entirely rewriting the prior manual. The present manual was presented to the Faculty for approval in September, 2009, and to the Heidelberg Board of Trustees in February, 2010. It was initially implemented in September, 2010.

The Manual is organized into five sections, plus appendices. Section 1 provides an overview of the history, mission, organization and governance of the institution, including the Faculty Constitution. Section 2 deals with contractual relationships between faculty members and the University, including the rights and responsibilities of faculty, terms of appointment and continuing employment, tenure and promotion procedures, separation from the University, and grievance procedures. Sections 3, 4, and 5 primarily are informational, addressing academic and administrative policies of interest to the faculty.

University policies related to faculty might also appear in other campus publications, including the University Catalog, the Student Handbook, and various administrative memos. However, the Faculty Manual is a singularly important document, and should be regarded as the primary reference regarding the relationship between the University and individual faculty members. As such, Heidelberg University views it as an extension of the employment contract. To ensure that the Manual remains current, it is continually maintained, and revised when needed by the Faculty Personnel Committee.

1.1 History

Heidelberg was founded in 1850 by members of the German Reformed Church who named the University after the Heidelberg Catechism of 1563. Seeking to minister to the German population of Ohio, the founders of the University established a church-affiliated institution staffed by a largely theologically trained faculty. Into the 1890s and beyond, the ideal of training Christian scholars persisted as the goal of a Heidelberg education. No laymen served as President of the University until after World War II. Heidelberg tenured faculty members were required to be members of a Christian faith until the early 1970s. Today, many of the staff and the students are not members of the United Church of Christ. This denomination was formed in 1957 by a merger of the Evangelical and Reformed Church with the Congregational Christian Churches. In becoming an independent, church-related, liberal arts educational institution, Heidelberg has interpreted the educated person to be an individual who can articulate the relationship between academic learning and learning for life.

1.2 Mission and Goals

(Adopted by Heidelberg University Board of Trustees, October 11, 2003)

1.2.1 Mission Statement

Heidelberg University is a community of learning that promotes and nurtures intellectual, personal and professional development, leading to a life of purpose with distinction.

1.2.2 Statement of Educational Philosophy and Values

Heidelberg University, in the Liberal Arts tradition, educates persons who can act effectively and with integrity in a world of change. It cherishes academic excellence, honors knowledge, encourages original research, and promotes a lifelong commitment to free inquiry. Heidelberg is dedicated to being a diverse community that challenges students to understand their cultural heritage and the contemporary world, to explore frontiers of knowledge, and to develop powers of mind and spirit. In keeping with its historic affiliation with the United Church of Christ, students, faculty, staff, and the Board of Trustees work together to understand and respect diverse cultures, religions, and lifestyles. Heidelberg University develops individuals with high moral and ethical standards who are productive in their life's work, engaged in their communities, and responsible citizens of the world.

1.2.3 Statement of Institutional Goals

At the time of graduation, Heidelberg students will be capable of:

  1. Demonstrating the breadth of knowledge and creative and critical thinking skills to fully participate as citizens of the changing world;
  2. Synthesizing theory, knowledge and experience related to their majors;
  3. Demonstrating the writing and speaking skills to communicate effectively within their disciplines;
  4. Demonstrating the quantitative and problem-solving skills sufficient for their disciplines and for functioning in an increasingly technical society;
  5. Demonstrating an awareness of their own cultures and a sensitivity to and appreciation of other cultures;
  6. Valuing the quest for purpose, integrity, and spiritual growth;
  7. Demonstrating an engagement with Heidelberg University and the local community, as well as with the nation and the world.

In the years following graduation, alumni will find that their experiences while at Heidelberg played an important role in:

  1. Shaping their understanding and appreciation of the world;
  2. Developing the abilities and strength of character to achieve their personal goals;
  3. Developing the capacity and willingness to contribute in a positive and constructive way to the communities in which they live and to Heidelberg University.

1.2.4 Accreditation and Affiliation

Heidelberg University has continuously been accredited by the North Central Association of Colleges and Secondary Schools since 1913 and was included on the Association's first published list of accredited institutions. North Central Association of Colleges and Secondary Schools is located at 30 North LaSalle Street, Suite 2400, Chicago, Illinois 60602-2504 and can be reached at (312) 263-0456, (800) 621- 7440 or by fax (312) 263- 7462. The University is a full member of the National Association of Schools of Music and its requirements for entrance and graduation are in accordance with the published regulations of this accrediting agency. The University is recognized by the State Department of Education of Ohio and most other states. Information related to Title II compliance is available from the office of the Vice President for Academic Affairs and Provost.

The University is an institutional member of the Council for Higher Education of the United Church of Christ, the American Association of Colleges for Teacher Education, the Ohio Foundation of Independent Colleges, Inc. (OFIC), the Council for Independent College, (CIC), and the Association of Independent Colleges and Universities in Ohio (AICUO). Heidelberg is recognized by the College Entrance Examination Board.

The University's Master of Arts Degree in Counseling is recognized and approved by the Ohio Department of Higher Education and the Ohio Counselor and Social Worker, and Marriage and Family Therapy Board. The Master of Music Education (MME) program is recognized by the Ohio Department of Higher Education and the National Association of Schools of Music. The Athletic Training Education Program is recognized by the Ohio Department of Higher Education and is accredited by the Commission on Accreditation of Athletic Training Education.

1.3 Institutional Governance

According to the Board of Trustees Bylaws (approved November, 2004 ), the University is governed by a self-perpetuating Board of Trustees consisting of between 20 and 32 members, in addition to the President of the University who is a full voting member. The President is elected by the Board and is the chief executive officer and administrative head of the institution, furnishing educational leadership and administrative direction for all University activities. The President retains ultimate responsibility for the University under the Board. The Provost of the University serves as the Provost of the University and chief academic officer of the institution. The General Faculty of Heidelberg University has principal responsibility for development of the academic policies of the University. The faculty helps develop long-range strategic planning for the University and advises the administration on matters concerning the general welfare of the institution. In addition to the President and Provost of the University, the administrative officers of the University include the Vice Presidents for Administration, Enrollment, Institutional Advancement, and Student Affairs. Full texts of the Charter, Amended Articles of Incorporation, and Bylaws and Standing Resolutions of the Board of Trustees are available through the Office of the President of the University. (See Appendix A for the Heidelberg University Organizational Chart.)

1.3.1 Board of Trustees

Article I of the Bylaws of the Heidelberg University Board of Trustees (November, 2004) describes the authority and responsibilities of the Board.

Article I. Board Authority and Responsibilities

Section 1. The Board of Trustees shall have and exercise those corporate powers prescribed by law. Its ultimate authority is affirmed through its general, academic, and financial policy-making functions and its responsibility for the financial health and welfare of the corporation. The Board of Trustees shall exercise ultimate institutional authority as set forth in these bylaws and in such other policy documents it deems to be appropriate. These bylaws and other board policies shall take precedence over all other institutional statements, documents, and policies.

Section 2. The Board of Trustees shall have the authority to carry out all lawful functions that are permitted by these bylaws or by the Articles of Incorporation. This authority, in consultation with the president, shall include but shall not be limited to these illustrative functions:

  1. Determine and periodically review the mission and purposes of Heidelberg University.
  2. Appoint the president, who shall be chief executive officer of Heidelberg University, and set appropriate conditions of employment, including compensation.
  3. Establish the conditions of employment of other key institutional officers who serve at the pleasure of the president (in consultation with the board).
  4. Support the president and assess his or her performance.
  5. Review and approve proposed changes in the academic programs and other major enterprises of Heidelberg University consistent with the mission, plans, and financial resources of Heidelberg University.
  6. Approve institutional polices that bear on faculty appointment, promotion, tenure, and dismissal as well as personnel or anti-discrimination policies for all categories of employees.
  7. Approve the annual budget and annual tuition and fees, regularly monitor the financial condition of Heidelberg University, and establish policy guidelines that affect all institutional assets including investments and the physical plant.
  8. Contribute financially to the fund-raising goals of Heidelberg University, participate actively in strategies to secure sources of support, and authorize University officers to accept gifts or bequests subject to board policy guidelines.
  9. Authorize any need for debt financing and approve the securing of loans.
  10. Authorize the construction of new buildings, capitalization of deferred maintenance backlogs, and major renovations of existing buildings.
  11. Authorize the purchase, sale, and management of all land, buildings, or major equipment.
  12. Approve policies that contribute to the best possible environment for students to learn and develop their abilities and that contribute to the best possible environment for the faculty to teach, pursue their scholarship, and perform public service. These policies include the protection of academic freedom.
  13. Approve all earned and honorary degrees through the faculty and president, as they shall recommend.
  14. Serve actively as advocates for Heidelberg University in appropriate matters of public policy in consultation with the president and other responsible parties as the board shall determine.
  15. Periodically undertake or authorize assessments of the performance of the board.

1.3.2 President

The President is elected by the Board of Trustees and is the chief executive officer and administrative head of the institution, furnishing educational leadership and administrative direction for all University activities. The President retains ultimate responsibility for the University under the Board. The President is a member of the Faculty, and an ex officio member of all Faculty committees.

1.3.3 Academic Governance

Academic governance of the University is a shared responsibility between the Provost of the University and the faculty. The Provost provides academic leadership to the institution. The faculty organizes itself, according to the Faculty Constitution. Academic Affairs Vice President for Academic Affairs and Provost of the University

The Provost of the University is appointed by the President. The Provost is a member of the General Faculty, and an ex officio member of all Faculty committees. The duties of the Provost include:

  • Leading Academic Affairs both internally and externally
  • Representing Academic Affairs on President’s Cabinet and to the Board of Trustees
  • Working with the President and other vice-presidents toward strategic goals, especially Academic Excellence
  • Responsibility for hiring faculty
  • Working with the Faculty Personnel Committee (FPC) on promotion, tenure, and termination decisions.
  • Working with faculty committees to organize and govern the business of Academic Affairs, including curriculum, policies and procedures, and assessment of student learning
  • Promoting innovative programs, pedagogy, curricula, and research
  • Developing academic programs and collaborations with other institutions
  • Overseeing the Faculty Evaluation and Annual Review processes
  • Overseeing periodic departmental reviews
  • Monitoring and insuring that accreditation requirements are met, where applicable
  • Monitoring and insuring that assessment of student learning takes place
  • Oversight of budgets for Academic Affairs
  • Oversight of academic facilities and equipment such as classrooms, faculty offices, laboratories, the Library, and information technology
  • Hearing appeals of student or faculty personnel issues. Deans

For vacant administrative positions in Academic Affairs, the Provost will either direct a search according to the procedures listed in the document, "Search Committee Procedures for Hiring Administrators", or the Provost may appoint an individual subject to approval by the President

The Dean of Graduate and Professional Studies and the Dean of Arts and Sciences will serve Academic Affairs and promote Academic Excellence by:

  • Facilitating communication among Faculty, Department Chairs and Directors, Academic Cabinet, and Administration regarding academic policies, procedures, concerns
  • Assisting in hiring procedures, orientation, and performance reviews for faculty, adjunct faculty, or related administrative/ staff positions
  • Serving on faculty and institution committees, including Honors, Undergraduate Curriculum, and Graduate Educational Policies, and task forces
  • Approving and overseeing academic budget concerns (such as adjunct and overload contracts, conference and travel requests from faculty); assisting with other budgetary requests
  • Coordinating departmental schedules
  • Assisting in recruitment efforts of the University and orientation of students
  • Handling student academic concerns, such as grade appeals, scheduling issues, academic dishonesty cases, final exam changes, etc.
  • Working with administration and Provost and Vice President for Academic Affairs to develop and support strategic initiatives and programs
  • Working with external bodies to develop and maintain professional accreditation for respective programs
  • Dean of Graduate and Professional Studies is responsible for physical plant and staff operations at Arrowhead. Department Chairs and Program Directors

The Provost works with the department to choose a Chair. Program Directors are appointed by the Provost.

The Chair/Director is available to other members of the department for advice and counsel. The Chair/Director shall be consulted first when disputes arise involving department members. The Chair/Director completes evaluations of faculty members in the department as appropriate, counsels them on professional matters, and provides recommendations concerning sabbatical leaves and other personnel actions pertaining to members of the department.

The Chair/Director is responsible for overseeing the annual evaluation of the members of the department.

The Chair/Director arranges the departmental teaching schedule after consultation with members of the department and coordination with related departments, and in accordance with guidelines from the Provost and Registrar. The Chair submits required personnel forms for full-time positions and recommends appointment of part-time and adjunct faculty, as appropriate, to the Provost. The Chair coordinates appropriate academic matters with other Chair/Directors.

The Chair/Director is responsible, within the limit of the teaching capability in the department, for insuring that classes are conducted as scheduled. The classes of absent members of the department should be covered, preferably by another instructor or by prior arrangement for substitute work. Postponement of work to be accomplished at another time is an acceptable alternative only if more effective means of meeting the teaching obligation to the class cannot be developed.

Chair/Directors organize and conduct meetings of the departmental faculty. The need for meetings within a department will vary with the scope of activities and related matters. Each department should hold a department meeting of the faculty at least once each semester at a time when members of the department can be present for an uninterrupted meeting. At least once a year a meeting of the department faculty and the majors in the department should be held.

The Chair/Director is responsible for ensuring that the majors in the department are properly advised. The Chair attempts to bring the majors into departmental affairs and to arrange conditions which encourage the majors to consider the department as their academic home.

Chair/Directors are responsible for Program Reviews of the curriculum and for a continuing assessment of the curriculum. Objective data should be obtained whenever possible to assist in curriculum evaluation. Such data should be obtained from graduating majors, recent graduates, faculty members within the department, faculty members in related departments, and outside constituencies.

Chair/Directors, upon request by the Provost, will provide to the Provost an annual report for the department.

The Chair/Director, after consulting other members of the department, prepares an annual budget request for support of departmental activities in accordance with a timetable and procedure outlined by the Provost. The Chair administers the approved budget to fulfill departmental teaching responsibilities and activities within limits of the approved budget.

The Chair/Director works with the Director of Library Services on library holdings, periodicals, and other material to support the department's teaching program.

The Chair/Director attends Chairs and Directors meetings, or arranges for coverage by colleagues.