Faculty

Incoming Accountable Mail Process

Title: Incoming Accountable Mail Process
Policy Owner: Mail Services
Applies to: Faculty, Staff, Students, Others
Campus Applicability: Storrs Campus
Effective Date: August 18, 2004
For More Information, Contact Mail Services
Contact Information: (860) 486-2024
Official Website: https://mailservices.uconn.edu/

 

Incoming USPS mail for the University of Connecticut, is handled in accordance with USPS DMM, Section D042.4.1 which states:

All mail addressed to a governmental or nongovernmental organization or to an individual by name or title at the address of the organization is delivered to the organization, as is similarly addressed mail for former officials, employees, contractors, agents, etc.  If disagreement arises where any such mail should be delivered, it must be delivered under the order of the organization’s president or equivalent official.

In addition to the above regulation, the USPS maintains the signatures of University Mail Services’ staff on PS Form 3801, naming the staff “Authorized Agents”, making them eligible to handle incoming, accountable mail for the University of Connecticut.

Accountable mail is released to the University upon signing the USPS Firm Sheet, recording such items, and the authorized agent also signs for any Return Receipts attached.  Although an option, University Mail Services does not sign for “Restricted Delivery Mail”.

Once prepared at University Mail Services for final delivery to the campus destination, a signature is obtained from the designated employee at the centralized mail stop for the building.

The accountable mail is then placed with the regular incoming mail for the receiving department.

In the event the actual recipient, indicated by either name or by title, chooses to refuse any accountable mail, such accountable mail must not be opened.  The refused piece must be marked “Refused”, placed in a new container and have new postage applied.  It is strongly recommended that this refused mail be sent Certified mail, or Registered if leaving the United States.

Federal Archive Guidelines require University Mail Services to maintain records as follows:

  1. a.       Incoming accountable records keep 2 years
  2. b.      Outgoing Certified records keep 2 years
  3. c.       Outgoing Registered records keep 3 years

Faculty Professional Responsibilities, Policy on

Title: Faculty Professional Responsibilities, Policy on
Policy Owner: Office of the Provost
Applies to: Faculty
Campus Applicability: All Campuses, including UConn Health
Effective Date: March 29, 2011
For More Information, Contact Office of the Provost
Contact Information: (860) 486-4037
Official Website: http://provost.uconn.edu/

Preamble:

Introduction: The Mission Statement of the University of Connecticut provides that it is the public flagship of higher education and the sole doctoral degree granting public institution in the state of Connecticut.  The University serves as a center for research, dedicated to excellence in higher education, and fulfillment of its land grant status.  The University is committed to meeting the educational needs of its undergraduate, graduate, professional and continuing education students, and gives its faculty the means to employ and develop their intellectual capacity through teaching, research and interaction with society.  Through the integration of teaching, research, and service, the faculty provide an outstanding educational experience for each student.  The University serves the state and its citizens in a manner that enhances the social, cultural, and economic well being of its communities.  It gives leadership in the pursuit and dissemination of knowledge to all its constituents, recognizing that the continual creation and transmission of knowledge and lifelong learning are essential to Connecticut’s future in a global context.

A research university: In furtherance of the University’s Mission Statement and its By-Laws, faculty members are expected to produce specific evidence of strong performance in both scholarship (in the form of research, other intellectual contributions and artistic activities) and teaching.  In addition, service and outreach activities are valued and expected of all faculty members.  The faculty consists of accomplished scholars who bring their skills and ways of thinking to their interactions with undergraduate and graduate students and the community at large.  The education of students in a research university goes beyond the formal acquisition of knowledge and the critical assessment of that knowledge to include skills and training in the methods of generating knowledge.  In a public research university, the State invests in making education in these advanced skills available to any of its citizens who have the requisite abilities and motivation to take advantage of it.  The purpose is to foster and build upon proven insightful methods for creating new knowledge so that future generations will have the ability and means to meet any challenges that confront them.  To accomplish this task, faculty have the multidimensional responsibility of conducting research, of teaching, advising, and mentoring undergraduate and graduate students, and of undertaking service and outreach activities.

As scholars, the faculty is charged to conduct research, to enhance understanding and, in a public research university, help to improve the lives of citizens.  The ability of researchers to accomplish these tasks is what must be passed on to each new generation of students.  Teaching of students by accomplished faculty who are doing “cutting-edge” research underlies the excitement and potential of a research university.  The conduct of research is fundamental to teaching and provides the foundation as well as the milieu of discovery for education in a research university.  The conduct of teaching is a fundamental charge from the public to educate the citizens of the State, to pass on the skills and methods of generating knowledge.  It is also fundamental in affecting how a great deal of research is actually accomplished, through the active participation of graduate and undergraduate students in the conduct of that research as part of their education.

A research university has the added charge of educating advanced students, producing researchers and other graduates with Masters and doctoral degrees.  At the graduate level, large amounts of time are spent in one-on-one development and critiques of students’ thinking, writing, and research methods and the implementation of those methods.  The training of future researchers by faculty is inherently personal and time-consuming but is one of the basic responsibilities of faculty at a research university.  Each graduate student represents a significant commitment, both in time and effort.  Such time commitments are an investment in creating an educated professional who, in turn, will affect the lives of future students and the future of society.

The teaching mission of a research university has a unique emphasis upon communicating skills and training in the methods of generating knowledge.  Education of this kind is often apprenticeship in nature, by necessity.  Students learn through engagement in activities that call upon their creative and problem-solving skills.  These kinds of research activities are fundamental to graduate education.  At the undergraduate level, research opportunities are available for students with ability and motivation.  Usually, the best students seek them out.  A challenge to the contemporary research university is to bring this level of involvement to a broader range of students, and it is one of the University’s goals in its Strategic Plan.  Because of the flexibility required within an academic unit to meet the unique constraints of teaching undergraduate and graduate students in a research environment, the University of Connecticut Chapter of the American Association of University Professors (AAUP) chooses to delegate the complexity of workload policy to university practice.

The interaction of research and teaching: In a research university, research and teaching are intertwined.  Research, including externally grant-funded research, frequently involves teaching and includes the active participation of students.  This participation is entirely appropriate because part of the teaching responsibility of faculty is to educate graduate and undergraduate students in the conduct of research and, more broadly, the communication of methods of discovery for the creation of new knowledge.  The one-on-one or one-on-few apprenticeship education that takes place in the research environment focuses directly at this level.  Various disciplines extend this kind of education to some or most of their undergraduate majors.  More broadly, much classroom teaching includes consideration of how knowledge is generated (how the knowledge being studied was created, what theoretical influences affected the creation of that knowledge, etc.) in addition to the transmission of information and the critical assessment of that information.

The perspective of researchers who are accomplished critical thinkers and problem-solvers informs teaching in a research university.  The researcher as teacher possesses the perspective of having identified research questions, formulated strategies for possible solutions, and assessed the quality and efficacy of those solutions.  This perspective can be brought to bear even in a classroom of many students and should affect the nature of classroom presentations, discussions, or other interactive experiences.  Some significant part, at least, of the educational experience of those who attend a research university’s undergraduate programs should bear this special stamp.

General Policy:

Overall responsibilities: The faculty constitute a community of scholars.  The vitality of that community arises not just from individual continuing scholarly achievement, but depends as well upon the quality and quantity of collegial interactions and contributions to the mission of that community.  Individually, faculty members are expected to engage in research and other scholarly activities, to teach, and to perform service.  The typical mix of activities of faculty members varies from one academic unit to another.

As a member of a scholarly community, every faculty member is expected to contribute to the shared responsibilities that support the varied educational mission at the department, college/school, and university level.  These responsibilities are clearly set forth in Article XV.L.1. of the University Bylaws, which states, “While members of the professional staff of this University are employed for a variety of duties, as a general rule the University will expect to assign to each full-time member of the professional staff duties which are reasonable and consistent with good and effective teaching practices at both the undergraduate and graduate levels.  In conjunction with this, staff members will be expected to carry a reasonable amount of ordinary departmental duties and routine committee responsibilities and to undertake those activities of self-improvement and professional development which are part of every faculty member’s investment in his or her own future.  Such assigned responsibilities as unusually heavy loads of student counseling, the chairmanship of committees that are unusually time-consuming, research projects which have been designated as a part of the staff member’s assigned load, unusually heavy enrollments in courses, and assigned administrative duties will be considered in determining the number of contact hours assigned to any individual.”   In furtherance of these Bylaws’ professional staff loads provisions, individual faculty member’s responsibilities are determined in consultation with the department head, or dean in a non-departmental structure, and are based on the academic unit’s workload guidelines.  These guidelines recognize discipline-specific standards that ensure that individuals fulfill all facets of the responsibilities of a faculty member in a research university.

On occasion, some specific faculty responsibilities may be defined in an individual letter of appointment (e.g., appointment of a faculty member to be a director of a center), or the individual faculty member may be given a joint appointment. These special circumstances will govern the activity of that faculty member within the context of relevant general guidelines.

Research and other creative activities: Each faculty member is expected to be actively engaged in, and to contribute to, the intellectual life of that member’s department, discipline, and profession.  All faculty members must demonstrate professional competence in their field of specialization, be current in that discipline’s method and subject matter, and make a substantial contribution to the advancement of knowledge in that field, as well as the global community of scholars.  (See the By-Laws, Article XV.J.)  All faculty members are expected to achieve a working balance between the maintenance of creative inquiry in their disciplines (or, where appropriate, the creative production of artistic works), spending effective time with students, and participating in various service activities.  Researchers, for example, are expected to keep abreast of the relevant literature in their field and to contribute to it, to communicate basic and/or applied scholarship to their peers on a continuing basis, and to engage in activities that stimulate their own productive and insightful thinking (e.g., conference presentations and commentary; active participation in academic/professional societies).  The dissemination of the fruits of new research and/or new ways of thinking about problems to both students and colleagues is another way in which research, teaching, and learning are inherently intertwined.

Teaching:  Faculty are expected to show satisfactory attainment and continuous growth in “…Teaching ability and performance, beginning with the capacity to excite interest and evoke response in students, to broaden their outlook, to impart knowledge, to see and convey relationships, to encourage the faculty of criticism, and to stimulate a sense of inquiry.”  (See By-Laws, Article XV.J.)  Faculty must also continually reappraise the content of what they teach: as the nature of teaching changes, especially in an era where instructional technology offers an incredible range of new approaches, faculty development and faculty involvement in curriculum reform is crucial and time-consuming.  The amount of teaching varies for individual faculty across departments as a function of the kind of research and outreach/service involved in particular disciplines.  All academic disciplines are characterized by research/scholarly-based teaching that involves teaching both in the classroom and in the research environment (e.g., laboratory, field sites, library).  The difference for a research university, where faculty must give significant effort to conducting the research/scholarship that is the foundation of their teaching, is that faculty typically teach fewer formal courses per semester than in institutions of higher education that have different missions.  Additionally, particularly at the graduate student level at a research university, more emphasis is put upon interactions with individual students as a means of instruction.  The criteria for setting classroom-based teaching courseloads are, of necessity, discipline-specific across institutions.  Such variation in classroom-based teaching and in the criteria for setting such teaching loads is crucial if a research university is to remain competitive in the national and international arena in attracting and retaining accomplished professors.

Service:  Faculty are expected to demonstrate “…Willingness and ability to assist in the various types of service which a state university renders, in the answering of inquiries, the giving of advice, the conduct of surveys, and the like.”  (By-Laws, Article XV.J.) The service provided by faculty may vary by department and take many different forms.  “Standard service” may be given internally within the institution and/or externally to both the profession and to the local, state, and national communities.  Internal service may include: chairing or serving on standing departmental, college/school, or University committees; advising students or serving as a faculty advisor to student organizations; writing letters of recommendation for undergraduate and graduate students; and supervising various department activities.  External service to the profession may include: reviewing research article submissions to professional journals; serving as editors of, or editorial consultants to, professional journals; reviewing research grant proposals for federal and other granting agencies; serving on committees of national or international academic/professional societies; and reviewing promotion and tenure cases for faculty at other institutions.  Other external service and outreach to the local, state, national and international communities may include: the provision of training, and/or technical or professional assistance for various constituencies, such as government officials and agencies, business firms, non-profit organizations, and the general public; community building efforts involving interactions with external constituency members; teaching of non-credit courses; providing self-improvement services for members of the public; and disseminating scientific knowledge to the media.  In some instances, a faculty member may be hired or his/her position may be defined to be primarily concerned with outreach.

Assessment of Activity:

Most faculty have embraced a professional model of work effort that far exceeds what is commonly regarded as a work week.  Assessment of faculty activity in this kind of environment must meet the challenge of encouraging and sustaining the fundamental self-motivated striving that supports a continuing high level of professional performance.  Ideally, the academic community exercises strong peer support and encouragement to all of its members to engage in that high level of effort and performance.  In any case, assessment must measure scholarly achievements according to discipline-related standards, while also measuring the effectiveness of the many aspects of teaching that occur at a research university, as well as service activities.  Additionally, assessment of activity must also identify colleagues whose level of performance has lessened relative to unit norms to the extent that a change in the distribution of their responsibilities may be appropriate.  The department head, or dean in a non-departmental structure, has the responsibility to make such changes to maintain full involvement of all department faculty in accomplishing the mission of the academic unit.

Criteria and procedures exist that govern the events of reappointment, promotion, and tenure.  As an integral part of these latter events, external review of the activity of candidates for tenure and/or promotion is undertaken by excellent faculty at other institutions.  In addition, all academic departments and non-departmentalized schools should have explicit criteria formulated by the departmental faculty for the assessment of meritorious performance.  Assessment procedures should also exist with respect to what is expected of the faculty in their discipline across institutions and be reviewed on an annual basis.  The policy of having systematic university academic external review of academic departments serves to calibrate these criteria by reference to cross-institutional practices.

The following is a description of the assessment of activity process:

(1) Department heads, and deans in non-departmental schools, with appropriate input from the faculty and the advice of regional campus associate vice chancellors, are charged with setting an appropriate distribution of responsibilities for individual faculty that reflects that member’s particular strengths, the nature of his/her obligation to the University, and the needs of the academic unit.

According to the Bylaws of the University, responsibility for the “assignment of duties will be made by the appropriate deans, directors and department heads.” (Article XV. L.)  Further, “It is the duty of each department head to conduct a continuing appraisal of the work and potentialities of the people in the department…” (Article XV.J.4)

As changes occur in an individual faculty member’s research productivity, teaching and the level of self-motivated, independent interactions with graduate and/or undergraduate students, or the level of service, adjustments in the other areas of responsibility will occur.  Such adjustments in the responsibilities for a faculty member may be appropriate to maintain fairness with respect to the distribution of responsibilities across the members of a department.  The ability of faculty to make such adjustments, to engage in all aspects of the tri-partite mission of the University, is guaranteed by the tenure process that requires excellence in both research and teaching, as well as appropriate contributions to service, as criteria for the granting of tenure.

An explicit part of the university academic external review should address the appropriateness of the unit’s research productivity, its teaching load, and its service contributions.  This external review should also address the comparability of these measures with respect to those of similar units in other research universities, and the extent to which faculty responsibilities are being adjusted appropriately within the unit at the University of Connecticut.

(2) Annual meetings will be held between the department head (or dean in a non-departmentalized school) and individual faculty, in the spirit of the University Laws and By-Laws quoted above. (Article XV.J.4.b. & L.1.)These meetings should serve to enhance the overall activities of the department as well as interdisciplinary research/scholarship, where appropriate. The department head will review and discuss the faculty member’s productivity and present and future professional activities.  The department head and faculty member should also discuss any problems encountered by the faculty member in the performance of his/her duties.  For regional campus faculty, similar meetings should occur with the appropriate regional Associate Vice Chancellor, as well as with the department head.  Any adjustments in a regional campus faculty member’s activities must be made in concert with the faculty member’s department head.

These meetings may also be used, where appropriate, to accomplish, in consultation with the faculty member, proportional adjustments to the faculty member’s responsibilities.  These annual assessments of a faculty member’s activity can include consideration of various measures commensurate with the unique constraints of creative endeavors or original research/scholarship.  Such adjustments may be appropriate during a faculty member’s career and are an essential component in maintaining a department’s and the University’s overall effectiveness.

(3) The successful implementation of the process of systematic review and adjustment of faculty responsibilities within departments is primarily the responsibility of the department head or dean of a non-departmentalized school.

However, deans of departmentalized colleges/schools should meet annually with his/her department heads/program directors to discuss the implementation of departmental policies on professional responsibilities and to insure equitable practice across departments.

Endowed Chairs and Professorships, Policy on

Title: Endowed Chairs and Professorships, Policy on
Policy Owner: Board of Trustees
Applies to: All UConn Campuses
Campus Applicability: All Campuses
Effective Date: April 28, 2023
For More Information, Contact Board of Trustees Office
Contact Information: (860) 486-2333
Official Website: http://boardoftrustees.uconn.edu/

 

BACKGROUND

The University of Connecticut seeks endowment support for chairs and professorships in the several academic departments, independent scholarly centers, schools, and colleges to support distinguished teaching, research, and community service.

 

PURPOSE

To clarify the areas of responsibility for establishing, approving, reviewing, and filling Endowed Chairs and Professorships

 

POLICY STATEMENT

Endowed chairs and professorships are created by the Trustees upon recommendation by the President and in consideration of the President’s determination that sufficient endowment funds have been provided through an outright gift or a written pledge to provide a significant share of the chair holder’s salary, research or teaching program support, and supplementary support.

On recommendation by the Provost and Executive Vice President for Academic Affairs or Executive Vice President for Health Affairs, the President will present to the Board a proposal for establishment of an endowed chair or endowed professorship.  The President’s recommendation to the Trustees will address the chair’s or the professor’s purpose in light of the University’s academic mission, source of funding, and such other matters as may be relevant to the creation of the chair or professorship.

Once an endowed chair or professorship has been created, the position will be filled in accordance with University policy, and the Provost and Executive Vice President for Academic Affairs or the Executive Vice President for Health Affairs will recommend a candidate for appointment to the Board of Trustees.

Appointments will be for a fixed term, with the possibility of renewal. The term associated with an endowed chair or endowed professorship will be determined at the discretion of the dean up to a maximum of 5 years.  The holder of an endowed chair or endowed professorship is ordinarily considered for a renewal appointment at the end of their appointment.

In the event that an endowed chair becomes vacant, the dean, in consultation with the Provost may at appoint an individual to the position for no more than a 1-year temporary appointment.  The Provost will consider exceptions to the ordinary procedures on a case-by-case basis.

Retired or emeritus faculty are ineligible for appointment or reappointment to an endowed chair or professorships.  Faculty who retire while serving in an endowed position vacate the position upon retirement.

The President shall periodically forward to the Board of Trustees reports on the contributions made by holders of endowed chairs or professorships.

 

ENFORCEMENT

Violations of this policy may result in appropriate disciplinary measures in accordance with University By-Laws, General Rules of Conduct for All University Employees and applicable collective bargaining agreements.

 

PROCEDURES/FORMS

Endowed Professorship Appointment and Renewal Procedures

 

REFERENCES

List of Endowed Chairs and Professorship

 

POLICY HISTORY

Policy Created: 9/26/2001
Policy Supersedes Endowed Chairs Policy (5/11/1990; 11/7/1989; 10/15/1989)

Revised:  03/13/2023 (Approved by Senior Policy Council and the Board of Trustees)

Review Process for Deans

Title: Review Process for Deans
Policy Owner: Office of the Provost
Applies to: Others
Campus Applicability:
Effective Date:  January 2, 2004
For More Information, Contact Office of the Provost
Contact Information: (860) 486-4037
Official Website: http://provost.uconn.edu/

Application: This process applies to Deans, and not their direct reports, although Deans may choose to use this process for their direct reports.

Timing: As is true for all senior administrators, Deans are routinely subject to formal review every five years.  This review normally occurs at the beginning of the fifth year of a five-year appointment.  Deans may be appointed for multiple subsequent five-year terms, with formal reviews occurring every five years.

Process Oversight: The Provost shall be responsible for the review of the Deans.  The Provost may delegate the supervisory function for carrying out reviews to a direct report.

Review Procedure:

 

  • Review Committee. To carry out each formal review of a Dean, a Review Committee chaired by another Dean shall gather information and report it to the Provost.  In addition to the Chair, each Review Committee shall be comprised of approximately six individuals: two chosen directly by the Provost, two elected by the college/school faculty in a fashion approved jointly by the Provost and the administrative governing body of the college/school, one chosen by the Provost from a list submitted by the University Senate Executive Committee, and one selected by the Provost from a list submitted by the Dean under review.
  • Review Process. The Chair of the Review Committee shall carry out the administrator review process.  This process shall include the following components:
  1. Receipt of a statement and report of accomplishment from the Dean
  2. Dissemination of a confidential survey and solicitation of written comments from college/school faculty and staff, and relevant university and external constituencies, with compilation of the results
  3. Conduct by Committee members of interviews with relevant individuals, including direct reports such as department heads, external constituencies, students, and such faculty and staff as the Review Committee deems appropriate
  4. Other information agreed upon between the Review Committee and the Provost
  • Review Outcome
  1. The Review Committee shall serve as a fact-finding and advisory committee to the Provost.  At the conclusion of the review process, it shall meet with the Provost to report its findings.
  2. The final decision on reappointment of a Dean resides with the Provost.

Copyright Compliance Guidelines

Title: Copyright Compliance Guidelines
Policy Owner: University Libraries, Access Services
Applies to: Faculty, Staff, Students
Campus Applicability: Storrs and Regional Campuses
Effective Date: July 13, 2007
For More Information, Contact Associate University Librarian for Academic Engagement
Contact Information: 860-486-2518
Official Website: lib.uconn.edu

Instructors placing physical materials on Traditional Course Reserve (TCR), copies of physical materials on Electronic Course Reserve (ECR) or TCR, or posting materials directly to WebCT for the purpose of not-for-profit instructional support are responsible for being cognizant of and applying the copyright compliance guidelines observed by the University of Connecticut (UCL) Reserve Services.  These guidelines apply whether Reserve Services or the individual instructor is posting materials in WebCT.

UCL copyright compliance guidelines for Reserve Services are based on:

  • The Libraries’ interpretation of Section 107 Limitations on exclusive rights: Fair Use of Title 17 (Copyrights) of U.S. Code;
  • Section 107 of U.S. Copyright Law sets out four factors to be considered in determining whether or not a particular use is fair:
    1. The purpose and character of the use, including whether such use is of commercial nature or is for nonprofit educational purposes;
    2. The nature of the copyrighted work;
    3. Amount and substantiality of the portion used in relation to the copyrighted work as a whole; and
    4. The effect of the use upon the potential market for or value of the copyrighted work
  • Agreement on Guidelines for Classroom Copying in Not-For-Profit Educational Institutions with Respect to Books and Periodicals, a.k.a., Classroom Guidelines;
  • American Library Association Model Policy Concerning College and University Photocopying for Classroom, Research and Library Reserve Use;
  • Music Library Association Statement on the Digital Transmission of Electronic Reserves ;
  • The Digital Millennium Copyright Act

Guidelines for Reserve Services/WebCT Environments

What can I put on Reserve?

Entire physical works in their original format, e.g., books, journals, AV materials, may be put on TCR in the Library provided the University Libraries or the instructor owns a legal copy of the work.  Most government publications are in the public domain and may also be put on Reserve, whether or not owned by the University Libraries or the instructor.

Copies of portions of the above types of works may be placed on ECR, TCR, or posted by instructors to WebCT provided the University Libraries or the instructor owns a legal copy of the work and access is restricted to the instructor and students enrolled in the course for which the material is being used in a given semester.

Reserve Services has developed the following guidelines for the amount of a copied work to be placed on ECR/TCR or posted by instructors to WebCT:

  1. One article per journal issue;
  2. One chapter or 10% of a book;
  3. Other parts or whole works that do not constitute copyright infringement, e.g., government documents and class notes.
  • In all cases, the notice of copyright and the title page from the work must be posted.

The above amounts are estimates designed to safeguard the University and its individual members from legal action due to copyright infringement.  Exceptions to the above limits must take into consideration the four fair use factors.

What if the University Libraries or the instructor does not own a legal copy of a work?

The Libraries will purchase books that are required for Reserve.

The Libraries will obtain journal articles not owned by the University Libraries or the instructor and request permission for use.  If permission is granted and there are royalty fees, the Libraries will pay the royalty fees.  If permission is not granted, the material will be removed from Reserve and the instructor will be notified.  Permission must be requested for each semester the material is being used.

Written permission of the student author is required to place student papers on Reserve.

What is not permitted for Reserve?

Materials considered to be “consumable,” e.g., published workbooks, exercises, standardized tests, test booklets, answer sheets, and course packs are not put on Reserve.  The nature of this material is such that making copies available to many students is likely to affect the market value of the item and may be an infringement of copyright law.

Can materials in digital databases and full text journals leased by the Libraries be used in WebCT?

UCL does not own these materials, they are leased. UCL signs an official license agreement with each vendor, and each license contains language on the permitted use of the material.  Some of the licenses allow for use of the material for Reserve, some do not.

Instructors needing to use in WebCT products leased by the Libraries should consult with Reserve Services to determine whether there are restrictions on use for Reserve associated with a particular leased product.

Below are known leases that do allow Reserve use:

  • InfoTrac
  • ABI Inform
  • JSTOR

NOTE: If a license prohibits use of digital material for Reserve and the Libraries own the paper version, Reserve Services will scan the paper version and post it through ECR.

 

Can materials not owned/leased by the Libraries or the instructor and available on the Internet be used in WebCT?

While this issue is beyond the domain of Reserve Services, please be advised that if you choose to use such materials (i.e., other instructors’ web pages, commercial sites, etc.) in WebCT, you are responsible for obtaining any necessary permissions and paying any associated royalties.

Reserve Services contacts for permissions as outlined above:

Stephen Bustamante
Coordinator for Digital Reserves
860.486.1158
steve.bustamante@uconn.edu

Jo Ann Reynolds
Coordinator for Reserve Processing
860.486.1406
Jo_Ann.Reynolds@uconn.edu

Confidentiality of Library Patron Records

Title: Confidentiality of Library Patron Records
Policy Owner: The UConn Library
Applies to: Faculty, Staff, Students, Others
Campus Applicability: All
Effective Date: November 21, 2016
For More Information, Contact The UConn Library
Contact Information: (860) 486-2518
Official Website: http://www.lib.uconn.edu/

REASON FOR THE POLICY

The UConn Library is committed to the protection of all library patrons’ rights to privacy with respect to their use of library resources.

APPLIES TO

This policy applies to all University of Connecticut faculty, students, staff, administration, University affiliates, community borrowers and authorized library users who borrow materials from any of the ten (10) University of Connecticut Libraries (collectively, the “UConn Library”).

POLICY STATEMENT

It is the policy and practice of the University of Connecticut that personally identifiable information collected by any unit of the UConn Libraries relating to an individual library patron’s use of library collections and/or services will be kept confidential.  While such information may be used internally by employees and agents of the UConn Libraries as needed for the operation of the particular library, it will not be disclosed to third parties except with the express written permission of the library patron or pursuant to a lawfully issued court order.

This policy aligns with the principles of the American Library Association Code of Ethics, which endorses the confidentiality of library patron records.

ENFORCEMENT

Violations of this policy may result in appropriate disciplinary measures in accordance with University Laws and By-Laws, General Rules of Conduct for All University Employees, applicable collective bargaining agreements, and the University of Connecticut Student Code.

PROCEDURE

Library patron records are retained in accordance with the state record retention requirements established by the Office of the Public Records Administrator of the Connecticut State Library.

If the University is served with a subpoena, warrant, or court order (including court orders resulting from the surveillance provisions of the USA Patriot Act) compelling disclosure of library patron records, then such document shall be promptly referred to the University’s Office of the General Counsel.

Circulation Policies, University Borrowers

Title: Circulation Policies, University Borrowers
Policy Owner: University Libraries, Access Services
Applies to: Faculty, Staff, Students, Others
Campus Applicability:  Storrs and the 5 Regional Campuses
Effective Date: December 2, 2003
For More Information, Contact Library Circulation Desk
Contact Information: (860) 486-2518
Official Website: http://www.lib.uconn.edu/

PURPOSE

Describes the terms of library borrowing privileges for University borrowers.

APPLICABILITY

UConn faculty, staff, retirees, graduate and undergraduate students, and visiting scholars

YOUR ID CARD

A University ID or a library-issued Borrower ID is required to borrow books and to place recalls or holds.  Use of the ID indicates your agreement to observe library policies, which are designed to serve all users generously and equitably.  The ID is not transferable.  Please notify Circulation immediately if you lose your ID so we can block use by others.  University IDs and library-issued Borrower IDs may be replaced for a fee.

LOAN PERIODS

Faculty/Graduate Students/Staff/Retirees/Visiting Scholars: 90-day Loan

Undergraduate Students/Affiliates/Community Borrowers: 30-day Loan

RENEWALS

90-day Loans: renewable three times unless requested by another borrower.

30-day Loans: renewable twice unless requested by another borrower.

Renew online (via HOMER) or at the library.

RECALLING A BOOK

Recalling a book that is charged out is a service available only to UConn faculty, students, retirees, staff and affiliates of the University.  It is very important that recalled books be returned promptly.  Borrowers who are temporarily unable to respond to recall notices should make prior arrangements with Circulation.

PLACING A HOLD ON A BOOK

Any borrower may request that a circulating book be held for him or her when it is returned.

NOTICES

Reminder email notices are sent to all University borrowers alerting them that items are coming due and need to be returned or renewed.

SUSPENSION OF BORROWING PRIVILEGES

Privileges are automatically suspended when a borrower:

Has one overdue recalled book

Has reached the charged book limit:

300 books (UConn faculty/graduate students/honors undergraduate students)

150 books (All other UConn undergraduate students/staff/retirees/affiliates)

25 books (All other borrower categories)

Has an expired record

A suspension is lifted automatically when the condition causing it is rectified.

FINE RATES

Long overdue book (28 days or more overdue): $15 late return/billing fee (non refundable)

Overdue recalled book $5.00 a day/item; maximum of $50.

REPLACEMENT CHARGE

Long overdue books are billed at $95 per item plus a $15 nonrefundable late return/billing fee.  The $95 replacement cost is refundable, if the item is returned within one year of the billing date.

PAYMENT OF CHARGES

Bills for library charges are issued by and paid at the University Bursar’s Office (Wilbur Cross Building, Unit 4100, 486-4830).  Payments may be made in person during regular business hours or by mail.  Checks are payable to the University of Connecticut. No payments are accepted at the library.  Library charges for students appear on the next semester’s fee bill.  Charges must be paid in full before registration is permitted and official transcripts can be issued.

ADDRESS

All library circulation notices are distributed via email.  If you use an email address other than your University email address, you need to forward your UConn email to your non-University email address.  You may do this at: http://netid.uconn.edu If you need assistance, please call Circulation at 486-2518.

RETURNING BOOKS

Please return books to the Main Circulation Desk and, in the case of recalled books, directly to the staff person at that Desk.  When the library is closed, books may be left in the depository slots at the North and South entrances.  Return receipts are available upon request.

For more information about Babbidge circulation policy please contact Circulation Services:

Homer Babbidge Library
Access Services/Circulation U-1005C
369 Fairfield Road
University of Connecticut
Storrs, CT 06269-1005

Phone: (860) 486-2518
Fax: (860) 486-5636
Email: askcirc@libstaff.lib.uconn.edu

Athletics Employee Handbook

Title: Athletics Employee Handbook
Policy Owner: Division of Athletics
Applies to: Athletics Staff
Campus Applicability:  Storrs
Effective Date: August 2016
For More Information, Contact Division of Athletics
Contact Information: (860) 486-2725
Official Website: http://www.uconnhuskies.com/

 

The Division of Athletics Employee Handbook is currently being revised. Please check back soon for updates. Any questions pertaining to the handbook may be directed to Cheryl Bertora at (860) 486-2725 or Dan Gilinski at (860) 486-2050.

Assignment of Textbooks and Other Intellectual Property

Title: Assignment of Textbooks and Other Intellectual Property
Policy Owner: Office of the Provost
Applies to: Faculty
Campus Applicability: All Programs at All Campuses
Effective Date: October 29, 2010
For More Information, Contact Office of the Provost
Contact Information: (860) 486-4037
Official Website: http://provost.uconn.edu/

Background and reasons for the Policy:

The Code of Ethics for Public Officials precludes the use of one’s public position for personal financial gain.  This policy is intended to support compliance with the Code.

Purpose of Policy:

To provide guidance on the circumstances under which one may assign a textbook or other intellectual property authored or developed by the professor to a course s/he may teach.

Expected Institutional Outcome:

Compliance with the Code of Ethics

Applicability of Policy:

All Faculty

Policy Statement:

No public official or state employee shall use his/her public office or position or confidential information received through his holding such public office or position to obtain financial gain for himself/herself, his/her spouse, child, child’s spouse, parent, brother or sister or a business with which he/she is associated. Connecticut General Statutes Section 1-84(c) of the Code of Ethics for Public Officials.

In a course taught by a faculty member, the assignment of a required textbook s/he authored or of intellectual property s/he prepared may be interpreted as “obtaining financial gain for himself/herself” unless the faculty member receives prior approval for such use or directs any financial gain to a University of Connecticut student scholarship fund within thirty (30) days of receipt.  If the professor directs any financial gain to a University of Connecticut student scholarship fund, no review is needed.

Responsibilities:

All Faculty are responsible for compliance with this policy.  Deans and Department Heads should work with their faculty to ensure that the implementation guidelines (see below) are enforced.

Policy Implementation Guidelines:

Approval for use of a textbook or other intellectual property authored by the faculty member in a course taught by that individual should be obtained through a departmental or school/college review of the intellectual property in question. The review will address the appropriateness of this specific piece of intellectual property consistent with the guidelines established in Advisory Opinion No. 2001-7.  A small committee of faculty members, not subordinate to the professor, will complete the review, and a determination report will be filed with the Provost’s office.

Failure to comply constitutes a violation of the State ethics code and University policy and is subject to disciplinary procedures of both.

Administrative Review and Approval of Proposals for External Support

Title: Administrative Review and Approval of Proposals for External Support
Policy Owner: Office of the Vice President for Research, Sponsored Program Services
Applies to: Principal Investigators and all others involved in the submission of a sponsored program proposal
Campus Applicability:  All campuses except for UConn Health
Effective Date: June 24, 2015
For More Information, Contact Sponsored Program Services
Contact Information: (860) 486-3622
Official Website: http://research.uconn.edu

PURPOSE

The timely submission of proposals for internal UConn review and approval allows for thoughtful consideration and review of sponsored project proposals for compliance with University, Federal, State and sponsor policies.  Additionally, Sponsored Program Services professionals review proposals against the administrative requirements of the sponsor’s announcement, including budgets and budget justifications to identify potential administrative or financial challenges to the success of the proposal.

POLICY

All proposal submissions seeking external support for research and other sponsored projects must be submitted to the Office of the Vice President for Research (OVPR) Sponsored Program Services (SPS) for review and approval prior to submission to an external sponsor, even when institutional sign-off is not required by the sponsor.

All letters-of-intent and pre-proposal submissions seeking external support for research and other sponsored projects must be submitted to Sponsored Program Services for review and approval prior to submission to an external sponsor if the signature of an authorized official, a detailed budget, or cost share commitment is required.

Proposals submitted without SPS approval may be administratively withdrawn or the offer of funding (award) may not be accepted if the submission is found to be non-compliant with University, Federal, State or sponsor policies.

SPS requests a minimum of five (5) business days prior to the agency or submission deadline for review and approval of the full proposal, internal forms and budget.

The University of Connecticut reserves the right to withdraw any proposal or refuse acceptance of any award that does not comply with this policy.

ROLES AND RESPONSIBILITIES

The Director of Sponsored Programs and Faculty Services has overall responsibility for this policy.

The Principal Investigator accepts the responsibility for the timely submission of all proposals and pre-proposals that require SPS approval to SPS.

The Department Head, Center Director and/or Dean attests to the academic purposes of the proposed project and its appropriateness in terms of budget, committed effort, space and equipment.

The Director of Sponsored Programs and Faculty Services is the authorized signatory for all proposals for sponsored programs. In the absence of the designated official, arrangements are made to ensure timely signing by alternate University signatories.

Principal Investigators, Department Heads, Deans and other individuals as required are responsible for authorizing and signing internal processing documents, but are not authorized to sign a sponsored projects proposal as the institutional official on behalf of the University.

PROCEDURE/FORMS

See OVPR SPS website: Proposal Preparation & Submission Overview

ENFORCEMENT

Violations of this policy may result in appropriate disciplinary measures in accordance with University Laws and By-Laws, General Rules of Conduct for All University Employees, applicable collective bargaining agreements, and the University of Connecticut Student Code.

POLICY HISTORY

Policy created:  6/12/2008

Revised:           6/24/2015 (approved by the Vice President for Research)