Office of the Provost and Executive VP for Academic Affairs

Relocation and Moving Policy

Title: Relocation and Moving Policy
Policy Owner: Office of the Provost / Department of Human Resources
Applies to: Designated Full-time Faculty, Athletics, Librarians, Management Exempt, and Management Exempt positions with faculty titles
Campus Applicability:  All Campuses except UConn Health
Effective Date: February 25, 2021
For More Information, Contact Office of the Provost or Human Resources
Contact Information: /
Official Website:


The University recognizes the competitive nature of the hiring process and therefore grants the flexibility to reimburse or pay for actual relocation expenses for designated full-time faculty, athletics, management-exempt administrators.


The relocation policy and procedures establishes the nature of expenses that can be direct billed or reimbursed from the University, limits on these expenses, and a timeframe of when these expenses can occur.


  1. In the offer of employment, the University may include an offer to reimburse and/or provide direct payment for allowable moving expenses required for relocation up to the amount specified in the table set forth in paragraph 15 herein.
  2. All reimbursement or direct payments for relocation expenses are includable in the employee’s taxable wages.
  3. Designated faculty includes tenured and tenure-track faculty, management-exempt employees with a base faculty appointment, in-residence faculty, clinical faculty, extension faculty, and  librarians.
  4. Direct billing cannot be used for moves that occur during November or December.
  5. The hiring process includes three phases: interview, offer and acceptance, and move. The final phase, the move, begins the date of the final one-way trip of the selected candidate and their  family to their new residence. The move phase ends upon the day of arrival. Only expenses incurred in connection with the move phase are covered by this policy. Common relocation expenses include (where relevant, this covers the employee and one immediate family member, defined as spouse or child):
    • Transportation of household goods
    • Airfare, in accordance with the University Travel Policy
    • Car rental (through the day of arrival), or mileage at the standard IRS medical/moving mileage rate, in accordance with the University Travel Policy
    • Lodging (only during the one-way trip of the move phase, ending on the day of arrival), in accordance with the University Travel Policy
    • Meals during travel (excluding alcohol), in accordance with the University Travel Policy
    • Shipping of car
    • Storage of household goods after arrival; not to exceed 30 consecutive days after date goods are moved from the former residence
  6. Employees will be reimbursed for the shortest, most direct route available. Travel incurred for side trips or vacations en route, etc. may proportionally reduce the amount of moving  expenses an employee is eligible to receive.
  7. The following types of non-business expenses, included but not limited to, will not be paid or reimbursed as part of relocation expenses:
    • Entertainment
    • Side trips, sightseeing
    • Violations (parking tickets, moving violations, )
    • Return trips to former residence
    • Expenses related to former residence
    • General repairs or maintenance of vehicle resulting from self-move
    • Temporary accommodation in the new location beyond the day of arrival
  8. Individuals should refer to the Reimbursement of Recruitment Expenses Policy for guidance regarding appropriate payment or reimbursement of expenses related to the “interview” and  “offer and acceptance” phases. Relocation payments are not intended to cover any travel expenses incurred during these two earlier phases.
  9. The cost associated with the relocation of a laboratory, professional library, scholarly collection and/or equipment (scientific, musical, etc.) are excluded from this policy as they are not   considered household goods or personal effects. If relevant for business purposes, costs associated with moving such materials should be negotiated separately.
  10. This policy applies to new employees whose move exceeds 50 miles and who are moving to within 35 miles of the primary campus at which they will be working. Exceptions to this rule may   be made by a Dean, the Director of Athletics, or by the appropriate EVP if a) they think that a move is reasonable given the commuting distance that the new employee would be facing, or b)   the new residence of the employee will be close enough to the primary campus at which they will be working so that they will reasonably be able to relocate there and perform their duties.
  11. Relocation expenses will only be covered by this policy if they occur within 12 months of the new start date of an employee.
  12. If employment with the University ends in a voluntary separation prior to working at least thirty-nine (39) weeks on a full-time basis in the first twelve months after starting employment,   the employee must reimburse the University the full amount of relocation expenses paid by the University.
  13. Exceptions to extend applicability beyond these employees require a business justification and must be explicitly approved by the Director of Athletics, EVP, or President as appropriate.
  14. The President will recommend an amount for reimbursement and/or direct payment for the Executive Vice Presidents/Provost to the Board. The Chairman of the Board will recommend an   amount for reimbursement and/or direct payment for the President to the Board.
  15. The formula for determining the amount to be reimbursed is based on the distance of the move. This figure represents the maximum reimbursement allowed. The allowance for a move   constitutes the maximum commitment for reimbursement of University and/or Foundation funds, rather than an entitlement of the employee. The figure is also the maximum amount the   University will pay when the direct bill option is selected. The formula is calculated according to the distance of the move, as follows:
Mileage Reimbursement of expenses up to:
≤ 1,000 miles $2,000
≤ 1,500 miles $2,500
≤ 2,000 miles $3,000
≤ 2,500 miles $3,500
≤ 3,000 miles $4,000
  1. It may be the case that the competitive hiring practices of a specific field require exceptions to this policy. Exceptions that involve costs of up to 200% of the standard formula may be approved by the Dean, Director of Athletics, or EVP as appropriate. Exceptions above 200% of the standard formula or involving other requirements of the policy will require documentation of the business justification for the requested exception and these require approval by the EVP or President as appropriate.


Relocation and Moving Procedures are located here. Upon acceptance, the University’s contracted relocation services provider, Signature Relocation, will contact the employee directly to assist the employee with their relocation.


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


Reimbursement of Recruitment Expenses, Policy on


Policy Created:  07/01/2003 (Reimbursement of Recruitment and Moving Expenses Policy approved by Board of Trustees)


08/07/2013 (Reimbursement of Moving Expenses Policy and Procedures approved by Board of Trustees)

11/21/2014 (Procedural revisions to Reimbursement of Moving Expenses Policy and Procedures)

02/24/2021 (Relocation and Moving Policy approved by Board of Trustees)

Provost’s Policy on Faculty Leaves

Title: Provost’s Policy on Faculty Leaves
Policy Owner: Office of the Provost
Applies to: Faculty
Campus Applicability: All Campuses, including UConn Health
Effective Date: July 13, 2015
For More Information, Contact Office of the Provost
Contact Information: (860) 486-4037
Official Website:

Please see the following July 13, 2015, memo from Provost Mun Choi regarding Faculty Leaves and proper administrative notification: Administrative Notification of Faculty Leaves, July 13, 2015.

Credit Hour

Title: Credit Hour
Policy Owner: Office of the Provost
Applies to: Students
Campus Applicability: All Campuses, including UConn Health
Effective Date: August 15, 2012
For More Information, Contact Office of the Provost
Contact Information: (860) 486-4037
Official Website:

The University of Connecticut, as mandated by the U.S. Department of Education and the New England Association of Schools and Colleges, and following Federal regulation, defines a credit hour as an amount of work represented in intended learning outcomes and verified by evidence of student achievement that is an institutional established equivalence that reasonably approximates not less than –

(1) One hour of classroom or direct faculty instruction and a minimum of two hours of out of class student work each week for one semester or the equivalent number of hours of instructional and out of class work for shorter sessions (e.g. summer); or

(2) At least an equivalent amount of work as required in paragraph (1) of this definition for other academic activities as established by the institution including laboratory work, internships, practica, studio work, and other academic work leading to the award of credit hours.

Instruction and out of class work increase commensurately, for courses consisting of two, three, four, five or more credit hours.


Policy Created: August 15, 2012 (Approved by President’s Cabinet)

Emergency Closing Policy

Title: Emergency Closing Policy
Policy Owner: Office of the President, Office of the Provost, EVP/CFO, Human Resources Department
Applies to: Faculty, Staff, Students, Others
Campus Applicability: All campuses except UConn Health
Approval Date: August 30, 2023
Effective Date: August 31, 2023
For More Information, Contact: Office of Faculty & Staff Labor Relations and the Department of Human Resources
Contact Information: (860) 486-5684 or
(860) 486-3034 or
Official Website:


During inclement weather and other emergency situations at the University of Connecticut, the safety of our students, faculty, and staff is paramount. At the same time, the University has very important research, teaching, service, and outreach missions, and must maintain continuous and effective business operations. With due consideration to safety, the University will remain open and operate normally to the greatest extent possible. Faculty, staff, and students should evaluate their own circumstances carefully, exercise appropriate judgment, and take responsibility for their safety when making decisions during inclement weather.

The purpose of this policy is to provide direction to the University community in the rare circumstances when the University Administration decides to cancel classes; delay opening, release employees early, or close operations at some or all University campuses. This policy also explains how employees will be notified of the University’s decisions and clarifies expectations regarding attendance and performance of job-related duties. The policy applies to the entire University community, including administration, faculty, staff, and students, at all campuses except UConn Health.


Decisions to alter the University’s normal operations and schedule for all campuses are made jointly by the President’s Office, Provost’s Office, Executive Vice President and Chief Financial Officer (EVP/CFO), and the Head of Human Resources. Decisions about such alterations are made with full input from Public Safety and Facilities Operations and Building Services for all campuses. Careful consideration will be given to the particular conditions and circumstances at each campus, and decisions will account for variations that may exist among the situations at different campuses.

When the University is open and operating normally, all employees are expected to make every effort commensurate with their personal safety to be at work. Individual academic departments and administrative units are not permitted to close and release employees. Those decisions will be made on a university-wide basis. Departments, regional campuses, and units may cancel special events they sponsor at their discretion and are responsible for communicating such cancellations.

If an emergency occurs that may require an adjustment in work schedules for an individual unit or small number of units (such as a power outage or flood in a single building), employees should work from another location if possible. Supervisors must obtain permission from the President’s Office, Provost’s Office, and Executive Vice President and Chief Financial Officer (EVPA/CFO), as appropriate, before releasing employees from work for more than a short period of time.


The University will make announcements about closings or delayed openings as soon as feasible, and generally no later than 5 a.m. When conditions change rapidly or unexpectedly, however, the University may need to make or update decisions about classes and business operations on short notice.

UConn’s Alert website,, is the definitive source of information about the University’s operating status. All announcements regarding changes to the University’s operating schedule will be posted to this site as soon as decisions are made.

In addition to the Alert website, text message alerts may be issued regarding closings, cancellations, early dismissals, or delays. UConn community members should register to receive the University’s text message alerts at

Community members may also call the University’s 24-hour emergency closing information number, (860) 486-3768, to check the University’s operating status for all campuses. Second and third shift employees are urged to call this number for information.

Individual units are responsible for communicating decisions about whether any special events they sponsor are postponed or canceled. Community members should contact the sponsoring units directly for information about such events. This applies to athletic events, performances, conferences, lectures, presentations, workshops, and other events hosted by a sub-unit of the University.

Expectations for Employees

This section summarizes the information applicable to:

  • All Employees (except essential/emergency support services staff)
  • Faculty/Class Instructors
  • Essential/Emergency Support Services Staff

All Employees (except essential/emergency support services staff)

When the University is open and operating normally, employees are expected to report to work. During inclement weather, employees are expected to plan accordingly, including accounting for extra time needed to travel to and from work. If an employee decides not to remain at or report to work because of concerns about travelling safely, employees may use vacation, personal, or other accrued time without advance approval. Employees must promptly notify their supervisors in these situations. Employees who anticipate concerns may discuss in advance the possibility of flex time or telecommuting with their supervisors.

When the University directs employees not to report to campus during a closing, delay, or cancellation, employees will not be charged leave unless their time off was already scheduled and approved. If an employee is on a scheduled day off due to sick leave, vacation, personal time, earned time, or leave of absence without pay during an official University closing, delay, or early release, the employee’s time will be charged accordingly.

Since employees who are not on a pre-approved leave during a closing would normally be present at work, employees are expected to be accessible and responsive to their supervisors as needed during their regularly scheduled work hours. Supervisors may require that employees check and respond to email regularly, respond to work calls, or attend virtual meetings, and may expect that assigned work that can be accomplished remotely is completed on time regardless of emergency cancellations. Likewise, supervisors may make reasonable adjustments to be able to continue University business, including holding meetings by teleconference and handling normal business by email, and employees who would normally be present at work may be required to participate.

Faculty/Class Instructors

All faculty at all campuses must abide by the University’s decision to remain open. If the University does not cancel classes, faculty are expected to hold classes as scheduled, except in circumstances when a faculty member determines that they are unable to travel safely to campus. In these exceptional cases, the faculty member must notify their dean and department head and must also notify all students in the class. Faculty must not cancel class prior to the University’s decision about whether the University will alter its normal schedule. Faculty may elect to hold classes virtually using online methods.

Only the instructor of record for a class may decide to cancel a class. Teaching Assistants may not make independent decisions to cancel classes or other activities related to classes; they must consult with the faculty member for the course.

Instructional time that is cancelled is expected to be made up in accordance with the By-Laws, Rules, and Regulations of the University Senate. The University’s academic calendar includes specified “emergency closing make-up dates.” Faculty who plan to use these times to make up class must inform students as soon as possible and reserve a classroom through the Registrar’s Office. Faculty may also make up classes at other times but must be sensitive to students’ availability to attend.

Faculty should respect the decisions of commuting students who decide not to travel to campus, or to leave class early in order to get home safely, and provide options for them to make up missed work. The Dean of Students Office is available to assist faculty and students with concerns about missed work.

Essential/Emergency Support Services Staff

Operations including public safety, residential and dining services, health services, animal care, facility maintenance, information technology services, student support services, transportation, and other important services may be required to continue even in severe weather or during other circumstances that require the University to cease other operations.

The University may designate employees as “Essential” employees (also known as “Emergency Support Services Staff”) if it determines their job functions are necessary or potentially necessary to conduct the University’s business even when the University is not operating normally. Employees designated as essential are typically expected to report to or remain at work when the University has a delayed opening, early release, or closure.

Individual Departments determine which, if any, of their employees are essential. Further, Departments may require all essential employees to report during any closure. Alternatively, Departments may develop a procedure that limits the number of essential employees required to report based on the nature or duration of the closure, the nature of the functions the Department performs, and the level of staffing needed. This approach is typically implemented through an “on call” notification system or a rotating assignment.

Departments are responsible for notifying essential employees annually of their designation. Employees hired into positions that are essential are first notified of their designation at the time of hire. In addition, the business needs of the University may change in ways that require other employees to be deemed essential even if they were not designated so at hire. In such cases, the Department will notify affected employees at the time of their designation. By October 1st of each year, Departments with essential employees must provide a list of these employees to the Office of Faculty and Staff Labor Relations and the Department of Human Resources.

Unless provided in the applicable collective bargaining agreement or authorized by the Governor, the University is prohibited from awarding compensatory time or extra compensation to essential employees for working during their regularly scheduled hours when the University has a delay, early release, or is closed.


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


Time and attendance procedures for employees and supervisors are posted on the Payroll Department website at

Requirements with respect to instructional time and making up time are defined in the By-Laws, Rules, and Regulations of the Senate ( and the University’s Credit Hour Policy (


Policy adopted: October, 2012


November 26, 2014
August 27, 2015
August 30, 2023 (Approved by the Senior Policy Council and the President)


Acceptance and Disposal of Textbook Donations, Policy on

Title: Acceptance and Disposal of Textbook Donations, Policy on
Policy Owner: Office of the Provost
Applies to: Faculty, Staff
Campus Applicability:  All University Campuses, including UConn Health
Effective Date: October 12, 2011
For More Information, Contact Office of the Provost
Contact Information: (860) 486-4037
Official Website:



It is understood that from time to time the publishers of academic textbooks and related materials may provide free copies to faculty or staff for their use. Under State of Connecticut and University of Connecticut ethics policies, these free materials may not be accepted as personal property and should instead be accepted as property of the University. The eventual disposal of free textbooks and related materials is subject to University policy.

The purpose of this policy is to delineate the appropriate acceptance and eventual disposal of gift textbooks and related materials.

This policy applies to all faculty and staff of the University of Connecticut and the University of Connecticut Health Center.

Prohibited Donor: Registered lobbyists or a lobbyist’s representative; Individuals or entities doing business with or seeking to do business with the University; or Contractors pre-qualified by the Connecticut Department of Administrative Services.

Published: the reproduction of a textbook or related materials through print, digital, or other media, including but not limited to, standard printed texts and e-books.

Related materials: documents or other media used to supplement or in any other way support a textbook in the teaching and study of a subject.

Textbook: a book published and used in the teaching and study of a subject.

Under State of Connecticut and University of Connecticut ethics rules, faculty and staff are prohibited from personally accepting a free textbook or related academic materials from prohibited donors if the value of the item(s)  is more than $10.00.  Most publishers offering free textbooks would fall under the definition of a prohibited donor.

As permitted under state and University rules, a free textbook or related academic materials valued at more than $10.00 may be accepted as property of the University.

When a free textbook and/or related academic materials are deemed out-of-date or are otherwise no longer in active use, they may not be removed from the University for personal use. These items may be donated with the approval of the appropriate Dean or through the University Libraries “Disposal of Materials Policy” by donating them to the Library.

Policy History

Effective October 2011 (Approved by the President’s Cabinet)

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:


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.

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:

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.

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:

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.


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.

Academic Course Work Taken by Faculty or Non-Teaching Professionals

Title: Academic Course Work Taken by Faculty or Non-Teaching Professionals
Policy Owner: Provost & Office of Faculty and Staff Labor Relations
Applies to: Faculty, Staff
Campus Applicability: Storrs and branch campuses
Effective Date: September 25, 2014
For More Information, Contact Office of Faculty and Staff Labor Relations
Contact Information: (860) 486-5684
Official Website:

Background and reasons for the Policy:

To provide guidance to faculty and non-teaching professionals on the circumstances under which they may take a course for credit during the employee’s regular work hours.

Purpose of Policy:

To support the University’s need to ensure effective delivery of instructional and other services for which faculty and non-teaching professional staff are hired and to mitigate against conflicts of commitment.

Expected Institutional Outcome:

To support uninterrupted delivery of programs, instruction and services.

Applicability of Policy:

Faculty and Non-Teaching Professionals.

Policy Statement:

No member of the faculty or non-teaching professional staff may take for credit any academic work at this institution or elsewhere during the employee’s normal work time/days, without written approval of his or her Dean or Director. The Dean or Director may consult with the Office of Faculty and Staff Labor Relations regarding flexible schedule options.


The Provost, Deans and Department Heads and other supervisors have a responsibility to support compliance with this policy by faculty and staff in their units.

Policy History

Supersedes version of policy effective 06/23/2008

Undergraduate Education Field Trip Policy

Title: Undergraduate Education Field Trip Policy
Policy Owner: Office of the Provost
Applies to: Faculty, Staff, Students, Others
Campus Applicability:  Storrs and Regional Campuses
Effective Date: June 5, 2013
For More Information, Contact Office of the Provost
Contact Information: (860) 486-2421
Official Website:


Field Trips are an important component of the experiential learning advocated in the University’s academic plan for undergraduate education. In order to promote the success and safety of all involved in field trips, the University of Connecticut has established this Field Trip Policy.


A. To establish a policy and related procedures for field trips that involve faculty members, support staff, students, and/or other persons.


A. Student Code of the University of Connecticut

B. University Policies and Collective Bargaining Agreements


A.  “Field Trip” means an educational off-campus excursion that is part of a credit-bearing academic course and is indicated on the course syllabus. Field trips do not include internships, study abroad, service learning assignments for individual students, on-campus excursions or trips by co-curricular groups (the Chess Club, the Chemistry Club, etc.). (See IV.A. for further information).

B. “Field Trip Participants” means University of Connecticut faculty, staff, and students connected with the course. Other University of Connecticut faculty, staff, and students may participate with permission of the field trip coordinator, but they do so at their own risk and they must follow the designated guidelines.

C. “Students” means part-time or full-time students enrolled at the University of Connecticut.

D. “Trip Director” means the faculty member or other University employee designated to be in charge of a field trip.


A.  Instructors must give prior notice to students that their class includes Field Trips. Instructors should ensure that the Catalogue lists the Field Trip; however, at a minimum, instructors must notify students about Field Trips on the class syllabus and on the first day of class.

B. Field trips are University sponsored events and, as such, all relevant University policies, and state and federal laws apply to trip participants.

C. Field trips begin and end on campus. Students who join or leave the field trip at any other point do so at their own risk. Regional campus field trips may begin and end in designated commuter areas.

D. Field trips are either voluntary or mandatory. Voluntary field trips follow the same guidelines as those that are mandatory for the course.

E. The Trip Director has the responsibility to enforce compliance with University policies and the Student Code by all persons participating in the field trip as would be expected in the traditional classroom setting.

F. Students with disabilities must always be permitted to participate in field trips, and trips should be arranged in ways that reasonably accommodate them. Full consideration should be given by investigating the accessibility of the destination as well as transportation resources. Physical requirements should be clearly delineated and students should be afforded the opportunity to complete an alternate activity in the event that participation with reasonable accommodations is not feasible. Faculty members are encouraged to consult with students regarding accessibility concerns and may contact the Center for Students with Disabilities for assistance as well.

G. All participants are individually responsible for their personal conduct while on the field trip. The University has no obligation to protect them from the legal consequences of violations of law for which they may be responsible.

H. No alcoholic beverages or controlled substances shall be transported or consumed in any vehicle (private, rented, or leased) at ANY TIME or used or consumed during the course of the field trip.

I. No narcotics, illegal drugs, or other controlled substances may be in the possession of, or used by, any person engaged in the field trip.

J. Trip Directors must review and ensure compliance (including execution of any necessary forms) with the Field Trip Checklist while planning, preparing for, and executing a Field Trip.


A. Violations of this Field Trip Policy may be the basis of appropriate sanctions, including the initiation of formal charges under applicable provisions of the Student Code or the relevant collective bargaining agreements and University policies.

B. While actually engaged in a field trip, the Trip Director may enforce the provisions of this Field Trip Policy by withdrawal or limitation of privileges, or, in the event of repeated violations, by excluding the offending person from further participation and arranging to return the offender to the campus or to convey him/her to the nearest point of public transportation for return to the campus. The cost of such return transportation is a proper charge against University funds, but the University reserves the right to obtain reimbursement from the offender.


A. The University does not maintain a fleet of vehicles. If a vehicle is needed for a field trip, the department can rent or lease from a University-contracted rental agency. Drivers of rental vehicles must be employed by the university and must be at least 21 years of age. Insurance and damage waivers are required when renting a vehicle from a third party.

B. There may be occasions when you will drive your own vehicle for a field trip with the approval of the Trip Director. In that scenario, your own automobile insurance policy serves as the “primary” policy for third-party liability and physical damage to your vehicle. If a claim arising out of an accident exceeds your personal liability limits, then the University’s policy may cover the accident in excess of your policy, but only for liability, not damage to your vehicle. You are responsible for any deductible amounts under your policy.

C. Drivers of University owned, rented or leased vehicles must comply with the UConn Motor Vehicle Policy which can be found on the UConn ePolicy page. Questions regarding this policy should be directed to the Office of the Executive Vice President for Administration and Chief Financial Officer.

Any questions regarding this policy may be directed to the Office of the Vice Provost for Academic Affairs.