FATIMA COLLEGE OF HEALTH SCIENCES

Transcription

1 WELCOME Welcome to Fatima College of Health Sciences (FCHS). Established in 2006, aims to meet the UAE growing need for skilled healthcare professionals. The College is an exciting new venture that is bringing together internationally recognized Bachelor of Health Sciences curricula from two world class recognized universities. The Nursing Program is operated in collaboration with Griffith University and Monash University with their innovative four Health Sciences Programs (Pharmacy, Physiotherapy, Radiology/Imaging, and Emergency Health). In addition, the college has acquired three diploma programs transferred from ADVETI (Medical Laboratory Analyst, Biomedical and Administrative Assistant). We welcome you to Fatima College of Health Sciences, a community which comprises students from different cultures and academic staff who set a rigorous pace in the achievement and teaching excellence. The Fatima College of Health Sciences aims to provide an innovative teaching environment for students wishing to engage in further studies. This academic approach is founded in the sharing of knowledge across traditional boundaries. FATIMA COLLEGE OF HEALTH SCIENCES PURPOSE OF THE STAFF/FACULTY HANDBOOK This Staff/faculty handbook is designed to assist new faculty and staff with relevant information on joining the Fatima College of Health Sciences. It can assist you to understand your role, responsibilities and academic policies and procedures at the Fatima College. WHERE CAN I FIND MORE INFORMATION? FACULTY and STAFF HANDBOOK Staff/Faculty and Student handbooks have been written to provide an overview of the Fatima College of Health Sciences, and relevant programs, courses and administrative functions within the College. As stated the Staff/Faculty handbook provides an overview, for further information please contact your supervisor at the Fatima College of Health Sciences. August 2015

2 Document Revision Form Document name: FCHS Faculty and Staff Handbook Release # Date Revised by and reason for revision Approved by Approval Date 1 August June Aug 2015 Dr. Fahmi Tarmoun and Kimberly Cullen; Updates for Academic year and formal approval Kimberly Cullen; Updates for 2014/15 Academic Year; add grad programmes Kimberly Cullen; Updates for Dr. Mohammed Hag Ali, Acting Director of FCHS Dr. Mohammed Hag Ali, Head of Academic Affairs 3 July 2014 F A C U L T Y A N D S T A F F H A N D B O O K Page 1

3 Table of Contents 1. INTRODUCTION VISION MISSION VALUES GOALS OBJECTIVES ORGANISATION CHART CAMPUSES PROGRAMS AND DEGREES GENERAL INFORMATION RELIGIOUS PRACTICE DRESS CODE MOBILE PHONES AND ELECTRONIC DEVICES ALCOHOL AND DRUGS SMOKING ORIENTATION AND SUPERVISION TIMETABLES ROLE AND RESPONSIBILITIES COLLEGE EXPECTATIONS COLLEGE ADMINISTRATION IAT BOARD OF TRUSTEES IAT AND THE MANAGING DIRECTOR FCHS DIRECTOR HEAD OF ACADEMIC AFFAIRS HEAD OF CAMPUS HEAD OF DEPARTMENT FACULTY ROLES The Faculty Role in Teaching Department/Program Coordinator Course Coordinator First Year Advisor/Common Year Clinical Instructor/Teaching Assistant Lecturer Senior Lecturer Faculty Senior Faculty COMMITTEES Common Committee Procedures Committee Hierarchy FCHS Science Committee Roster FCHS Committee Roster General Requirement Program FCHS Committee Roster Nursing Program FCHS Committee Roster Medical Services Program FCHS Committee Roster Pharmacy Program Senior Management Committee College Curriculum Committee College Assessment Committee F A C U L T Y A N D S T A F F H A N D B O O K Page 2

4 IT and Facilities Committee Recruitment Committee Department Curriculum Committee Admissions Committee Safety Committee Institutional Review Board (IRB) Committee Health, Fitness and Community Outreach Committee Student Council Executive Advisory Board FACULTY AND STAFF RIGHTS AND RESPONSIBILITIES RIGHTS Non-Discrimination Policy Academic Freedom RESPONSIBILITIES Teaching Scholarly Activities Services CODE OF CONDUCT AND PROFESSIONAL ETHICS CONDITIONS OF APPOINTMENT FULL AND PART TIME STAFF/FACULTY EMPLOYMENT AND RELATED INFORMATION EMPLOYMENT CONTRACT PROBATION PERIOD ORIENTATION COMPETENCIES AND EVALUATION FCHS EMPLOYEE RELATIONS VACATION AND LEAVE TERMINATION OF EMPLOYMENT NOTICE PERIOD PROMOTIONS ACTING APPOINTMENTS ADDITIONAL DUTIES/OVERTIME ASSIGNMENT WHILE ON LEAVE PERSONNEL COMPENSATION AND BENEFITS Salary Scale Benefits ACCOMMODATION RELOCATION ALLOWANCE TRAVEL TICKETS MEDICAL BENEFITS EDUCATION BENEFITS (TUITION FEES) DISCIPLINE, GRIEVANCE AND APPEAL FCHS ACADEMIC POLICIES COURSE MANAGEMENT REQUIREMENTS ACADEMIC FREEDOM AND INTELLECTUAL PROPERTY RIGHTS WORKLOAD POLICY Principles General Workload Allocation F A C U L T Y A N D S T A F F H A N D B O O K Page 3

5 Process for Allocation of Individual Workloads Workload Allocation - Probationary Workload Allocation Research Intensive Workload Allocation Teaching Intensive Faculty Workload Allocation - Formula Workload Review STAFF/FACULTY DEVELOPMENT AND RESEARCH FCHS PROMOTION CRITERIA FOR ACADEMIC STAFF Qualifications and Experiences Teaching Professional Development Research College Service Community Service Disciplinary Actions PROGRAM AND COURSE INFORMATION Program Information Course Information Degree Requirements and Courses for Exclusion Pre-Requisite and Co-Requisite Courses Course Outline Course Evaluation ASSESSMENT INFORMATION The Faculty Role in Assessment Examinations Deferred Assessment Special Consideration Grading and Results THE GRADING SYSTEM Undergraduate Procedure Graduate Procedure Minimum Grade Point Average PLAGIARISM AND ACADEMIC MISCONDUCT Academic Misconduct Academic Penalties Procedures and Disciplinary Measures STAFF SUPPORT SERVICES LIBRARY SERVICE COMPUTER ACCESS COUNSELING AND MEDICAL CENTRE DINING COLLEGE GRADUATION FCHS ACADEMIC CALENDAR 2015/ ERROR! BOOKMARK NOT DEFINED. F A C U L T Y A N D S T A F F H A N D B O O K Page 4

6 1. INTRODUCTION Fatima College of Health Sciences (FCHS) is a post-secondary educational entity under the Institute of Applied Technology (IAT). It was founded in 2006 with a vision to be a provider of excellence in health sciences education in the United Arab Emirates. The College aims to meet the UAE s growing need for skilled healthcare professionals. Fatima College of Health Sciences (FCHS), in collaboration with: School of Nursing and Midwifery, Griffith University (Australia); Faculty of Medicine, Nursing and Health Sciences, Monash University (Australia); Faculty of Health and Society, Malmö University (Sweden); Department of Health Sciences, Lund University (Sweden); and Faculty of Health and Life Sciences, De Montfort University (United Kingdom) aims to provide an innovative teaching environment for students wishing to engage in nursing and health science studies. The College brings together internationally recognized curriculum and a talented team of administrators and teachers. The programs reflect the principles and philosophies laid down by the College s vision, mission, values, goals and objectives. The College started by offering the Bachelor of Science in Nursing Degree program in 2006 and since then expanded to offer more than 10 Health Science programs at the Bachelor and Diploma levels. The Nursing program is offered in collaboration with Griffith University in Australia through June The program is solely operated by FCHS as of July In addition to the regular Bachelor of Science Nursing Degree, the Department of Nursing offers a bridging program for current practicing diploma level nurses. The program is designed to graduate local students in the nursing field and to upgrade the education of the diploma level nurses currently employed in the health sector. The College has a mandate to help the health sector in Abu Dhabi, and UAE in general, to satisfy its needs by graduating well educated and trained nurses. Based on the UAE market demand for health occupations, and in order to strengthen the newly launched Health Sciences Programs (Bachelor & Higher Diploma in Pharmacy, Physiotherapy, Radiography & Medical Imaging and Health Emergency (Paramedic), the College has signed an agreement with Monash University in Australia to offer these programs based on their model. As of 2014, FCHS is proud to add two graduate level programs: Postgraduate Diploma in Diabetes Education and Clinical Care in collaboration with Malmo and Lund Universities in Sweden Masters of Science in Renal Nursing in collaboration with SEHA and De Montfort University in the United Kingdom The FCHS programs enrich students with the knowledge, skills, and values to advance in the health profession, to meet the health care delivery demands, and work in a variety of settings with diverse patients, families and communities. Graduates are prepared to assume operational, supervisory, managerial and/or educational positions. In addition, successful completions of these programs allow students to pursue graduate and post graduate education in the health care field. Currently FCHS offers degrees programs in five campuses: Al Ain, Abu Dhabi, Ajman (BSc in Nursing only), Al Gharbia (BSc in Nursing only), and Morocco (post-registration Nursing only). F A C U L T Y A N D S T A F F H A N D B O O K Page 5

7 This Handbook is designed to provide the necessary information for FCHS faculty and staff to understand their role and expectations and the policies and processes at the College Vision The Vision of FCHS is to be the provider of excellence in Health Sciences education in the United Arab Emirates Mission The Mission of FCHS is to: Prepare knowledgeable and skillful professionals, who will deliver evidence-based practice in different health care settings. Provide flexible, dynamic and culturally sensitive curricula that are responsive to the changing health care needs in the UAE. Nurture a culture of applied and operational research. Foster community-oriented services in collaboration with external health care providers and the public at large. Provide high quality student-centered learning environments utilizing technological innovation and promoting critical thinking. Create supportive and productive teaching-learning environments that foster lifelong learning Values Commitment to academic excellence. Rigorous standards of scholarship. Continuous quality improvement. Accountability as befits a learning organization. Commitment to excellence, individual rights, ethical standards and social justice. Participatory decision making and problem solving. Lifelong learning and personal development. Contributing to a robust, equitable and environmentally sustainable society. Tolerance and understanding of diversity in society. Connection, collaboration and partnership Goals and Strategies 1.4. Goals 1. Ensure excellence in Teaching and Scholarship that meets international standards and incorporates culture at local needs. 2. Develop Community Partnerships with the educational health organizations in UAE. 3. Generate new knowledge and research to advance health care in UAE. 4. Prepare graduates at an international standard. 5. Create an outstanding workplace and learning environment with supportive administrative processes that supports students, staff and faculty and promotes their success. F A C U L T Y A N D S T A F F H A N D B O O K Page 6

8 1.5. Objectives FCHS seeks to recruit and retain outstanding experienced Staff and in particular, academics who should be of high caliber to fulfill the targeted vision and mission. The accomplishment of such objectives can be conceptualized through certain activities which are ambitious but attainable and summarized in the following: Create challenging but supportive educational environment with an emphasis on critical and analytical thinking. Recruit experienced academics with a minimum of a Master s degree and academic IELTS score of 7. Provide well planned career development opportunities for all FCHS employees. Prepare and plan an annual staff development plan for each admin and faculty member. Assess staff/faculty satisfaction through the utilization of surveys. Provide opportunities for faculty to be represented in the FCHS committees. Recruit at least 1 faculty member annually with PhD background. Provide rewards for excellence in professional development/ teaching and research. Ensure that total compensation and incentives packages are at or above benchmark institutions. Provide sufficient time, facilities and equipment for research and teaching activities. Support faculty to participate in FCHS sponsored conferences and workshops including international conferences. Evaluate faculty systematically according to a well-established evaluation system and develop an individual improvement plan. Dedicate part of the faculty s time according to the grade of the academic to research. Develop strategies for Master s level faculty to pursue doctoral studies (at least one faculty member annually will pursue her/his PhD). Develop strategies for clinical preceptors to pursue Master studies (at least 2 clinical preceptors will annually pursue his/her Masters studies). Diversify teaching and learning methodologies to include workshops, seminars, tutorials and student centered learning environment. Establish merit awards that acknowledge teaching excellence in the classroom and clinical areas. Provide workshops to support faculty professional growth and development. Conduct surveys to identify staff/faculty preferences and priorities. Develop a system of promotion based on merit. Decrease turn-over rate for staff to be no more than 10% annually. Revise the appraisal system for all faculty and staff based on feedback and ensure that all faculties are included in the revision of faculty appraisal system. Review faculty promotion criteria annually and link it to the appraisal evaluation. Increase the participation of faculty and staff in committees. F A C U L T Y A N D S T A F F H A N D B O O K Page 7

9 1.6. Organisation Chart FCHS has an organization chart that articulates the roles and direct line management. It is approved by the Board of Trustees. A more detailed chart in A3 is available in the Head of Academic Affairs office. If desired, please request a copy with the Executive Assistant. F A C U L T Y A N D S T A F F H A N D B O O K Page 8

10 1.7. Campuses As stated in the Introduction, there are three operational FCHS campuses: Abu Dhabi, Al Ain, and Ajman. All undergraduate and graduate programs are offered at Abu Dhabi and Al Ain and the buildings are specific for FCHS teaching and learning requirements. The Ajman campus is shared with the IAT high school and sister organization, ADVETI high school. Currently only the Common Year and Nursing Program are offered. A fourth campus is under construction in the Western Region. It will be functional as of September for the start of the 2014/15 Academic Year. The first cohort of students will being the Common Year. Only the Nursing program will be offered in the foreseeable future Programs and Degrees Common Year (General Requirements Program) The Common year study plan is designed to give students a breadth of knowledge and understanding across the major disciplines of general sciences, information technology, humanities and basic health skills. It is also designed to consolidate skills which students need for acquiring knowledge on their own. GRU students take five credited subjects in the first term, six credited subjects in the second term and five credited subjects in the third term. These subjects include: Biology, Physics, Chemistry, Mathematics, as well as English for Health Professions, Basic Health Skills, in addition to Psychology, Introduction to Research and Statistics, and Islamic Culture. Bachelor of Science in Nursing Degree The Bachelor of Science in Nursing is a 124+ credit hours program. Admission Requirements will be the following: For Science stream: students an overall average equal or above 70%. For other streams: students and overall average equal or above 80%. IELTS Academic band 5.0. Admission is open for females only. Passing medical exam. Passing placement test and security clearance. A CGPA of 2.0 or above at the end of Common Year. Students are expected to exit the second year with an Academic IELTS (band Minimal subscore of 5.5 in Writing and Speaking and Minimal Sub-score of 5.0 in listening and reading) or a minimum score of 550 on TOEFL or a Computerized TOEFL score of 213 or an Internet-based (ibt) TOEFL score of 79. Failing to achieve IELTS (Band 6 with no band below 5.5) will result in denial of registration for third year of Nursing. Bachelor of Science in Nursing Degree (Bridging Program) This program is offered in 62 credit hours, and upon successful completion, students will graduate with a Bachelor of Science in Nursing. It takes students 4-6 semesters/trimesters to graduate depending on if the student registered in full time or part time study. Admission Requirements for post-registration are the following: Diploma in Nursing from an institution accredited and equated by the Ministry of Higher Education and Scientific Research in UAE. Valid UAE Nursing Licensure and currently working in UAE health institutions. Academic IELTS (band Minimal sub-score of 5.5 in Writing and Speaking and Minimal Sub-score of 5.0 in listening and reading) or a minimum score of 550 on TOEFL, or a Computerized TOEFL score of 213, or an Internet-based (ibt) TOEFL score of 79. F A C U L T Y A N D S T A F F H A N D B O O K Page 9

11 Only UAE National students may transfer credits to Fatima College. Passing placement test and Security clearance. Bachelor of Pharmacy The Bachelor of Pharmacy is a 180 credit hours program. The program is designed as three years (High Diploma 108 CH) plus two years (Bachelor). Students are expected to exit the third year with Academic IELTS (band Minimal sub-score of 5.5 in Writing and Speaking and Minimal Sub-score of 5.5 in listening and reading) or a minimum score of 550 on TOEFL, or a Computerized TOEFL score of 213, or an Internet-based (ibt) TOEFL score of 79. Admission Requirements for Bachelor of Pharmacy are the following: For Science stream: students an overall average equal or above 80%. For other streams: students and overall average equal or above 85%. IELTS Academic band 5.0. Admission is open for Females only. Passing medical exam. Passing placement test and Security clearance. A CGPA of 3.0 or above at the end of Common Year. Bachelor of Physiotherapy The Bachelor of Physiotherapy is a 155 credit hours program. The program is designed as three years (High Diploma 103) plus two years (Bachelor). Students are expected to exit the third year with Academic IELTS (band Minimal sub-score of 5.5 in Writing and Speaking and Minimal Sub-score of 5.0 in listening and reading) or a minimum score of 550 on TOEFL, or a Computerized TOEFL score of 213, or an Internet-based (ibt) TOEFL score of 79. Admission Requirements for the Bachelor of Physiotherapy are the following: For Science stream: students an overall average equal or above 70%. For other streams: students and overall average equal or above 80%. IELTS Academic band 5.0. Admission is open for Females only. Passing medical exam. Passing placement test and Security clearance. A CGPA of 2.5 or above at the end of Common Year. A CGPA between will be evaluated for admission on individual basis. Bachelor of Radiography & Medical Imaging The Bachelor of Radiography and Medical Imaging is a 141 credit hours program. The program is designed as three years (High Diploma in Radiography is 91 credit hours) plus two years (Bachelor). Students are expected to exit the third year with Academic IELTS (band Minimal sub-score of 5.5 in Writing and Speaking and Minimal Sub-score of 5.0 in listening and reading) or a minimum score of 550 on TOEFL, or a Computerized TOEFL score of 213, or an Internet-based (ibt) TOEFL score of 79. Admission Requirements for the Radiology and Medical Imaging are the following: For Science stream students an overall average equal or above 70%. For other streams students and overall average equal or above 80%. IELTS Academic band 5.0. Admission is open for Females only. Passing medical exam. Passing placement test and Security clearance. A CGPA of 2.5 or above at the end of Common Year. F A C U L T Y A N D S T A F F H A N D B O O K Page 10

12 Bachelor of Emergency Health (Paramedic) The Bachelor of Health Emergency is a 145 credit hours program. The program is designed as three years (High Diploma) plus one year (Bachelor). Students are expected to exit the third year with Academic IELTS (band Minimal sub-score of 5.5 in Writing and Speaking and Minimal Sub-score of 5.0 in listening and reading) or a minimum score of 550 on TOEFL, or a Computerized TOEFL score of 213, or an Internet-based (ibt) TOEFL score of 79. Admission Requirements for the Bachelor of Health Emergency are the following: For Science stream students an overall average equal or above 70% For other streams students and overall average equal or above 80% IELTS Academic band 5.0 Admission is open for females only Passing medical exam Passing placement test and Security clearance A CGPA of 2.5 or above at the end of Common Year. A CGPA between will be evaluated for admission on individual basis. Post Graduate Diploma in Diabetes Education and Clinical Care FCHS students will earn a Postgraduate diploma in Diabetes Education and Clinical Care using Malmö University curriculum after fulfilling the program criteria totalling 69 credits. The program is designed for prospective students already working in a related field and have a BA or BSc related to health/medicine and particularly in Nursing. Admission requirements for Post Graduate Diploma in Diabetes Education and Clinical Care: The Bachelor degree must medicine-related and be from an accredited university Work experience not less than three years or PG degree IELTS Academic with minimum overall band 6.0 Successfully pass the interview Masters of Science (MSc) in Renal Nursing The Masters program in Renal Nursing has been developed through a collaborative approach between De Montfort University (DMU), SEHA and FCHS. It is designed for students already working in a related field and have a BA or BSc related to health/medicine. The programme is offered part time over 18 months. A maximum completion time for part time students is six years. Whilst all students will enroll into the Master s program there are two other exit awards available if a student is unable to progress or to complete the full program due to unforeseen or extenuating circumstances. The following table provides the minimum number of credits that must be obtained to achieve a qualification: Award Total credits MSc in Renal Nursing 36 PgDip in renal Nursing 24 PgCert in Renal Nursing 12 Admission requirements for Master of Science (M.Sc.) in Renal Nursing: The bachelor degree must be medicine-related and from an accredited university. Work experience not less than three years or a relevant postgraduate degree IELTS Academic with minimum overall band 6.0 Successfully pass the interview F A C U L T Y A N D S T A F F H A N D B O O K Page 11

13 2. GENERAL INFORMATION FCHS is a multicultural environment where the language of instruction is English. Staff and students are expected to demonstrate respect for each other and to communicate in a language understandable by all in group discussions and meetings Religious Practice Staff and students are expected to behave in a manner that reflects respect for fellow College staff religious beliefs. A prayer room is provided. Ramadan is the Muslim holy month. During Ramadan Muslims are expected to fast from sunrise to sunset. They cannot eat, drink or smoke from sunrise to sunset. A meal has to be prepared and eaten before sunrise. At sunset there are prayers and the fast is broken. Families visit each other and eat together. In recognition of Ramadan, student's work load is 75% for the month. At the end of Ramadan there is the Eid Al Fitr which lasts for three days. Non-Muslim staff are expected to refrain from eating, drinking or smoking in public places Dress Code Staff and students are expected to dress modestly at all times. The clothing must be clean, neat and tidy. Female staff are expected to wear blouses/tops that cover their shoulders and upper arm and with high neckline and to wear skirts or trousers where the hem is at the mid-calf or ankle. Female staff are expected to leave their face uncovered while in class and the staff rooms. Male staff are expected to wear shirts that cover their shoulders and upper arm, a tie and trousers where the hem is at the ankle. Male UAE students and staff have to wear a kandura. Staff and students are expected to wear clothes that are appropriate for the activities they will be undertaking. Staff and students must wear closed shoes for all classes in the nursing or science laboratories for safety. Staff and students must wear sleeves that can be folded back so that hands can be washed thoroughly and safety ensured in the science laboratories Mobile Phones and Electronic Devices The College expects staff and students to behave in such a way as to optimize learning. Therefore mobile phones and other electronic equipment (IPods, MP3 player, mini disc player, radios, etc.) that are likely to be disruptive should not be brought to class. Staff must store their mobile phones out of sight and turned off while in class. Office staff will assist if faculty need to be contacted during class time Alcohol and Drugs Academic staff engaging in illegal activities will immediately trigger the College disciplinary processes. Staff are prohibited from the consuming or using alcohol and illicit drugs in the workplace Smoking College premises are a smoke free zone. There is no smoking in or immediately outside the building or campus Orientation and Supervision Heads of Department or direct-line managers will introduce new staff to existing faculty and staff members, assign a mentor and plan your first day. In the first few days of employment you are required to complete a range of HR documents. These will be supplied to you on your first day. You will also meet the Head of the Department(s), Human Resources staff, Administrative F A C U L T Y A N D S T A F F H A N D B O O K Page 12

14 staff, Academic staff, Support staff, Information Technology staff, Library staff, Laboratory staff and Occupational Health and Safety staff. All new faculty and staff will be assigned a workstation or office and will be provided with a range of items including: Desk, chair, computer, stationary Telephone and directory A map of the campus and facilities In addition your mentor is an important resource for day-to-day issues and will help with a range of issues including: Demonstrate o office equipment Explain o Internal mail o Ordering stationary o Booking rooms o Timetables o Students lists Organize a tour of the following o Evacuation assembly areas o Fire extinguishers o Classrooms o Staffrooms o Health service o Library o Computer labs o Café During your first week at the College your supervisor or mentor will provide you with essential information about the College including: Mission and vision of the Fatima College of Health Science Your job description Work hours, timesheets, leave, absences from work Code of FCHS & IAT An explanation of relationships, feedback and communication lines An explanation of meeting protocols An explanation of role of supervisor and make arrangements for probation and performance review to be explained Occupational Health and Safety An explanation of new staff responsibilities Reporting hazards/accidents/incidents Provide you with a print copy of the College safety policies and procedures Training and development opportunities Electrical safety Laboratory Safety Safe use of computer Office furniture Driving a College/Campus car Field trips and excursions safety guidelines and procedures F A C U L T Y A N D S T A F F H A N D B O O K Page 13

15 2.7. Timetables The College timetable design aims to optimize the teaching and learning experience. Undergraduate classes are timetabled from 8.00am to 5:00pm, Sunday to Thursday inclusive. Graduate classes tend to be in the early evening, Sunday Thursday. Undergraduate and graduate classes may also be offered in intensive mode over several days including weekends. Faculty will be consulted about the timetabling of classes and workloads will be calculated taking this into account. Staff members are expected to work 8 hours daily. Each course is made up of lectures, tutorials, labs and /or clinical training each week. In addition undergraduate students are timetabled supervised self-directed sessions in the library and computer laboratories. Teaching staff will be timetabled to supervise these classes. The expectation is that teachers foster student academic development and independence by assisting students to work independently Role and Responsibilities FCHS recognizes the importance of faculty and staff contributions to their functioning and the impact that faculty and staff have on the working environment. Following the ethical principles outlined in the Code of Conduct encourages an environment that makes the College a great place to work. In addition to this handbook your supervisor and/or mentor will provide you with essential information about your role and responsibilities at the College College Expectations The College expects staff and students to behave in a manner that reflects respect for the College, themselves, students and fellow college staff. Faculty are expected to be available for students to drop in without an appointment at specific times each week. These times are to be posted on the faculty member s office door. Alternatively students will be able to access College staff during usual business hours by making an appointment. FCHS provides an internationally recognized program of study that provides the foundation for a range of health professions. Students can expect: High quality, engaging and supportive teaching and learning environment Program and course material that is concise, clear and provided in a timely manner Reasonable access to academic, general and support staff (via , in person or by telephone) Reasonable and equitable access to library, laboratory, internet, computing and general course resources To contribute to the quality review of their courses F A C U L T Y A N D S T A F F H A N D B O O K Page 14

16 3. COLLEGE ADMINISTRATION 3.1. IAT Board of Trustees FCHS policies are decided and their implementation is overseen by the Board of Trustees whose members are appointed by Royal decree Number 32/2005 of His Highness Sheikh Khalifa bin Zayed Al Nahyan, President of the United Arab Emirates, Ruler of Abu Dhabi. The Board is the highest authority within the IAT and reports directly to the Abu Dhabi government. It is responsible for determining IAT s strategic agenda and monitoring compliance with the plans and policies created to achieve it. Other responsibilities include determining the general policies of IAT, carrying out any actions necessary to ensure that IAT is capably managed and achieving the objectives. The Board is made up of a minimum of nine members, including Chairman and Vice Chairman, who retain their position for a maximum of five years. They appoint, monitor and evaluate the performance of the Managing Director who is responsible for the effective and efficient management of IAT. Members are: H.E. Engineer Hussain Al Hammadi Chairman of the Board Dr. Tayeb Kamali Vice Chairman Dr. Abdulla Nasser Al Suwaidi Board Member Dr. Reyadh Abdullatif Almehaideb Board Member Dr. Yousef Ebrahim Al Akraf Board Member Eng. Faisal Mohamed Albakery Board Member Eng. Dhafer Ayedh Al Ahbabi Board Member Mr. Ibrahim Hassan Nassir Board Member Mr. Rabea Saleem Al Junaibi Board Member Mr. Mohamed Ali Zainal Albastaki Board Member 3.2. IAT and the Managing Director IAT serves as the governing body for FCHS and the Directive outlines Board and Institutional Governance issues relevant to the College. The IAT Board has final responsibility for and control of the activities of FCHS. The mission of IAT as established by the Royal Decree is to prepare, qualify and train the students of the Institute to earn scientific and technological degrees in the specializations approved by the Board of Trustees whose members are: An Executive Committee of the Board of Trustees mentioned above has responsibility for the day to day monitoring of the Institute s activities and the approval of purchases outside of the Managing Director s delegated authority. This committee reports to the Board at its monthly meeting. The Board recognizes that the management of the Institute and implementation of its policies is the responsibility of the Managing Director. F A C U L T Y A N D S T A F F H A N D B O O K Page 15

17 3.3. FCHS Director The Director is the chief academic and administrative officer of the College and reports directly to the Managing Director of IAT. As the chief academic and administrative officer, the FCHS director is principally responsible for the planning, development, quality, coordination, administration, and evaluation of all academic programs and activities of the Academy/College. The Director is also responsible for implementing and reporting on institutional-wide policies and plans Head of Academic Affairs The Head of Academic Affairs oversees all the academic operations of FHCS within the IAT governance framework. This person works side by side with the Heads of Departments to achieve the vision, mission and objectives of the College Head of Campus The Head of Campus is a role in the Al Ain Campus. This person plans, organizes, staffs, leads, and controls campus operations and programs to deliver excellent career education to students resulting in their gainful employment. The Head of Campus treats all staff, faculty and students with the respect they deserve and the feeling of being a welcomed part in our college Head of Department The Head of Department s role is to lead the academic and administrative performance of their Department and its external engagement, with responsibility for achieving the targets set in the plans and priorities of the College. The Head of Department is responsible for ensuring the program of study is coherent in its design, planning, management, delivery and assessment and that it is of high quality. The Head of Department is accountable to the FCHS Director/FCHS Board for the following: Leadership, management and mentoring of staff and management of resources; Leadership in learning and teaching, and in delivery of high quality undergraduate and postgraduate courses to students; Leading research in their College; and Leading engagement with communities outside their College Providing a supportive environment for teaching within the program s teaching team; Providing opportunities for other members of the program s teaching team to contribute in a meaningful way to the program s organization and management; Encouraging the development and maintenance of resource based materials associated with the program s delivery; Encouraging peer review of the program s teaching team; Regularly reviewing and evaluating the program s performance; Liaising with Course Coordinator/s concerning course matters; and Liaising with the College Senior Academics regarding program issues. For more information, please see the FCHS Policies & Procedures Manual Faculty Roles The College expectation is that the academics employed to teach will develop and maintain a portfolio of professional activities that reflects internationally recognized excellence in academia. These activities may include research, teaching leadership and or administrative F A C U L T Y A N D S T A F F H A N D B O O K Page 16

18 leadership all exemplified by publication in academic peer reviewed journals and presentations at local, national and international conferences. Any research that was performed with FCHS resources or on its premises should have the name of the college clearly on the publication The Faculty Role in Teaching Leading and coordinating the teaching activities; Selecting, in conjunction with the teaching team, content, skills and learning experiences consistent with the course's objectives; Organizing course content coherently and at a level appropriate to the student group and level of study; Communicating to students the expected learning outcomes; Where appropriate, integrating field work and other off-campus activities such as hospital placements into the curriculum and ensuring that they enhance student learning; and Where appropriate, liaising with the Program Convener concerning appropriate orientation and transition activities for commencing students. The following is a description of the academic ranks and associated qualifications and skill base for each position at Fatima College of Health Sciences. It is a College expectation that academics hold an Academic IELTS 7 or its equivalent Department/Program Coordinator Program Coordinator may be appointed, and will normally provide leadership at campuses remote from the Head of the Program (located at the FCHS Directorate Abu-Dhabi Campus). The position of Program Coordinator is a developmental role. It provides an opportunity to gain leadership experience and a career in academic management. The role is to support the Head of Department by leading the academic and administrative performance, and external engagement, of the Program on their campus. A Coordinator is responsible for achieving the targets set by the Head of Department. A Program Coordinator is accountable to their Program Head for leadership at the campus level in: Learning and teaching; Research; Community engagement; and Management of staff and resources. For more information, please see the FCHS Policies & Procedures Manual Course Coordinator Each course is required to have a duly appointed Course Coordinator who is responsible to both the Program Coordinator and the Head of Department for the coordination of the course (e.g. course planning, course design and development, course delivery, selection of educational resources, assessment, students' learning outcomes and course evaluation). The Course Coordinator is a key role in assuring the quality of the College and facilitating student success. The Course Coordinator is normally appointed by the Head of Department, from among the academic staff of the Program. There may be a different Course Coordinator for each campus offering of the course (Campus Course Coordinator). In this instance a primary Course F A C U L T Y A N D S T A F F H A N D B O O K Page 17

19 Coordinator is designated by the Head of Department to undertake certain tasks such as ensuring the approval of the Course Outline by the Program Committee or FCHS Board. The Course Coordinator must ensure that they develop and maintain a student centered approach to course management. In order that all students may have an effective learning experience and an equal opportunity to learn, the Course Coordinator role should include: Conducting the course in a manner that is consistent with the Course Outline and College requirements; Leading and coordinating the teaching team across campuses; Organising course content coherently and at a level appropriate to the student group and level of study; Proving students with advice concerning accepted standards of academic conduct; Ensuring that hospital placements for that course are conducted professionally and enhance student learning; Liaising with the Programme Coordinator concerning course matters; Reviewing the course and undertaking a course evaluation and submission to the Academic Assessment Board or DHOS/HOS; and Providing counseling to students on course related matters. Further information on the role can be found in the FCHS Policies & Procedures Manual. Please ensure to review Annex B and C in particular First Year Advisor/Common Year First Year Advisor Shall: Liaise with the Head of Department about expectations of commencing students in the program and the level of advisement to be provided. Be able to locate and explain the College s academic policies and procedures or how to access administrative resources for policy interpretation in complex circumstances. Know when and how to refer students to learning support or other services or resources. Establishing a student-to-student communication strategy, this covers formal student forums, informal opportunities for students to network face-to-face, online communication and mentoring. Encouraging students to engage in self-assessment of their learning skills. Facilitating access to resources and developmental opportunities. Identifying critical milestones for academic success and initiating student s contract at these times. Identifying students at risk, making contact and referring them, where appropriate, to relevant support services, whilst at all times respecting students rights to privacy Clinical Instructor/Teaching Assistant A Clinical Instructor is expected to make contributions to the teaching effort of the College and to carry out activities to maintain and develop his/her scholarly, research and/or professional activities relevant to the profession. Clinical Instructors will be based on one campus but may be expected from time to time to teach in other Campus if work necessitates. Specific duties required of a Clinical Instructor may include: F A C U L T Y A N D S T A F F H A N D B O O K Page 18

20 The conduct of practical classes, demonstrations, student field excursions and clinical practicum. Initiation and development of course material. The preparation and delivery of practical classes and clinical practicum. Involvement in professional activity. Development of clinical practical classes and clinical practicum with appropriate advice from and support of a more senior staff member. Marking and assessment. Consultation with students. A range of administrative functions the majority of which are connected with the courses in which the staff member teaches. Attendance at departmental and/or faculty meetings and/or membership of a number of committees. Qualifications and Skill Base A Clinical Instructor will have qualifications and/or experience recognized by the College as appropriate for the relevant discipline area. In many cases a position at this level will require a masters or bachelor qualification. The person in this position is expected to have maintained a program of professional development. Recent clinical experience (currency of practice) and experience in clinical practicum is required for this position. For more information, please see the FCHS Policies & Procedures Manual Lecturer A Lecturer is expected to make contributions to the teaching effort of the institution and to carry out activities to maintain and develop his/her scholarly, research and/or professional activities relevant to the profession or discipline. This role is a classroom lecturer with a MSc degree at Grade 7. Duties Required: The conduct of tutorials, practical classes, demonstrations, workshops, student field excursions, clinical sessions and studio sessions; Initiation and development of subject material; Acting as subject coordinators; The preparation and delivery of lectures and seminars; Involvement in professional activity; Development of course material with appropriate advice from and support of more senior staff; Marking and assessment; Advising students; A range of administrative functions the majority of which are connected with the subjects in which the academic teaches; and Attendance at departmental and/or faculty meetings and/or membership of a number of committees. A lecturer will normally have completed four years of tertiary study in the relevant discipline and/or have equivalent qualifications and/or professional experience. In many cases a position at this level will require an honours degree or higher qualifications, an extended professional degree, or a three year degree with a postgraduate diploma. In determining experience relative to qualifications, regard is had to teaching experience, experience in research, experience F A C U L T Y A N D S T A F F H A N D B O O K Page 19

21 outside tertiary education, creative achievement, professional contributions and/or contributions to technical achievement. Qualification and Skill Base A Lecturer shall have qualifications and/or experience recognised by the institution as appropriate for the relevant discipline area. A position at this level will require an MSc qualification or equivalent accreditation and relevant years of experience. In determining experience relative to qualifications, regard is given to teaching experience, experience in research, experience outside tertiary education, creative achievement, and professional contributions and/or to technical achievement Senior Lecturer A Senior Lecturer is expected to make significant contributions to the teaching effort of a department, school, faculty or other organisational unit or an interdisciplinary area. An academic at this level is also expected to play a major role in scholarship, research and/or professional activities. Specific duties required of a Senior Lecturer may include: The conduct of tutorials, practical classes, demonstrations, workshops, student field excursions, clinical sessions and studio sessions; Initiation and development of course material; Course co-ordination; The preparation and delivery of lectures and seminars; Supervision of major honours or postgraduate research projects; Supervision of the program of study of honours students and of postgraduate students engaged in course work; The conduct of research; Significant role in research projects including, where appropriate, leadership of a research team; Involvement in professional activity; Consultation with students; Broad administrative functions; Marking and assessment; and Attendance at departmental and/or faculty meetings and a major role in planning or committee work. Qualification and Skill Base A senior lecturer shall have qualifications and/or experience recognised by the institution as appropriate for the relevant discipline area. In many cases a position at this level will require a doctoral or masters qualification or equivalent accreditation and standing. In determining experience relative to qualifications, regard is had to teaching experience, experience in research, experience outside tertiary education, creative achievement, and professional contributions and/or to technical achievement Faculty A Faculty academic level is expected to make significant contributions to the teaching efforts of a program, department, faculty or other organizational unit or an interdisciplinary area. An academic at this level is also expected to play a major role in scholarship, research and/or professional activities in addition to the strategic planning and curriculum development. Specific duties required of a Faculty Lecturer may include: F A C U L T Y A N D S T A F F H A N D B O O K Page 20

22 The conduct of tutorials, practical classes, demonstrations, workshops, student field excursions, clinical sessions and studio sessions; Initiation and development of course material; Course co-ordination; The preparation and delivery of lectures and seminars; Supervision of major honours or postgraduate research projects; Supervision of the program of study of honours students and of postgraduate students engaged in course work; The conduct of research; Significant role in research projects including, where appropriate, leadership of a research team; Involvement in professional activity; Consultation with students; Broad administrative functions; Marking and assessment; and Attendance at departmental and/or faculty meetings and a major role in planning or committee work. For more information, please see the FCHS Policies & Procedures Manual. Qualification and Skill Base Faculty shall have qualifications and/or experience recognized by the institution as appropriate for the relevant discipline area. A position at this level will require a doctoral degree with minimum of 5 years teaching and research experience. A track record of publications and conferences attendance and presentations are a plus Senior Faculty A Senior Faculty academic level is expected to make a significant contribution to the teaching effort of a program, department, faculty or other organizational unit or an interdisciplinary area. An academic at this level is also expected to play a major role in scholarship, research and/or professional activities in addition to strategic planning and curriculum assessment and development. Lecturers at this level may be appointed in recognition of distinction in their disciplinary area. Specific duties required of a Senior Faculty Lecturer may include: The conduct of tutorials, practical classes, demonstrations, workshops, student field excursions, clinical sessions and studio sessions; The development of and responsibility for curriculum/programs of study; Course co-ordination; The preparation and delivery of lectures and seminars; Supervision of major honours or postgraduate research projects; Supervision of the program of study of honours students and of F A C U L T Y A N D S T A F F H A N D B O O K Page 21

23 postgraduate students engaged in course work; The conduct of research, including, where appropriate, leadership of a large research team; Significant contribution to the profession, and/or discipline; High level administrative function (committees/college board); Consultation with students; Marking and assessment; and Attendance at departmental and faculty meetings. Qualification and Skill Base Senior Faculty academics shall have qualifications and/or experience recognized by the institution as appropriate for the relevant discipline area. This academic level requires a doctoral degree with minimum 10 years teaching and research experience. A track record of publications, conference attendance and presentations required for this position. Academic administration experience will be a plus Committees FCHS decisions and actions are supported by numerous standing and ad hoc committees, working groups, and subcommittees. Committees are a basic need and a necessary aspect of organizations of any significant size. They keep the number of participants manageable; with larger groups, either many people do not get to speak and feel left out, or discussions are quite lengthy and many participants find them duplicative and often boring. It is common to have smaller committees with more specialized functions, for example, assessment committee, community activities committee, search committee, etc. Committees are often formed to do research and make recommendations on a potential or planned project or change. For example, if FCHS is considering a major equipment acquisition requiring a significant capital investment, a temporary ad hoc committee of several people may be created to review options and make recommendations to upper management. Such committees are typically dissolved after issuing recommendations (often in the form of a final report). FCHS has established near-term committees and plans to establish committees in the intermediate and long-term as the need arises. The near-term committees are those which immediately convene to advise FCHS. Examples are the Senior Management committee and the Academic and Curriculum committee. Intermediate-term committees are those that will be formed (charter and bylaws will be developed) by inaugural members once the need has been recognized and members elect to gather. Examples include the Student Council, the IT and Facilities Committee, and the Advisory Board of Directors. In the future further committees are envisioned once FCHS has grown to a sufficient size and stature in the community, such as an Industrial Relations committee Common Committee Procedures All committees recognized by FCHS will have a charter which defines the authority of their establishment and bylaws which define their structure including member-ship, terms of services, meeting frequency, quorum, voting rules, and reporting procedures. It is common for a Chairperson (or simply Chair ) to organize a committee. This is done through an agenda which is usually distributed in advance. The Chair is responsible for running F A C U L T Y A N D S T A F F H A N D B O O K Page 22

24 the meetings such as keeping the discussion on the appropriate subject, recognizing members (calling on them to speak), and calling for votes after a debate has taken place. The Chair is responsible for deciding how formal the committee s processes will be (within the guidelines of their Charter). A record of the discussion and decisions of the meeting should be recorded by a person designated as the secretary of the committee. For committees that meet regularly, the minutes of the most recent meeting are often circulated to committee members before the next meeting, and are available to the membership. Committees may meet on a regular basis, often weekly, monthly, or quarterly, or meetings may be called irregularly as the need arises Committee Hierarchy Committees have different functions and authority. Sub-sections lists the committees, their levels, and purview currently envisioned for FCHS. The Senior Management committee is the Level 1 committee and has the authority to approve and implement policies and procedures. Level 2 committees recommend major policies and activities to the Senior Management committee and implement, as authorized, policies and activities. Level 3 committees are ad hoc committees that have special tasks. These committees can be permanent such as the Admissions committee or temporary or as needed such as search committees. Level 3 committees tend to conduct research and provide recommendations to Level 1 or Level 2 committees. Level 4 committees are the purely advisory such as the Advisory Board of Directors or Student Council and tend to be self-governing but provide significant information up to the highest level of management. The committee structure is illustrated in the graph on the next page. F A C U L T Y A N D S T A F F H A N D B O O K Page 23

25 MULTIDISCIPLINARY CLUSTER M1 - Institutional Review Board Committee M2 - Health, Fitness & Community Outreach Committee Fatima College of Health Sciences Board FCHS Advisory Committee College Level Committees ACADEMIC CLUSTER A1 - College Curriculum Committee A2 College Assessment Committee A3- Clinical Practicum Internship Committee A4- Scientific Research Committee A5- Accreditation Committee A - Ad Hoc Committees STUDENT SERVICES CLUSTER S1 -Admission & Student Recruitment Committee S2 - Student Representative Committee S3- Student Disciplinary Committee S4-Learning Resources Committee S - Ad Hoc Committees ORGANIZATIONAL CLUSTER Z1 -IT & Facilities Committee Z2 - Safety Committee Z3- Professional Development Committee Z - Ad Hoc Committees Department Level Committees (X7)* Department Advisory Committee Department Curriculum Committee (A1) Department* Council Department Assessment Committee (A2) Department Clinical Committee (A3) Departments (x7*) 1. General Requirements 2. Nursing 3. Pharmacy 4. Physiotherapy 5. Radiography & Medical Imaging 6. Emergency Health (Paramedics) 7. Medical Services Department Ad Hoc Committees F A C U L T Y A N D S T A F F H A N D B O O K Page 24

26 FCHS Science Committee Roster ID Committee Title Mandate A 1A 2A 3A 4A 5A M 1M Fatima College of Health Sciences Senior Management committee FCHS Advisory committee (AC) Academic Cluster College Curriculum committee College Assessment committee Clinical Practicum & Internship committee Scientific Research committee Accreditation committee Multidisciplinary Cluster Institutional Review Board (IRB) committee Provides strategic, business and academic leadership and oversees the overall activities of FCHS. Consists of community leaders who provide counsel, professional networking, and community connections to promote and support the objectives of FCHS and its program interests to the Senior Management Committee. Responsible for implementing recruitment, admissions, and curricular policies of FCHS. It reviews all curricular proposals, including addition and deletion of courses, changes in course numbering, in credit hours, and in course descriptions. The committee reviews the establishment of new majors and all new degree programs. The committee also oversees the regularly scheduled reviews of academic programs. Monitors the academic performance of FCHS against agreed targets or benchmarks. The committee oversees the clinical practicum and internship issues for all FCHS students. The committee prepare agreements that need to be signed by FCHS with Health partners to set the stage ready for FCHS students to perform their clinical practicum. This committee explores the methods to initiate research programs in FCHS departments and the methods to fund such programs. This committee will be overlooking the accreditation of all FCHS programs by forming accreditation subcommittees for each program who will report to this committee. This committee will be the authorized body to deal with CAA regarding all accreditation issues. This committee is responsible for reviewing proposals for studies planned to be carried out wholly or partially at FCHS by FCHS staff or non FCHS staff. They evaluate compliance with international and local ethical standards and norms; assess impact on staff, institutions, subjects, and resources; and recommend regarding approval, or otherwise, of planned study or research. F A C U L T Y A N D S T A F F H A N D B O O K Page 25

27 2M S Health, Fitness and Community Outreach committee Student Services Cluster The committee is responsible for the strategic planning for programs and activities in the areas of health, fitness, and community outreach; and writing the by-laws and regulations for the functioning of the said programs. Subcommittees are responsible for the day-to-day operations of the respective programs. 1S Admission & Student Recruitment committee (ASRC) Responsible to develop (and submit for approval) outreach and recruitment strategy including web-based marketing, social media, brochures, and other recruitment and outreach efforts. Implement outreach and recruitment activities as authorized. 2S Student Representative committee (SRC) This committee will be formulated once the semester starts as the student body will be allowed to hold elections to choose members of this committee. 3S Student Disciplinary committee (SDC) This committee which is headed by the manager of student services will deal with student disciplinary issues where students violate roles and regulations of FCHS with regard to the college building and equipment (vandalism), the staff and the students. 4S Ad Hoc committee They will be formed upon the need. Z Organizational Cluster 1Z IT & Facilities committee (IFC) Reviews all proposals for changes in facilities that have been allocated to FCHS such as building modifications, large equipment acquisition, and utilization of office, lab, and storage space. Also oversees the IT facilities and equipment and review proposals for new acquisitions. The committee provides information and recommendations to the Senior Management committee. 2Z Safety committee (SC) Develops and promotes a healthy and safe environment for all students, employees, and visitors to FCHS facilities through the involvement of all individuals with regards to education, communication and safe work practices. Reviews all proposals for new work and provides recommendations to the Infrastructure committee. 3Z Professional Development committee (PDC) Oversees the staff professional developments issues. Its responsibility to locate workshops, conferences, or seminars that will enhance the staff s capability of teaching. May organize workshops for FCHS. 4Z Community Outreach committee (CORC) Responsible to develop (and submit for approval) outreach strategy to advertise the College and its programs. This can be done by web-based marketing, social media, brochures, and other outreach efforts. 5Z Ad Hoc committee Will be formed upon the need. F A C U L T Y A N D S T A F F H A N D B O O K Page 26

28 FCHS Committee Roster General Requirement Program General Requirements Program Committees 1 General Requirements committee (GRC) 1-1 GR Program Advisory committee (GRPAC) 1-2 GR Curriculum committee (GRCC) 1-4 GR Assessment committee (GRAC) FCHS Committee Roster Nursing Program Nursing Program Committees 2 Nursing Department Council (NRS) 2-1 Nursing Program Advisory committee 2-2 Nursing Program Curriculum committee 2-3 Nursing Program Clinical committee This committee includes all faculty who teach the general requirements at FCHS. The duty is to design and plan the methods of best administering these courses and oversee the teaching outcomes of these courses and recommend any modifications. Consists of community leaders in Nursing who provide counsel, professional networking, and community connections to promote and support the objectives of FCHS and its General Requirement program. This committee oversees the curriculum choice and improvements for the general requirements courses. In addition, the committee evaluates the current curriculums. Monitors the academic performance of general requirements faculty against agreed targets or benchmarks. The committee asses the marks of each semester and compare with other semester performances and recommends for the general assessment committee of FCHS. This committee includes all Nursing faculty who teach nursing theory and practice at FCHS. Their duties to design and plan the methods of best administering these courses. Oversee the teaching outcomes of these courses and recommend any modifications. Consists of community leaders in Nursing who provide counsel, professional networking, and community connections to promote and support the objectives of FCHS and its nursing program. This committee oversees the curriculum choice and improvements for the nursing courses. In addition, the committee evaluates the current curriculum. The committee oversees the clinical practicum and internship issues for nursing students. The committee interacts with local hospitals and health authority to allocate our students in the various health institutions for their clinical practicum and training periods. The committee reports to the FCHS Grand Practicum and Internship committee. F A C U L T Y A N D S T A F F H A N D B O O K Page 27

29 Nursing Program Committees 2-4 Nursing Program Assessment committee 2-5 AD HOC Nursing Accreditation sub-committee FCHS Committee Roster Medical Services Program Monitors the academic performance of nursing faculty against agreed targets or benchmarks. The committee asses the marks of each semester and compare with other semester s performances and recommends for the general assessment committee of FCHS. This subcommittee prepares the required nursing documents pertaining to the various courses and the nursing faculty and submits these documents to the Accreditation committee. Medical Services Program Committees 7 Medical Services Council (MSC) This committee includes all medical services faculty who teach medical services theory and practice at FCHS. Their duties to design and plan the methods of best administering these courses. Oversee the teaching outcomes of these courses and recommend any modifications 7-1 Medical Services Program Advisory committee (MSPAC) Consists of community leaders in Medical services who provide counsel, professional networking, and community connections to promote and support the objectives of FCHS and its Medical Services program. 7-2 Medical Services Program Curriculum committee This committee oversees the curriculum choice and improvements for the medical services courses. In addition, the committee evaluates the current curriculum being taught at FCHS. 7-3 Medical Services Program Clinical committee This committee main job is to find places for the internship training for the Medical Services students and to follow them in the health institutions while at training. 7-4 Medical Services Program Assessment committee Monitors the academic performance of Medical services faculty against agreed targets or benchmarks. The committee assesses the marks of each semester and compares them with other semesters performances and provides recommendations to the Assessment committee. PLEASE NOTE: FCHS IS NOT PROVIDING THE MEDICAL SERVICES PROGRAM IN 2014/15 F A C U L T Y A N D S T A F F H A N D B O O K Page 28

30 FCHS Committee Roster Pharmacy Program Pharmacy Program Committees 3 Pharmacy Department Council (PDC) 3-1 Pharmacy Program Advisory committee 3-2 Pharmacy Program Curriculum committee 3-3 Pharmacy Program Clinical committee 3-4 Pharmacy Program Assessment committee This committee includes all Pharmacy faculty who teach Pharmacy courses theory and practice at FCHS. Their duties are to design and plan the best practice methods in order to administer these courses. They also oversee the teaching outcomes of these courses and recommend any modifications. Consists of community leaders in Pharmacy who provide counsel, professional networking, and community connections to promote and support the objectives of FCHS and its medical services programs. This committee oversees the curriculum choice and improvements for the Pharmacy courses. In addition, the committee evaluates the current curriculums received from Monash University and taught at FCHS. This committee main job is to find places for the internship training for the Pharmacy students and to follow them in the health institutions while at training. Monitors the academic performance of Pharmacy faculty against agreed targets or benchmarks. The committee asses the marks of each semester and compare with other semester s performances and recommends for the general assessment committee of FCHS Senior Management Committee Purpose The purpose of the Senior Management Committee is to provide strategic, business, and academic leadership and to oversee the overall activities of FCHS. Accountabilities The committee is chaired by the FCHS Director. The committee is the highest level body for all committees within the FCHS and reports to the IAT Directorate. Terms of Reference Provide strategic direction for FCHS that reflects the mission and vision. Develop a five-year strategic plan addressing teaching and learning, research, community and administrative goals for the FCHS. Annually review and update the five-year strategic plan. Approve national priority and student recruitment strategies for the FCHS. Ensure that qualified faculty members are recruited and approve appointment, promotion, and dismissal of faculty and administrative staff. Provide a business plan for the FCHS that reflects the mission and vision of the AD Poly. Develop and maintain a three-year budget and staffing plan. F A C U L T Y A N D S T A F F H A N D B O O K Page 29

31 Approve annual divisional budgets. Approve divisional business proposals. Ensure policy and procedures relevant to business management reflect FCHS mission and values. Establish FCHS as a magnet employer with staff development plans, performance evaluation and professional development strategies that optimize the quality of teaching, learning, and research. Ensure policy and procedures relevant to human resources reflect the FCHS s mission and values whilst optimizing the achievement of the FCHS goals. Receive minutes from lower level and divisional management committees. Review and approve the evaluation and recommendations of the Academic and Curriculum Committee and Assessment Committee. Approve recommendations regarding the introduction or deletion of courses. Ensure that FCHS has an appropriate academic appeals procedure and monitor the conduct and outcome of appeals. Receive and review the report of the External Advisory Committee. Approve a marketing plan that reflects the mission and vision of the FCHS. Approve the annual marketing plan. Approve marketing materials. Ensure policy and procedures relevant to marketing reflect the FCHS s mission and values. Report on FCHS activities to the IAT Directorate. Review and recommend changes to FCHS committees purviews on an annual basis. Membership Director, FCHS Chair Head of Academic Affairs Vice Chair Head of General Requirements Heads of departments and relevant programs Stakeholder Representatives Meetings Once per month or as needed. Quorum A quorum will consist of 3 members of the committee including the Chair or Vice Chair. Reporting Procedures Agenda and minutes shall be circulated to all members of the committee College Curriculum Committee Purpose The College Curriculum Committee is charged with the responsibility to review all issues related to curriculum and teaching. Accountabilities This is a standing committee is of FCHS reporting directly to the Senior Management Committee. Terms of Reference F A C U L T Y A N D S T A F F H A N D B O O K Page 30

32 Make recommendations regarding instructional resources needed to support the program. Review performance of students. Rule on all cases of students whose academic performance is causing concern. Identify general staff developmental needs. Receive minutes of the Level 3 committees under its supervision such as the Department Curriculum Committee and General Requirements Committee. With input from the College and Department Assessment Committees, identify and address the learning and teaching related needs and concerns of students and teachers in the FCHS. Receive and review Unit and Course evaluations. Recommend to the College and Department Assessment Committees changes in academic policies and procedures. Recommend to the College and Department Assessment Committees the introduction or cancelation of academic programs. Where appropriate, address issues raised in the report of external auditors. Membership Head of Academic Affairs Chair Head of General Requirements, Vice Chair Heads of Departments Faculty representatives Ad-hoc members may be invited as necessary Meetings Once per term or as required Quorum A quorum will consist of 5 members including the Chair or a Department Head and 2 members of the teaching staff. Reporting Procedures The secretary of the committee will circulate the minutes to all members of the committee and the Chair of the Senior Management committee College Assessment Committee Purpose FCHS academic quality assurance framework, charters and overall curriculum provision are overseen by the College Assessment Committee which monitors the academic performance of the FCHS against agreed targets or benchmarks. Accountabilities The committee is a standing committee of the FCHS reporting to the Senior Management committee. Terms of Reference The committee develops performance metrics to be approved by the Senior Management Committee upon which program assessment is based. The committee identifies general staff developmental needs. The committee receives and reviews Unit and Course evaluations. The committee monitors the implementation of day to day policies and procedures. The committee monitors the performance of faculty and staff based upon performance metrics and evaluation. F A C U L T Y A N D S T A F F H A N D B O O K Page 31

33 The committee examines the course and program evaluation processes. Receive minutes of the Level 3 committees under its supervision such as the Department Assessment Committee. With input from the College and Department Curriculum Committees, identify and address the learning and teaching related needs and concerns of students and teachers in the FCHS. The committee receives all end-of-year course review and evaluations. The committee reviews overall academic performance of students, focusing on assessment. The committee ensures that achievements of students are evaluated through verifiable and consistent measures. This includes developing and implementing a policy for postgraduation monitoring. The committee reviews updates received from the Ministry of Higher Education and Scientific Research and ensures compliance. The committee reviews and recommends revisions of the Student Handbook and General Catalog. The committee is responsible to develop an annual strategy and conduct the research for activities that impact FCHS quality and reputation. Membership Director, FCHS Chair Head of Academic Affairs Head of General Requirements Heads of Departments/Programs Two academic members of staff Stakeholder Representatives Students may be invited as required Meetings Once per term or as required Quorum A quorum will consist of 4 members including the Chief Academic Officer or the Head of the Department. Reporting Procedures The minutes will be circulated to all members of the committee and the Chair of the Senior Management committee IT and Facilities Committee Purpose The IT and Facilities committee is responsible for reviewing all proposals for changes in infrastructure that has been allocated to FCHS and providing information and recommendations to the Senior Management committee. Accountabilities The IT and Facilities committee is a standing committee of the FCHS reporting directly to the Senior Management committee. Terms of Reference F A C U L T Y A N D S T A F F H A N D B O O K Page 32

34 The committee conducts research and submits recommendations on proposals for building modifications. The committee conducts research and submits recommendations on proposals for large equipment acquisition. The committee develops and makes recommendations on policies regarding allocation of office, lab, computer labs and storage space. The committee is responsible to oversee workplace health and safety and may convene appropriate committees for safety reviews and training. The committee is responsible to recommend for approval/disapproval/amendment any FCHS proposed activity based on environmental health and safety compliance. Membership Management Supervisor Chair Senior Coordinator, Support Services Vice Chair Department representatives Members of the faculty Health and Safety Officer Ad-hoc members may be invited as necessary Meetings Once per quarter or as required. Quorum A quorum will consist of 5 members including the Chair or a Department Head and 2 members of the teaching staff. Reporting Procedures The secretary of the committee will circulate the minutes to all members of the committee and the Chair of the Senior Management committee Recruitment Committee Purpose The Recruitment committee is responsible to develop and implement (as authorized) recruitment plans and activities. Accountabilities The Recruitment committee is a standing committee of the FCHS reporting directly to the Senior Management committee. Terms of Reference The committee develops and submits to the Senior Management committee an annual recruitment strategy. The committee develops and implements as authorized web-based marketing, social media, brochures, and other recruitment products. The committee receives and processes new student admission applications, and provides assessment of enrolment goals and recommendations to resolve deficiencies. The committee oversees extracurricular activities and community interactions, in particular, where they have the potential to enhance recruitment. Membership Manager of Students Services Chair Senior Coordinator, Support Services Vice Chair F A C U L T Y A N D S T A F F H A N D B O O K Page 33

35 Department representatives Members of the faculty Registrar Academic Counselors Meetings Once per quarter or as required. Quorum A quorum will consist of 5 members including the Chair or Vice Chair. Reporting Procedures The secretary of the committee shall circulate minutes of the meeting to all members and the members of the Senior Management Committee Department Curriculum Committee Purpose The Department Curriculum committee is charged with the responsibility to review all issues related to academic curriculum. Accountabilities The committee is a standing committee of FCHS reporting to the College Curriculum committee. Terms of Reference Receive and review course subject evaluations. Receive recommendations and approve teaching and learning resources needed to support academic programs. Monitor the performance of faculty. Identify general faculty developmental needs. Address appropriate issues raised in the report of the external auditors. Membership Heads of Departments Members of the faculty Stakeholder representatives Students may be invited as required Meetings Once per term or as required. Quorum A quorum will consist of 5 members including the Chair or a Department Head and 2 members of the teaching staff. Reporting Procedures The minutes will be circulated to all members of the committee, the Head of Academic Affairs and the Chair of the Senior Management committee. F A C U L T Y A N D S T A F F H A N D B O O K Page 34

36 Admissions Committee Purpose The Admissions committee is responsible for considering all applications for admission. Accountabilities The committee is a standing committee of the FCHS and is accountable to the Recruitment committee. Terms of Reference Screen all applicants and recommend suitable applicants to the Recruitment committee. Establish time lines and develop procedures in conjunction with stakeholders (e.g., sponsors) to determine and optimize candidate metrics. Develop and implement entrance examinations. Membership Manager, Student Services -Chair Supervisor, Student Services Vice Chair Department representatives Members of the faculty Registrar Academic Counselor Corporate Stakeholders (as appropriate) Meetings At least twice per academic year. Quorum A quorum will consist of 5 members including the Chair or a Department Head and 2 members of the faculty. Reporting Procedures The secretary of the committee will circulate the minutes to all members and the Chair of the Recruitment committee Safety Committee Purpose The Safety committee is charged with the responsibility to review all issues related to occupational health and safety at FCHS. Accountabilities The committee is a standing committee of the FCHS reporting directly to the IT and Facilities committee. Terms of Reference Make recommendations regarding instructional resources needed to support occupational health and safety. Review safety requirements and policies. Review and recommend general safety training and faculty/staff developmental needs. Review all issues and complaints related to health and safety and make recommendations as appropriate. Ensure that timely safety information is provided to students and employees. F A C U L T Y A N D S T A F F H A N D B O O K Page 35

37 Establish time lines for inspections and review of work practices to identify changes, potential hazards, and risk management. Establish policies for and monitor and review incident investigations providing feedback on incident investigation findings, proposed controls and incident trends Manage incident resolutions and safety consultation arrangements. Address appropriate issues raised in the report of the External Examiner. Membership Administration, Supervisor, Chair Health and Safety Officer, Vice-Chair Department representatives Faculty representatives Ad-hoc members may be invited as required Meetings Once per term or as required. Quorum A quorum will consist of 5 members including the Chair or Vice-Chair and 2 members of the faculty. Reporting Procedures The secretary of the committee will circulate the minutes to all members of the committee and the Chair of the IT & Facilities Committee Institutional Review Board (IRB) Committee Purpose As an aide to the fulfillment of the mission of FCHS, an Institutional Review Board (IRB) Committee is thus formed to review ethical compliance of proposals for research within FCHS by FCHS staff or affiliates. Accountabilities The IRB is accountable for helping to ensure that FCHS meets their mission. Term of Reference Review proposal for studies planned to be carried out wholly or partially at FCHS by FCHS staff and any non FCHS staff (in partnership with FCHS staff). Evaluate compliance with international and local ethical standards and norms. Assess impact on staff, institutions, subjects, and resources. Recommend regarding approval, or otherwise, of planned study or research. The IRB Chair can invite experts as relevant to attend one or more meeting to provide an opinion on the planned study. If unanimity is not achieved, then IRB decisions are made by voting. In case of equal votes, the Chair will have a casting vote. Invited experts are non-voters. Membership Membership is by discussion and decision of the FCHS Director and Heads of Programs. Meetings To be determined by charter and bylaws. Quorum To be determined by charter and bylaws. F A C U L T Y A N D S T A F F H A N D B O O K Page 36

38 Health, Fitness and Community Outreach Committee Purpose As FCHS is a health sciences school, it is important that the College have a committee that oversees the health, fitness and community outreach (for health purposes). This furthers the College s mission and vision. Accountabilities The Health, Fitness and Community Outreach Committee is accountable to the Senior Management Committee. Term of Reference The committee is responsible for the strategic planning for programs and activities in the areas of: o Health o Fitness o Community Outreach Write the by-laws and regulations for the functioning of the said programs. Subcommittees are responsible for the day-to-day operations of the respective programs. Membership Senior management and faculty are required to be: Chair, Physical Fitness subcommittee Chair, Catering Services subcommittee Chair, Community Outreach subcommittee Chair, Student Center subcommittee Chair, Catering Services subcommittee Meetings To be determined by charter and bylaws. Quorum To be determined by charter and bylaws Student Council Purpose To advise on the enhancement of student facilities and activities to enhance the student experience in terms of both teaching & learning and cultural enrichment. Accountabilities The council is a Level 4 standing committee of the FCHS that is advisory in nature and all recommendations are submitted to the Senior Management committee. However, the Student Council may take on responsibilities suited to student-led activities. Terms of Reference The committee discusses, advises, and provides recommendations to the appropriate ad hoc and standing committees dealing with any aspect of student life or any issue in which the student perspective is desired. The committee organizes students to work with staff to enrich FCHS cultural activities. The committee addresses and manages student issues pertaining to resources and the learning environment. F A C U L T Y A N D S T A F F H A N D B O O K Page 37

39 Membership Membership is limited to currently enrolled students. Details to be determined by the charter established in the inaugural class. Meetings As specified in their bylaws. Quorum A quorum will consist of a majority of the members as specified in their bylaws. Reporting Procedures The Secretary of the committee will circulate the minutes to all members of the committee Executive Advisory Board Purpose The FCHS Executive Advisory Board provides an officially recognized forum for community, industry, and technology leaders to provide counsel, professional networking, and community connections to promote and support the objectives of FCHS and its technical division interests. Accountabilities The Executive Advisory Board is a self-governing advisory committee to FCHS and all evaluations and recommendations are submitted to the Senior Management committee and other relevant committees. Terms of Reference The Executive Advisory Board provides counsel to promote and support FCHS. The Executive Advisory Board provides independent evaluation of FCHS programs and recommendations to the FCHS Director and Director General. The Executive Advisory Board provides regularly scheduled opportunities for professional networking, brainstorming, and community relations to enhance FCHS interactions with external stakeholders. The Executive Advisory Board is anticipated to assist in the establishment of ad hoc advisory boards for various divisions and programs at FCHS. Membership Membership to the Advisory Board is by invitation of the Director of FCHS. Meetings To be determined by charter and bylaws. Quorum To be determined by charter and bylaws. F A C U L T Y A N D S T A F F H A N D B O O K Page 38

40 4. FACULTY AND STAFF RIGHTS AND RESPONSIBILITIES 4.1. Rights Non-Discrimination Policy All employees at FCHS shall not discriminate against any other person based on race, gender, religion, color, age or nationality Academic Freedom All faculty members are entitled to full freedom in the classroom in discussing the subject being taught within the boundaries or professional behavior and the morals and sensitivities of the UAE society Responsibilities Duties of faculty are focused on teaching service and scholarly activity. The quality of the 3 domains shall be taken in consideration Teaching To conduct all teaching sessions as stipulated in the course description. To respect students as individuals. To conduct all assessments of the courses as designated by the course description and avoid any action that will compromise equality of the evaluation. To develop students as self-learners. To act as role model in their professional dealing with students. To treat all students equally respecting their opinion and encouraging them to express their point of view. Shall avail themselves to students according to the posted office hours and as agreed individually with students. To refrain from any harassment, exploitation, ridicule or discrimination of students. To maintain competence and expertise in one s field of specialization. Exercise ethical professional conduct in dealing with students and avoid all situations that may jeopardize the ethical relationship Scholarly Activities Faculty at the senior lecturer and above is expected to conduct scholarly activities and to disseminate the results of research and publish findings whenever possible Services All faculties are expected to work in all designated committees at the college level or at the community level. The activities may include conducting sessions to the community at large and involvement with students activities. All faculties owe primary professional accountability to the college and must avoid conflicts of interest. Refrain from working outside the college during their contract. Faculties are expected to avoid falsification, plagiarism and other fabrications in conducting their scholarly activities. Faculty must use funds designated for research as prescribed and within the boundaries set by the College. To promote safe and healthy working practices and environment. F A C U L T Y A N D S T A F F H A N D B O O K Page 39

41 4.3. Code of Conduct and Professional Ethics FCHS provides guidance on acceptable standards of behavior, professional ethics and how you are to conduct your duties while working towards achieving the goals and objectives. The College expects all staff to behave professionally and with respect and consideration for others, including staff who report to them, colleagues, students and internal customers. Staff and individuals acting on behalf of the College are required to conduct their duties according to the Code as part of their employment. All faculty and staff are expected to work within the law at all times. If you have any concerns regarding this please speak to your supervisor. All College staff are expected to work with integrity, diligently and to utilize College resources efficiently. Given the multicultural nature of the students and staff at FCHS, faculty and staff are reminded to take care when disclosing personal information about themselves to other staff and particularly students. Such information may inadvertently cause offence. Topics of conversation likely to offend include sexual experiences or practices particularly between unmarried people, the consumption of alcohol and stories of drunken activities, homosexuality and any undermining of religious beliefs. Conversations that can be interpreted as encouraging students to behave in an immoral or illegal way will cause offense. Discussions between staff that may be of a confidential nature should not be discussed with students. In addition, profanity (bad language), yelling and bad behavior are not allowed on campus. Violence in any form will not be tolerated. All program and course information will be conducted and provided in English. All formal communication between students and staff will be in English. All formal communication between the College and staff will be in English. 5. CONDITIONS OF APPOINTMENT The employee will have the appropriate skills experience and qualifications for the position. Wherever possible preference will be given to UAE National applicants who meet the required criteria. The candidate will have a record of good performance and conduct from any previous employment. Lecturers should provide transcripts to support claims of educational attainment. All other staff should supply transcripts or attested certificates. Candidates and current employees must not commit any fraud, cheating, falsification of documents, experience or personal data or withhold information that might have influenced the decision on employment or contract agreement. Decisions on appointment or extension of service will be at the discretion of the IAT Managing Director. The minimum hiring age of employees is 18 years and the maximum is 60. In individual and specific instances to appoint a candidate or extend an appointment past 60 years of age of service can be recommended by Line Managers, and approved by the Board of Trustees (BOT). F A C U L T Y A N D S T A F F H A N D B O O K Page 40

42 5.1. Full and Part Time Staff/Faculty Your Line Manager and Employee Relation Manager can provide you with essential information about your employment at the College. On appointment a human resource file will be commenced for all new employees. This file is kept in HR and will be archived for a further 7 years after the employee exits the College. 6. EMPLOYMENT AND RELATED INFORMATION The college is committed to equal opportunity to all levels without discrimination on the basis of race, gender, religion, age and family status. UAE citizens are the only employees who shall be given priority over others provided they meet the requirements of the position Packages are offered based on education background and years of experience. Employees are appointed by IAT and approval of appointment includes the employee s grade Employment Contract Regular Employees (Full Time) Employment Contracts, as per Article (13) of the IAT Human Resources By-Laws, for regular employees are normally for three years with an adjustment, where necessary, for the end of an academic year. Employees will generally be informed three months prior to the contract end date whether the IAT/FCHS intend to renew their contract. The renewal of the contract is dependent on the employee maintaining an acceptable standard of performance. An employment contract shall be written in duplicate, with one copy to be delivered to the employee and the other to the employer. An employment contract shall specify the date of its conclusion, the date on which work is to begin, the type and place of the work, the duration of the contract, and the amount of the remuneration. Temporary Employees (Part Time) Temporary employees will be employed on a fixed term basis to fulfill specific employment needs. A temporary employee s appointment is made on the recommendation of a line manager or FCHS Director and the budget controller and approved by the IAT Managing Director. Temporary employees submit timesheets and are paid at the end of each month on an hourly basis. In specific circumstances a temporary employee may be employed on a fixed term contract of not more than one year, to fulfill a specific job role with predefined working hours and remuneration. In these instances the employee will receive payment on a monthly basis into their nominated bank account, without the requirement to submit timesheets Probation Period As per article (19) of the IAT human recourses by-laws employees appointed to any position within FCHS will be required to undertake a probationary period as determined by their contract type: Teaching staff will undergo a probationary period that extends over one teaching semester. Senior Administration (Grades 2, 3, 4.3, 4.4, 5.2, 6.2, and 7.2) will undertake a three month probationary period from the start date of their contract. Grades 8, 9 and 10 will undertake a two month probationary period from the start date of their contract. F A C U L T Y A N D S T A F F H A N D B O O K Page 41

43 A full probationary evaluation will take place towards the end of this period and established employment will be confirmed or denied without prejudice. Where the performance is deemed as not quite meeting the requirement the required level, the probationary period may be extended to enable the candidate to develop within the role. If the performance still does not meet the requirement following the extended period of probation then the employment will be terminated. During the probation period employees are not entitled to the following benefits until the probation period has successfully been completed: Extended periods of vacation of more than 5 days, unless in a teaching grade and the probation extends over the semester break. Vacation ticket allowance. Entitlement to claim this benefit will only be effective after six months of continuous employment. If the employer or employee chooses to discontinue the employment during the probationary period, each will be required to give the other party notice of termination as follows: Grade Probationary termination notice required 1, 2 1 month 3.1, 4.1, 6.1, month month 3.2, 4.3, 4.4, month 7.2, month 9, 10 2 weeks 11, 12 1 week 6.3. Orientation All new members of staff will undergo a period of orientation. On arrival the employee will be introduced to their working environment and their colleagues and if possible will be allocated a mentor or buddy to offer support and guidance. Individuals may undergo specific orientation in relation to their job. Lecturers will undergo specific curriculum delivery, classroom management and where necessary cultural awareness and ethical consideration orientation Competencies and Evaluation Reference: By-Law Article (18) Staff/Faculty Evaluation Annual performance appraisal/reviews are important to everyone in the College. They provide a valuable opportunity for individual staff to take stock of their career achievements, future priorities and objectives; they enable heads of programs or departments to allocate future work between staff; and they form part of the College cycle of quality assurance and improvement. Staff performance will be assessed each year. These assessments will be reviewed by the staff member concerned and their supervisor. Human Resources will have access to these files. Training plans are developed through the: Identification of skills gaps through new employee status, employee evaluation process or in the course of work. Emerging work requirement i.e. institutional growth or direction. College academics are expected to undertake regular evaluations of their teaching and the courses they teach. Teaching evaluation may be expert review, peer review and student feedback. F A C U L T Y A N D S T A F F H A N D B O O K Page 42

44 7. FCHS EMPLOYEE RELATIONS The College Employee Relation Manager will meet new staff and explain the function and services provided by Human Resources including: Human Resources Services Staff development Performance Management Academic staff roles Administrative and general Staff Performance review Remuneration, Conditions and benefits Salaries Leave Health Plan Visas HR Policies and forms Employment relations Code of Conduct Grievance resolution Equity and diversity Resources for new staff Recruitment and selection Health, Safety & well being Security, transport and parking Working on campus out of hours Maintenance request Staff transport and parking on campus Housing and rental arrangements Occupational health and Safety training First-Aid 7.1. Vacation and Leave Reference to By Law Article (28) The following leaves are granted to employees: For teaching staff teaching days and non-teaching days will be determined by the Academic calendar. Non-teaching days will, on average, amount to not less than 42 calendar days annually. Vacation days cannot not be taken at any other time than the officially notified semester breaks teaching staff vacation will accrue at a rate of 3.33 days per month, the accrual year will align with date of commencement of employment. Non-teaching staff will accrue vacation at a rate of 2.8 days per month to a maximum of 35 calendar days per year. Non-teaching staff should ensure that any vacation request does not conflict with the needs of the organization Vacation requests should be made to the line manager and should not conflict with the requirements of the Academic Calendar. There is no provision for the carry-over of leave from one year to the next. Where an employee resigns and has taken more leave than accrued, then the value of that leave will be deducted from any End of Service Settlement. F A C U L T Y A N D S T A F F H A N D B O O K Page 43

45 Where an employee resigns and has not taken all current accrued leave then this will be paid as part of the End of Service Settlement. Approved Unpaid Leave Reference: By-Law Article (32) In exceptional circumstances the Managing Director may approve leave without pay for a maximum of 30 days. The line manager shall approve the leave and forward it to the Managing Director. Unpaid leave may also be granted to escort a close family member for medical treatment abroad. Other Types of Leave Study Leave and Examination Leave Leave may be granted UAE national employees who have completed at least one regular contract. Sick Leave Reference: By-Law Article (29) Regular employees are entitled to non-cumulative sick leave at the rate of: 15 working days full pay per contract year followed by an additional 30 working days at half pay per each contract year and finally 30 working days unpaid Special Leave/Emergency Leave/Compassionate Leave Reference: By-Law Article (31) Regular employees can apply for a non-cumulative period of 5 working days paid leave in each contract year to deal with specific unforeseen eventualities that may occur within the family and are related to life threatening, illness or death of immediate family members. Bereavement Leave for Muslim Women (Al Uddah Leave) Reference: By-Law Article (33) On the death of her husband a Muslim women is entitled to take paid leave 4 months and 10 days as prescribed by Islamic Sharia The period of leave shall be no more and no less than 4 months and 10 days. Maternity Leave Reference: By-Law Article (30) Regular employed females who have completed not less than one full year of continuous service are entitled to 42 working days full pay maternity leave commencing on the date of birth of the child. Female employees who have not completed one full year of service will be entitled to half pay during the maternity leave period. Nursing Hour A regular employed female employee who returns to work after taking maternity leave and has given birth to a live child will be entitled one (1) hour per day for the purpose of breast feeding. The nursing hour can be taken until the infant achieves eighteen months of age. F A C U L T Y A N D S T A F F H A N D B O O K Page 44

46 The nursing hour should not conflict with any work requirement. The Nursing hour does not apply during the Holy month of Ramadan as work hours are reduced for all staff. Hajj Leave Reference: By-Law Article (34) It is the IAT policy to encourage all Muslim employees to undertake the Pilgrimage to Mecca by providing 10 working days of paid leave to perform Haj. This is applied for employees of all grades who have completed one full three year regular contract of employment. Public/Official Holidays Reference: By-Law Article (35) Religious and National holidays as declared by the UAE Government will be paid official holidays. Mourning Days officially announced as public holidays by UAE Government and applied to the Educational sector will be treated as official holidays. Late/No Return From Leave An employee who fails to return to work upon the end of his approved leave period shall be considered absent If the delay is due to circumstances beyond the employee s control, this should be reported to the employee s line manager immediately once the delay arises giving the reason for the delay and the anticipated return. If the employee makes no contact with his/her line manager, he/she shall be declared absconding. For unapproved absences or if justifiable evidence cannot be supplied to support a late return, the absence will be deducted from salary and the employee shall be liable for disciplinary action. Recall from Vacation If, due to unavoidable circumstances and employee has to be recalled from vacation or approved vacation is cancelled, the number of days unused will be credited back to the vacation leave account. Lieu Days Where an employee is required to work on an official public holiday or on a weekend, those days worked will be credited to their vacation account as lieu days and employees should submit supporting approved evidence to their line manager Termination of Employment Refer to By-Law Article (44) An employee's services will be terminated as per the following criteria: Expiry of contract period o Employee non- renewal o Employer non-renewal Termination through incapacity or disabling illness Death of the employee Retirement Acceptance of letter of resignation F A C U L T Y A N D S T A F F H A N D B O O K Page 45

47 Non-disciplinary dismissal due to necessary strategic restructure Disciplinary dismissal Expiry of Contract Employees will be sent a letter of intent prior to the end of their contract term to enable them to indicate their intention to renew or not. Should the employer choose not to renew an expiring contract then letters of notification of non-renewal will be sent to employees before the end of the contract term. Termination through Incapacity or Disabling Illness In the event of partial or total incapacity arising from accidents at work, the compensation shall be determined in accordance with the appropriate Cabinet Decisions applied by the Civil Service regulations of the UAE. In the event of an employee dying whilst in the service of the IAT then the legal beneficiaries or dependent family members will receive the salary for the month in which the death occurred together with a payment equivalent to three (3) months salary plus any End of Service Benefit. As required, the Institute of Applied Technology will meet the cost of embalming and repatriating the body of the employee in addition to repatriating the members of the employee's family and their personal effects. The IAT will waive any requirement for the repayment of amounts owing to them by the deceased employee. Retirement The normal retirement age for IAT employees is sixty (60). In specific cases and on the approval of the Managing Director and employment term may be extended past this time if the employee has distinguished service or rare experience. Acceptance of a Letter of Resignation Where an employee chooses to resign from IAT, they should complete the Declaration of disengagement and intention to repatriate form and immediately forward this to the responsible Personnel Officer or HR department. The declaration will be forwarded to the line manager or Principal for their information. The line manager should arrange to meet with the employee to discuss the resignation and if possible to determine the actual reason for the resignation, whether it is job dissatisfaction, working conditions, atmosphere, employee relationships, or other deciding factors. Non-Disciplinary Dismissal Due to Necessary Strategic Restructure If due to operational need there is a requirement to downsize or restructure wherever possible affected employees should be relocated within IAT however where this is not possible an employee s job may be terminated. The termination may be immediate or may be at the end of a notice period and standard departure procedures should operate. Disciplinary Dismissal Depending on the nature of the cause of dismissal, the Managing Director may terminate an employment with or without notice. In instances of disciplinary dismissal employees usually leave their job with immediate effect, however in the case of dismissal without notice, no payment is made in lieu of notice not given. A non-exhaustive list includes: If the employee adopts a false identity or submits forged certificates or documents. If the employee reports to work under the influence of non-prescribed drugs or alcohol. F A C U L T Y A N D S T A F F H A N D B O O K Page 46

48 Repeated unapproved absences of more than 20 days or a prolonged unapproved absence of more than 7 consecutive days. If the employee is convicted of a criminal offence. If the employee assaults another employee. If the employee steals. If the employee is insubordinate. If the employee is dishonest. If the employee seriously violates the terms of the code of ethics, conduct or practice. In the case of disciplinary dismissal with notice, payment is made in lieu of notice period not worked. The IAT Managing Director will determine the status of any disciplinary dismissal Notice Period Disengaging employees should give notice of termination as mentioned in the contract of employment. Failure to give sufficient notice will normally result in a recoup of the monetary value of un-worked notice. During probation Grade Notice Period 1, 2 1 month 3.1, 4.1, 6.1, month month 3.2,4.3, 4.4, month 7.2, month 9, 10 2 weeks 11, 12 1 week Following probation Grade Notice Period) 1, 2 3 months 3.1, 4.1, 6.1, teaching semester* months 3.2, 4.3, 4.4, months 7.2, months 9, 10 1 month 11, 12 1 month *Definition of teaching semester is: 1 st working day following a semester break to the official end of the semester Promotions Promotions of Employees The College will recruit for all vacant positions from the job market and within its own resources to ensure the best possible skills set for the position. As per Article (13) of the Human Resources By-Laws, promotion of candidates that has been successfully interviewed and recommended is based on merit. Where the employee applies for appointment to a vacant position at a grade above his/her current position, the employee F A C U L T Y A N D S T A F F H A N D B O O K Page 47

49 should apply through the normal recruitment process. Prior to application the employee should seek approval from his/her direct line manager for the application and he/she should complete a Transfer/Promotion request form. This shall be forwarded to the recruitment section along with the relevant application for the vacancy. The application will be considered along with all internal and external applicants and, if following screening and interview a suitable internal candidate is identified then a new contract based on the terms and conditions of the new grade will be prepared. Any End of Service benefits accrued under the old contract will be paid and the accrual year will start from the date of the new contract. Increments Reference: By-Law Article (8) All regular, established employees will receive an annual increment to basic salary as described within the approved salary scales, to provide for any ongoing increases related to economic adjustments, unless otherwise determined through poor performance evaluation. Employees who reach the top of their incremental scale will receive a onetime payment of 4% of annual salary per year, payable as per their contract anniversary date. Rewards Regular established employees may be eligible for monetary or non-monetary rewards based on measured and consistent excellent performance and in accordance with guidelines approved by the IAT Managing Director. Where designated, monetary rewards will be paid as a merit bonus and will be a one-time payment per academic year. Staff receiving a merit bonus in one year will not be excluded from competition in subsequent years Acting Appointments Reference: By-Law Article (22) An IAT/FCHS employee may be assigned to undertake the responsibilities of a position of higher level in an acting capacity. The acting position maybe vacant or the current incumbent unable to perform the duties of the position for various reasons i.e. secondment, sickness or maternity leave. Nomination of an employee to undertake an acting duty should be initiated by the respective line manager and approved by the Managing Director. The acting duties may or may not be in addition to regular duties. The assignment of acting appointment status shall only be to one position for a specified period which should not normally exceed one year or until the vacant position is filled whichever is earlier The acting employee will receive a monetary acting allowance for the full period of the acting appointment that is 15% of the basic salary of the higher acting position Additional Duties/Overtime Reference: By-Law Article (21) As specified in the individual contract of employment, certain employees may receive financial compensation for the completion of pre-approved additional duties/overtime. The additional F A C U L T Y A N D S T A F F H A N D B O O K Page 48

50 duties/overtime payments will be payable to a maximum of one month s salary in every academic year, specific to the grade and pre-approved by the Managing Director. Payments of additional duties may be made periodically or in total at the end of a specified period of additional duty. The payment rates for additional duties will be reviewed by the Board of Trustees periodically Assignment while on Leave All members of staff should endeavor to utilize all vacation leave entitlement as mentioned in their contract of employment; however, there may be occasions where it may be necessary to undertake a work related assignment while on vacation. In these instances pre approval must be sought from the Managing Director before the commencement of the assignment. The preapproval should document the type of assignment, the reason for the assignment, its anticipated duration and its anticipated outcome. The approval should be sought not less than one month prior to the commencement of the assignment. If approval is given for the employee to undertake the assignment, he/she should keep a documentary record of time spent on the assignment which should be countersigned by their line manager, project leader at the end of the assignment. This should be forwarded with an End of Assignment Report to the Managing Director to authorize payment. Retrospective applications for approval will not be entertained. Emergency requests should be made to the Managing Director prior to any work being undertaken Personnel Employment Requirements: All employees are expected to carry out all duties stipulated in the job description and required to ensure effective working of the college. In recruiting employees, All employees are expected to get a legal permission to stay in the country as stipulated by MOI laws. Employee Personal Records Reference: By-Law Article (6) The Personnel file is maintained by Directorate HR and is only accessible to designated HR Personnel, Director of Support Services, Managing Director and an employee s departmental manager. College based Personnel Officers will create and maintain a mirror personnel file on campus to assist with dealing with queries that may require seeing certain documents Files for employees who leave the Institute will be maintained in Directorate HR for a period of three years to enable pertinent references to be sent as required. After that period of time the information is deemed obsolete and the file is securely destroyed. Working Conditions Working hours for all staff: FCHS normally works a 40 hour week during Sunday to Thursday. During Ramadan the working day is reduced by three hours Employees are expected to work their contracted hours and are required to notify their line manager in the event of lateness or absence within the first hour of normal working time. F A C U L T Y A N D S T A F F H A N D B O O K Page 49

51 7.9. Compensation and Benefits Salary Scale Faculty Staff compensation at FCHS is market based and linked to staff performance. The following table shows the first step of the twelve step Salary Range at FCHS: Grade Job Group Step 1 Salary Range 2 Director 40,575 AED 3 Senior Manager 30,431 AED 4 Manager/Senior Faculty 22,823 AED 5 Supervisor/Faculty 17,802 AED 6 Senior Lecturer 13,694 AED 7 8 Coordinator/Counselor/Librarian/Lecturer/Executive Management Assistant Senior Officer/IT Technician/Lab Engineer/Lab Instructor/Lab Technologist/Secretary 11,998 AED 8,999 AED 9 Officer 7,199 AED 10 Assistant 5,759 AED 11 Trades Officer 4,607 AED 12 Trades Assistant/Driver 2,460 AED Benefits Hospitality on Arrival Reference: By-Law Article (25) Overseas recruits in grades 1, to 7 and 8.1, one accompanying dependent will be provided with an air ticket from their departure airport to the UAE at the start of their employment. If the dependent does not travel with the employee at the time of hire they will be entitled to claim the ticket for their relocation within six months of the employee s arrival. Employees in grade 8.2 and 9 are entitled to a single ticket for themselves. Employees in grades 9 and below should be locally hired, however where no suitable local hire can be identified and the Managing Director has approved the appointment then the appropriate on-boarding package can be applied. On arrival in the UAE and at the start of employment, new recruits will be provided with hotel accommodation on a bed and breakfast only basis for a period of five nights Accommodation Reference: By-Law Article (26) The IAT will provide housing or an accommodation allowance to eligible employees on Regular Contracts. The allowance amount is based upon location of employment, grade and marital status. F A C U L T Y A N D S T A F F H A N D B O O K Page 50

52 Where an employee opts for housing allowance and the employee s entitlement changes due to marriage, relocation, promotion or demotion the eligibility for the modification to the allowance will start on the 1 st day of the month following the event Relocation Allowance Reference: By-Law Article (24) Overseas recruits will be provided with a relocation allowance at the beginning of their employment to assist them with the establishment of a home. The relocation allowance will be paid on arrival in the UAE. The amount payable is dependent on the employment grade. GRADE ALLOWANCE 1, 2 35,000AED 3.1, 3.2, 4.1, 4.2, 4.3, 4.4, 5.1, ,000AED 6.1, 6.2, 7.1, ,000AED 8.1, 8.2, 9 10,000AED A locally recruited employee who is required to transfer accommodation location from another Emirate to take up employment with IAT will be entitled to a 5000AED relocation allowance Travel Tickets Reference: By-Law Article (36) For overseas hires, IAT will provide an annual allowance towards vacation travel tickets for Regular employees and spouse. In the first year of employment, the ability to claim this allowance only becomes available on completion of six months of service. Payment will be made into the employees bank account during April or December whichever is appropriate. Transportation Class Air transportation class for the employee and Depending on employment grade, one eligible dependent may be eligible according to the employment status as explained below. The same air transportation class is applied on initial arrival, contracted leave, repatriation and duty/ training trips. Grade Travel Class Status Frequency Value 1 Business Class Self & Spouse Annual IATA rate 2 Business Class Self & Spouse Annual IATA rate 3.1, 4.1, 4.2, 5.1, 6.1, 7.1, 8.1 Economy Self & Spouse Annual IATA rate 3.2, 4.3, 4.4, 5.2, 6.2, 7.2, 8.2, 9 Economy Self & Spouse Annual IATA rate 10, 11, 12 Economy Self Annual IATA rate Medical Benefits In compliance with Emirati Employment Law No. (23) Of 2005, IAT provides adequate and competent medical insurance scheme for regular contract employees and their eligible dependents through an appropriate Health Insurance Company as per and the Executive Regulations Regarding Health Insurance Scheme for the Emirate of Abu Dhabi. F A C U L T Y A N D S T A F F H A N D B O O K Page 51

53 The annual insurance premium for the eligible employees and their eligible dependents is paid by the IAT. Eligibility Regular Employees in all grades, their spouse, and up to three dependent children are eligible to receive medical care under the National Health Insurance Scheme. Dependents must reside within the UAE and be sponsored on the employees residency visa. A dependent child is from birth to not more than 17 years and 11 months of age. No maximum age for a disabled child. Types of Membership Employees in Grades 1, 2, 3.1, 3.2, 4.1, 4.2, 4.3, Regional Plan Employees in all other grades - UAE Plan Employees are liable for all medical costs related to circumstances, medication and treatments specified within the Policy exclusion document. Details available from the Health Insurers website or from the HR Department Education Benefits (Tuition Fees) Reference: By-Law Article (27) IAT will provide a benefit amount per family to assist with the tuition costs of education within the UAE for eligible dependent children. GRADE ALLOWANCE PER ACADEMIC YEAR 1, 2 60,000AED 3.1, 3.2, 4.1, 4.2, 4.3, 4.4, 5.1, ,000AED 6.1, 6.2, 7.1, ,000AED 8.1, 8.2, 9 30,000AED 10 7,500AED Discipline, Grievance and Appeal Discipline All employees will be expected to perform their assigned duties at a high standard. Each employee s performance will be evaluated once a year. During probationary periods, evaluation may take place more frequently and the evaluation is normally conducted by the employee s supervisor. A written record of the evaluation will be retained in the employee s personnel file. An employee who is deemed to be in breach of any of the standards of conduct or following remedial action continues to perform below requirement will be subject to disciplinary procedures, without prejudice to civil or criminal liability, as necessary. After investigation, if disciplinary action is considered appropriate then the disciplinary procedures will take place. The level of action applicable will depend on the degree of severity of the disciplinary issue but may result in: F A C U L T Y A N D S T A F F H A N D B O O K Page 52

54 Verbal warning Written warning 1 & 2 Final written warning Dismissal with notice Dismissal without notice Suspension from work If an employee commits a serious breach of discipline that may possibly result in termination or dismissal, the employee will be immediately suspended from work without pay if their continued physical presence is considered undesirable, and until the results of the investigation into the offence are known. If the employee is allowed to return to work following suspension, then the employee will be paid in full for the period of suspension unless any disciplinary action results in a specified deduction from salary. If following investigation, a decision is made to terminate a suspended employees service then the effective date of termination or dismissal will be the date on which he/she was initially suspended from work. Grievances and Appeal For any staff/faculty grievances please contact your supervisor or human resources. There are specific procedures designed for the resolution of grievances about decisions or actions that adversely affect staff members or other matters about which they are aggrieved within the College. The College is committed to ensuring a fair and just workplace by ensuring staff members have access to processes that allow them to resolve legitimate complaints in a supportive environment. All grievance claims will be treated with confidentiality, in the event of the need to consult with other parties not directly involved with the grievance, to obtain pertinent information, both the grievant and the respondent will be notified. In the first instance the grievance should be raised with the line manager. Where this is not appropriate or the line manager is the cause of the grievance, then the claim should be raised, in writing to the HR department. Ideally this should be done at campus level, but again where this is considered inappropriate the claim should be made in writing to Directorate HR. HR will: Discuss concerns with the staff member and/or supervisor Assist the staff member in clarifying facts, issues and concerns Advise the staff member/supervisor on policy and procedures relevant to the situation Inform the staff member/supervisor of their rights and responsibilities and time frames. Serve as facilitators in discussions between the staff member, supervisor and/or other representatives Investigate or coordinate investigation of all issues relating to the grievance. Where appropriate, advice on possible resolutions to the issue. Wherever possible the matter should be dealt with at campus level however. If no resolution can be found, if the matter is deemed too grievous or the staff member requests, a report will be taken to the appropriate representative in Senior Management and if the grievance is confirmed as valid: F A C U L T Y A N D S T A F F H A N D B O O K Page 53

55 A grievance hearing panel will be formed made of three impartial staff members and will not include any staff member involved in the initial investigation, however the panel should contain a panelist who can advise on policy and procedure. The grievance procedure is designed to provide a fair and equitable resolution to the grievance issue. Copies of all documentation relevant to the grievance will be sent to panel members for review no later than 48 hours before the meeting. A date and time will be given for the hearing. All relevant parties will be given appointments. The meeting will be held in a neutral location. All relevant staff may be accompanied by a supporter if required; staff should inform the meeting organizer 48 hours prior to the meeting of the name of any supporter. All relevant staff will be given a copy of the grievance procedure and an outline of the grievance before the meeting. The hearing will be conducted in a professional but non-confrontational manner where the panel will be able to review the facts and provide an opportunity for the aggrieved member of staff to discuss the grievance fully and thoroughly. The meeting has no legal force and should not be treated as such. The staff member and the respondent will be allowed to provide evidence and invite witnesses; the meeting will not be open to anyone other than by invitation. All notes taken during the meeting will be treated with the utmost confidence. Following the meeting, and not later than five (5) days following the meeting, a summary of the hearing and the panel recommendations duly signed as a true statement by each panel member, will be presented to the Managing Director who will make the final decision on the outcome. This will be made in writing to all parties involved no later than ten (10) days following receipt of the summary and recommendation from the panel. The decision made by the Managing Director (MD) is final. 8. FCHS ACADEMIC POLICIES 8.1. Course Management Requirements The Program Coordinator ensures that the program provides an effective learning experience for students. The Program Coordinator counsels students on program related matters and makes decisions on specific aspects of a student's study program, student progress, credit applications and eligibility to graduate. Each Program is required to have a duly appointed Program Coordinator who shall be an academically qualified staff member of the relevant academic element that is the host of the program Academic Freedom and Intellectual Property Rights By accepting an appointment at the College, the faculty/ staff member assumes certain rights and responsibilities. Academic freedom is essential for faculty and staff members and applies to teaching, research and community services. Academic freedom includes free inquiry, free expression, intellectual honesty, and respect for the dignity and rights of others. F A C U L T Y A N D S T A F F H A N D B O O K Page 54

56 8.3. Workload Policy FCHS provides an internationally recognized program of study that provides the foundation for a range of health professions. The College expects all staff to make an outstanding contribution to the quality of the teaching and administrative and other services provided by the College. The College timetable design aims to optimize the teaching and learning experience. Classes are timetabled from 8.00am to 4:00 pm, Sunday to Thursday inclusive. As with all universities classes may be scheduled for evenings. Classes may also be offered in intensive mode over several days including weekends. Staff will be consulted about the timetabling of classes and workloads will be calculated taking this into account. Staff are not expected to work on Public holidays. The submission of timesheets will be explained in the first week of employment. An Academic Calendar is provided as an appendix in the handbook. The work load for faculty will be calculated on the bases of contact hours putting in mind the 40 Hrs. working per week that the staff has to do as per the IAT HR policy. The work load for all academic teaching staff at FCHS will be divided according to teaching and no teaching time: Teaching time*: Academic Staff, holder of MSc and PhD and working as lecturer up to Senior Faculty will be doing 20 hpw lectures. Academic Staff, holder of BSc (TAs or Lab Technicians) will be doing hpw. The Lab Teach will do 20 hpw student contact time and more than that will be in lab admin and set-up. Time allocation will be distributed as required fulfilling the duties and responsibilities of a teaching staff which comprise of: In class teaching, courses revision, office hours and academic meetings. Non-Teaching time**: time spent by academic staff to suffice or complete the required work load and will be spent on: admin work, preparation of instructional materials, and professional development/research. Please Note: Admin work that could affect the total teaching work load: FCHS Director: 6 hours less than the given teaching work load. Head of Department/Program: 3 hours less than the given teaching work load. Coordinator/Lead: 2 hours less than the given teaching work load Principles These guidelines create a framework for the allocation of academic work that recognizes that: Academic workloads will be reasonable, taking account of all components of academic work; The allocation and recognition of academic workloads should support the strategic directions of the College and the career aspirations of academic staff; The allocation of academic work should reflect a multiplicity of career trajectories for academic staff, and that the emphasis between different areas of academic work for an individual member of staff may shift over time; and The assessment of staff performance for performance review and promotion will reflect the actual work allocated to staff. F A C U L T Y A N D S T A F F H A N D B O O K Page 55

57 The following principles regarding academic work and workloads will apply: An academic staff member s workload encompasses the elements of teaching, research and service; The duties distributed to staff members are to be appropriate to their stage of development as members of the academic community. For example, it is not appropriate for staff to act as the sole supervisor of a research degree which they do not themselves possess; Level A and B staff in the first year of their appointment should have a lower teaching load than experienced staff; and Associate Lecturers will not normally have sole responsibility for the design and delivery of courses. Levels of performance in respect of promotion are judged in terms of quality and impact of outcomes rather than quantity. It is expected that full career progression is possible without requiring unreasonable workloads as described in these guidelines General Workload Allocation All staff, subject to the terms of their letter of offer, will have a fair opportunity to participate in all areas of academic endeavor. The starting point for faculty workload allocation formulae is that workload allocations must ensure that the work that needs to be done in a particular element is covered within allocated resources. The allocation of academic work will normally be determined by actual performance. This is especially relevant to the research component of workload allocations, where the amount of time within an overall allocation will be driven to a large extent by a staff member s actual past and current research performance. The measurement and weighting of research performance for these purposes will be a matter for Faculty specific formulae Process for Allocation of Individual Workloads Workloads will be allocated by Head of Program on a semester basis following consultation with each staff member, academic supervisor (if not the Head of Program) and consistent with the Faculty Workload Allocation Formula and having regard to the agreed annual notional hours of 1725 as a test of reasonableness for a full time academic. The workload allocations for each School will be published. Any amendment to the workload allocation of a staff member during the year can only occur following consultation with the staff member and the Head of School. A staff member should raise at the earliest possible time with Head of Program any request for an alteration to workload allocation to address personal circumstances. No staff member will be required to undertake scheduled teaching on public holidays, weekends, or before 8.00 am or after pm without her/his agreement. No staff member will be required to teach in three semesters in any calendar year without the agreement of the staff member. Overseas teaching or other duties will only be allocated to a staff member with her/his consent unless otherwise specified in the terms of their letter of offer as a specific requirement of employment. F A C U L T Y A N D S T A F F H A N D B O O K Page 56

58 Teaching is made up of classroom teaching (lectures, tutorials), Clinical facilitation and post graduate student supervision. Teaching hours may be reduced to reflect heavy administrative role such as Head of School. Clinical Facilitators a/associate lecturer expected to work fulltime that is 40 hours per week while out on clinical practicum. Their total workload will reflect their employment contract, which is again taken from the HR Policy Statement Workload Allocation - Probationary Junior academic staff on probationary appointments will normally have workloads with fixed proportions devoted to all areas of academic work, being mainly teaching and other activities as assigned. This is to ensure that junior academics have the opportunity to establish themselves in their careers before their actual performance or other factors are counted towards their workload allocations Workload Allocation Research Intensive The College recognizes that active researchers may need to have reduced teaching responsibilities, below the threshold specified above (7.4), in order to successfully pursue research. In some cases, staff may be employed on research-only contract to enable them to do this, and the college will support this where appropriate. However, staff employed on standard teaching and research contracts are expected to engage in a minimum level of classroom teaching, irrespective of teaching buyouts using research funds. However, at the moment there is no research based appointment at FCHS Workload Allocation Teaching Intensive In certain cases, designated academics will be identified as teaching intensive staff and will have reduced research responsibilities and expectations, below the threshold 20% specified above, but no less than 10%, in order to successfully undertake the role for which they have been engaged. In such cases a staff member is expected to maintain their current skills, awareness of trends in their discipline and engage in other scholarly activities sufficient to ensure that their teaching activities remain at a high caliber and relevant. Academic staff will only be regarded as teaching intensive under this provision when they are employed to teach in an academic element of the College which is established specifically to offer professional training courses. The service component would remain a minimum of 20% Faculty Workload Allocation - Formula The workload allocation formula will take into account a range of factors: The staff member s academic work profile; The level of appointment; All forms of teaching and preparation and matters related including: The total number of students and student diversity in a course; Numbers of casual tutors; The level of course(s) or mode of teaching; Other duties or expectations placed on staff such as higher degree study, administration duties; The basis for calculating teaching workloads in resource-based subjects should reflect the hours which staff members devote to these courses; F A C U L T Y A N D S T A F F H A N D B O O K Page 57

59 Teaching intensive or developing new flexible mode subjects in either semester, across the summer break or overseas teaching; The opportunity for the academic to engage in teaching, research and associated professional work; Postgraduate supervision; The course or mode of teaching may be for the first time; The mix of postgraduate and undergraduate teaching; The size of classes; Marking load; Development of new material; Involvement in course and programs reviews; Program and course coordination responsibilities; Location of teaching and the time spent on necessary travel above and beyond commuting between home and the normal campus of work; Spread of teaching across day and evening programs Equal opportunity policies; and Staff development needs. The research commitments and performance of the staff member. These may include but are not limited to: Publications of academic books and monographs. Publications in peer refereed journals. Substantial and original creative and performance work produced in a recognized community of practice. Success in achieving competitive external grants. Invitations to present keynote addresses at international conferences. Research that has had a measurable impact on policy and practice within the wider community. Membership of journal editorial boards. Awards recognizing research excellence. Successful supervision of RHD students. The service commitments and performance of staff member. It is assumed that all staff will share in tasks of Administration and governance of the College which will be recognized. However, there may be particular activities which should be further recognized in a workload model, this may include but not limited to: Service in the conduct of research within the College Service to their discipline in the course of reviewing academic publications, and by convening academic conferences Service in community engagement by way of involvement in the governance of community organizations, corporations or practitioner societies, through media involvement, in ways that contribute to core activities of learning and research Service in teaching Service in administration via involvement in College committees and governance structures at all levels (school/faculty/college) Service in the supervision of other staff Nevertheless the required contact hours from each academic staff will vary depending on seniority and grade, as mentioned previously. F A C U L T Y A N D S T A F F H A N D B O O K Page 58

60 Workload Review In the first instance, a faculty member should raise any concerns regarding their workload, workload allocation or the distribution of work between the different academic areas with their Program Head or Course Coordinator. Options and strategies to vary workload can be discussed and where agreed implemented and monitored Staff/Faculty Development and Research The College encourages and values the ongoing learning and development of staff to enable us to compete in a competitive and changing market. They are committed to the development of a skilled and motivated workforce and sees staff development as a vital aspect of growth and effectiveness of both individuals and the College as a whole. Programs are designed to assist you to meet new workplace demands, respond creatively to local, national and global change and increase your capacity to be career resilient. The College shall offer on the job training on an intermittent or continuous basis until full competency utilizing measurable criteria is achieved. On the job training shall be conducted either in house or if needed outside the premises of the College. Approvals of Head of Program/Department and HR department are the minimal prerequisites to attend such activities. Faculty members are encouraged to undertake research throughout their employment at the College. The College continuously will try to provide various forms of support for faculty and staff. Provision of funds to travel to professional meetings and seminars shall be made available to faculty members waiting to present their findings to others. The grant shall cover all expenses related to official registration, accommodation undertaking research. Faculty Conference Grant Any faculty member is eligible only to a maximum of one grant/year. The College provides a specific fund that is used to provide in-service training and travel funds to help faculty attend conferences and present their research. All requests regarding travel funds are reviewed by the head of School, the FCHS Director and finally processed through the IAT Directorate where an approval from the IAT managing director is essential. This process should take place before the actual travel occurs FCHS Promotion Criteria for Academic Staff Qualifications and Experiences The following are the required qualifications and experience to proceed for the promotion teaching staff: The candidate for a senior lecturer must have a master degree with MOHER equivalency with 3 years experience after graduation. The candidate for teaching Faculty must have a PhD with 5 years experience or Master with 10 years of experience. The Candidate for a senior teaching Faculty must have a PhD with 10 years of academic experience such as teaching, curriculum development and research and/or administrative experience in addition to a track record of publications in peer reviewed journals. For any candidate to be eligible for promotion, he/she must spend at least one contractual cycle (3 years) so that the candidate can be fully judged against FCHS standards for promotion. F A C U L T Y A N D S T A F F H A N D B O O K Page 59

61 Teaching The candidate must consistently demonstrate high teaching ability which should be reflected by end of year evaluation (minimum Very Good). The evaluation will be based both on peer and student evaluations made using the college's classroom teaching forms. The candidate is expected to demonstrate internal leadership in planning, implementing and evaluating/revising courses and/or curricula and demonstrate strong ability to contribute positively to curriculum and the implementation of Department curriculum Professional Development The Candidate must possess an active record (for the last three years before the application for promotion) of attending specialized workshops, seminars, conferences, short courses, certificates or any other activity that might be included under this item. The candidate has given workshops, seminars, participation in a conference with a talk or poster presentation (for the last three years before the application for promotion) Research At the moment research component is not a prerequisite for the application for promotion, however, publications with FCHS affiliation clearly indicated on the published paper is a plus. Similarly, obtaining funds for performing research at FCHS, will not be a prerequisite for promotion however, obtaining such a grant is a plus College Service The candidate must make a strong contribution to the operation and governance of the FCHS in all capacities related to committee s memberships, task forces, consultation services and other leadership activities Community Service The candidate must demonstrate that he/she has contributed to the community service by visiting schools and lecturing about health issues, participating in government committees pertaining to his/her specialty, participating in exam preparation for government certifications etc Disciplinary Actions The candidate must not have received any disciplinary action from the line manager or the higher management for the last three years Program and Course Information Program Information The program structure, degree requirements and general program information can be found on the College website. Please note that all teaching and clinical laboratory sessions will be in English Course Information Students are responsible for enrolling correctly each semester. Upon enrolling the student must take note of the policies that govern enrolment at the College. Enrolling in or withdrawing from a course must be done prior to specific dates to avoid academic and financial penalties. It is the students to be aware of all enrolment deadlines. F A C U L T Y A N D S T A F F H A N D B O O K Page 60

62 Degree Requirements and Courses for Exclusion The Higher Diploma, Bachelor degree, Postgraduate Diploma and Master s Degree are accredited by the Ministry of Higher Education. Each diploma and degree have a set of specific requirements. All the requirements are detailed in the FCHS Catalog. Students undertaking clinical courses or internship training within any program will be actively engaged in the provision of health care to members of the public. To protect the interests of patients and the reputation of the College, clinical courses within the program are designated for the purposes of exclusion. This means that, in addition to intervention strategies including support and counseling, the Head of Department has the ability to recommend exclusion of students in instances where individuals behave grossly inappropriately with patients, staff or peers in the clinical situation. The Director and the Head of Department will carefully monitor any instances of exclusion. A student is excluded when the College terminates his/her enrolment on the grounds of unsatisfactory academic performance (refer to Academic Standing, Progression and Exclusion Policy) or academic misconduct (refer to Policy of Academic Misconduct) or on other grounds specified in other relevant policies. A student who is excluded is not permitted to attend classes or undertake study in any program of the College or to take study on a non-award basis within the College Pre-Requisite and Co-Requisite Courses A pre-requisite course is a course that must be completed, and for which the minimum passing grade must be obtained before another course may be commenced. A co-requisite course is a course which must be studied before, or at the same time, as another specified course. Unless otherwise specified the minimum grade which must be obtained to satisfy a pre-and corequisite condition is a Pass. Pre-requisites and co-requisites are listed on each course outline. It is the students responsibility with the help of their faculty advisors to ensure that they are aware of and satisfy all pre-requisite and co-requisite conditions before enrolling in a course. If a student fails or did not take a pre-requisite course and later registered for a course depends on this failed course. Her registration will be cancelled and the student will be asked to withdraw Course Outline Course outlines provide comprehensive information regarding a course. This document includes the assessment required and due dates Course Evaluation Each time a course is offered the Course Coordinator reflects on and reviews the course based on feedback received from teachers and students. In light of the review that is made, the Course Coordinator will update the Course Outline in preparation for the next offering of the course and will communicate relevant information or outcomes of the review to the Program Coordinator to inform the annual Program Review process (see the FCHS Quality Assurance Manual for more information). The revisions to the Course Outline may include updating dates for assignments, updating texts and reference material, and adjusting the sequence of presentation, or may involve significant changes to content or teaching strategies. The course outline should contain the following information: Course title Course aim Course objectives F A C U L T Y A N D S T A F F H A N D B O O K Page 61

63 Specification of competencies that have to be acquired by students Semester which the course is offered in Instructor and coordinator names Time of lecturing Assessment methods and marks/grades distribution Statement on the plagiarism Details of the material to be covered in the semester divided per week or lecture The required text book for the course List of required reference materials and any other reading materials requested In addition, each instructor shall prepare a file (soft and hard copy) for each course to be updated at the end of each semester that contains the following: Power points slides Lecture notes for teachers Class notes for students Laboratory workbooks for staff and students(for those courses that include a laboratory component) Clinical workbooks for staff and students (for those courses that include an internship or clinical placement) Summative and formative assessments Answers to assessments tests Specifications for laboratory and clinical experience requirements 8.7. Assessment Information Faculty staff plays a large role in the assessment processes. Assessment is the process of forming a judgment about the quality and extent of student achievement or performance, and therefore by inference a judgment about the learning itself. Assessment inevitably shapes the learning that takes place; that is, what students learn and how they learn it should reflect closely the purposes and aims of the course of study. Assessment items will be available for review or collection during the Course Coordinator s student consultation time. Students may only collect their own assignment. Students may make an appointment to discuss feedback on assessment items within two weeks of the return of the item. Please note that all assessment and feedback will be in English The Faculty Role in Assessment Ensuring that students have access to the Course Outline, which states the assessment requirements for the course, including due dates of assessment; Ensuring that students have access to detailed assessment information via the Course Outline, including the topics for individual assessment items, and where appropriate, the criteria and standards against which individual assessment items are judged and the way in which the assessment of individual assessment items are combined to give an overall grade; Approving extensions for assessment items and imposing penalties for late assessment items; Arranging for the secure collection, marking and return of assessment items, including preparation of marking guides and the establishment of moderation processes when multiple markers are used; Considering requests for deferred assessment and examinations; F A C U L T Y A N D S T A F F H A N D B O O K Page 62

64 Making recommendations to the Chair of the Faculty Assessment Board on student appeals against the decision to refuse a deferred examination application; Recommending final grades and grade to the Faculty Assessment Board; and Considering student "Requests for a Review of Grade" and making recommendations to the Chair of the Faculty Assessment Board. Students are required to submit assessment items by the due date, as directed in the course outline. Assessment items submitted after the due date will be subject to a penalty unless an extension of time for submitting the item is forwarded to the Course Coordinator who will decide whether an extension is granted. The standard penalty is the reduction of the mark allocated to the assessment item by 10% of the maximum mark applicable for the assessment item, for each day or part day that the item is late. Weekends count as one day in determining the penalty. Assessment items submitted more than five days after the due date are awarded zero marks. Requests for extension of time to submit an assessment item must be made in writing by the student and presented to the Course Coordinator. Where the request is made on medical grounds, an appropriate medical certificate must be submitted. The request for an extension should be lodged by the due date for the assessment item. A copy of the extension request should be attached to the assessment item when it is submitted. For all the programs offered in Fatima College, students are required to undertake set clinical practicum/internship in varying health care facilities. Specific policies relating to preparation for clinical practice/internship can be found in the Clinical Practicum/Internship Handbook. Assessments of student performance are made against objective criteria. Please ensure that you are familiar with the College assessment policies. Final grades awarded to students at the conclusion of a course offering are ultimately determined by the Faculty Assessment Board following a peer-review process undertaken within the school in which the course resides Examinations All courses offered in FCHS contain examinations as part of the assessment requirements. Faculty staff must ensure that they provide relevant details in the course outline: including the topic/s, time, date, place, and duration of the examination Deferred Assessment Students may apply for deferred assessment if they were prevented (due to a legitimate excuse that is acceptable by the course coordinator) from performing an assessment item, such as an examination, text, seminar presentation, or other assessment activity scheduled for a particular date. The following would generally be considered acceptable grounds to approve a deferred assessment: on the grounds of illness; accident; temporary disability; bereavement; sporting or cultural commitment at state, national or international representative level. Students applying for a deferred examination for this reason may also apply for an alternate sitting or other compassionate circumstances (for example, death of a family member or close relative, serious illness of a family member or close relative, involvement in an accident where this does not involve injury, significant and unexpected employment problems or pressures, significant relationship problems). F A C U L T Y A N D S T A F F H A N D B O O K Page 63

65 Special Consideration Special consideration is offered to students who can present documentary evidence that their performance in an assessment item was seriously affected or they were seriously disadvantaged on the grounds of illness, accident, disability, bereavement or other grounds. An application for Special consideration is only applicable where the assessment item has been attempted. When students are unable to attempt the assessment item they may apply for deferred assessment or request an extension of time for the assessment. Applications for Special consideration should be made in writing to the Course Coordinator no later than three (3) working days after the assessment was due and should be accompanied by the appropriate documentary evidence attached. The Course Coordinator will then make a recommendation to the Head of the Department/Program, and Academic and Assessment Committee. A student who is granted Special consideration in a program is eligible for the full range of grades available for that program Grading and Results A grade is awarded to the student upon completion of the required exams, assignments, quizzes, and any other required material deemed integral part of the course. Academic results of each course are calculated according to the process outlined in the course outline. The grades shall be discussed within the board meeting after which the marks will be final and will be handled to the registrar. Any student who did not set for the final exam, will be given an incomplete mark where he/she should set for the exam in the first two weeks of the next academic semester pending, providing a valid and acceptable excuse for not setting the exam The Grading System A grade is awarded by the relevant College Board and signifies the student's overall performance in the course. Academic results for each course are provided as a mark that will contribute to the semester grade for a specific course. Grades for courses are calculated according to the process outlined in the Course Outline and awarded according to system described below: As per directive 42/2011, the IAT letter grading system policy and procedures, this policy governs the means in which IAT students are granted their GPA. In no case shall a student graduate with a cumulative GPA of less than 2.0. The policy is governed by the following guidelines: A course grade is expressed in letters (A, B, C, D or F) reflection academic level descriptors, and is assigned a value ( ) based on the student achieved percentage, as indicated in the table below. Grade point average (GPA) is a calculation of the average of all of the student s grades for one term. Cumulative grade point average (CGPA) is calculation of the average of all of the student s grades for all semesters and courses completed up to given academic term/ quarter Undergraduate Procedure At the completion of each course, a student will be granted a letter grade equivalent to his/her academic achievement in the corresponding course. For each and every academic term/quarter, the student report card (transcript) reflects the granted GPA as well as the corresponding CGPA. The conversion form numerical scores to GPA value, computing the GPA and CGPA, as well as graduation and honor list requirements are derailed next. F A C U L T Y A N D S T A F F H A N D B O O K Page 64

66 The following table explains the letter grades, the corresponding percentages and GPA values. Letter Grade Percentage GPA value A B B C C D D F The description that accompanies each grade is given as a guideline to assist comparability across the College, but these descriptions must be interpreted within the context of each course. Student academic results will be provided at specific times during the academic year. Parents and/or sponsors are required to sign these reports, prior to being returned to the teacher Graduate Procedure MSc in Renal Nursing Those marking assessments in the MSc Renal Nursing program will use established criteria, in conjunction with tutorial advice. Higher grades will be awarded for work that demonstrates depth of reading, use of primary evidence sources and the accurate explanation and application of various concepts and their inter-relationships. Criteria: % = Distinction Demonstrates an exceptional ability and insight, indicating the highest level of technical competence. The work has the potential to influence the forefront of the subject, and may be of publishable/exhibitable quality. Relevant generic skills are demonstrated at the highest possible standard % = Distinction Demonstrates an outstanding ability and insight based on authoritative subject knowledge and a very high level of technical competence. The work is considered to be close to the forefront of the subject, and may be close to publishable/exhibitable quality. Relevant generic skills are demonstrated at a very high level % = Distinction Demonstrates an authoritative, current subject knowledge and a high level of technical competence. The work is accurate and extensively supported by appropriate evidence. It may show some originality. Clear evidence of capacity to reflect critically and deal with ambiguity tin the data. Relevant generic skills are demonstrated at a high level % = Merit Demonstrates a sound, current subject knowledge. No significant errors in the application of concepts or appropriate techniques. The work is well developed and coherent; may show some originality. Clear evidence of capacity to reflect critically. May contain some minor flaws Relevant generic skills are demonstrated at a good level % = Pass Demonstrates satisfactory subject knowledge. Some evident weaknesses; possible shown by conceptual gaps, or limited use of appropriate techniques. The work is generally sound but tends toward the factual or derivative. Limited evidence of capacity to reflect critically. Relevant generic skills are generally at a satisfactory level. F A C U L T Y A N D S T A F F H A N D B O O K Page 65

67 40-49% = Fail Demonstrates limited core subject knowledge. Some important weaknesses; possibly shown by factual errors, conceptual gaps, or limited use of appropriate techniques. The work lacks sound development. Little evidence of capacity to reflect critically. The quality of the relevant generic skills do not meet the requirements of the task % = Fail Demonstrates inadequate subject knowledge. The work lacks coherence and evidence of capacity to reflect critically. The quality of the relevant generic skills do not meet the requirements of the task % = Fail Demonstrates seriously inadequate knowledge of the subject. The work contains minimal evidence of awareness of relevant issues or theory. The quality of the relevant generic skills do not meet the requirements of the task % = Fail The work is almost entirely lacking in evidence of knowledge of the subject. No evidence of awareness of relevant issues or theory. The quality of the relevant generic skills do not meet the requirements of the task. Postgraduate Diploma in Diabetes Education and Clinical Care The following grades are used: Pass with Distinction (A, B) Pass (C, D, E) Fail (F) A = Excellent outstanding performance with only minor errors B = Very good above average standard but with some errors C = Good generally sound work with a number of notable errors D = Satisfactory fair but with significant shortcomings E = Sufficient performance meets the minimum criteria F = Fail considerable further work is required Minimum Grade Point Average Undergraduate graduation requirements IAT students in order to graduate must attain a minimum CGPA of 2.0 Every term/quarter, academic honors are noted on student s report cards if their CGPA is above Plagiarism and Academic Misconduct Faculty staff must be aware of the rules governing academic misconduct and plagiarism. Students are informed in the syllabus that they are responsible for conducting your studies honestly, ethically and in accordance with the accepted standards of academic conduct Academic Misconduct FCHS Identifies the Following Actions as Academic Misconduct: Cheating in an examination or assessment item Plagiarizing - that is, knowingly present another person's work as if it were one s own - in an assignment or dissertation Presenting falsified or improperly obtained data as if it were the result of laboratory work, field trips or other investigatory work Assisting another student in the presentation of their individual work in a way that is unacceptable according to the instructions or guidelines. F A C U L T Y A N D S T A F F H A N D B O O K Page 66

68 Academic Penalties Students cheating in an exam are subject to the following penalties: A reduced or nil result for the assessment item affected by the academic misconduct ; A fail grade for the course in which academic misconduct occurred; Exclusion from enrolment in the program for a specified period; Exclusion from the program; readmission to the program is at the discretion of the Dean based on consideration of the student's case for readmission. Where a student has been found guilty of academic misconduct on more than one occasion and has previously been penalized as set out in above a - c, the penalty shall normally be exclusion from the program as set out in d. unless in the opinion of the relevant Assessment Board there are mitigating circumstances Procedures and Disciplinary Measures Making a Complaint of Academic Misconduct An academic staff member who has reason to believe that a student has committed some form of academic misconduct* may take one of the following courses of action: Request the student to attend an interview with the academic staff member to discuss the alleged misconduct. On the basis of the interview, the academic staff member may decide to: o Take no further action; or provide the student with a warning together with advice about what is acceptable academic conduct; or o Make a formal complaint of academic misconduct to the Chair of the Assessment Board by setting out in writing the nature of the alleged misconduct and the evidence in support of the charge; or o Without an interview, make a formal complaint of academic misconduct to the Chair of the relevant Academic and Assessment committee by setting out in writing the nature of the alleged misconduct and the evidence in support of the charge. o (* this includes receiving a report on student misconduct from the examination Invigilator) Dealing with a Complaint of Academic Misconduct On receiving a complaint of academic misconduct against a student, the Chair of the Student Disciplinary committee may seek evidence concerning the matter from other sources. The Chair shall advise the student of the complaint, including a description of the grounds for the complaint and a copy of all the evidence relevant to the matter. Before determining the action to be taken concerning a complaint of academic misconduct, the Chair must provide the student with the opportunity to respond to the complaint of academic misconduct. The response must be in writing and must be received within 14 days of the receipt of notification of the complaint. Having considered the complaint of academic misconduct in the light of the evidence and the student's response, the Chair may take one of the following actions: Dismiss the complaint of academic misconduct. In this case no documentation concerning the complaint shall be placed on file; Provide the student with a warning together with advice about what is acceptable academic conduct; Where satisfied that academic misconduct has occurred, the Chair will ask the Head of Academic Affairs to impose a penalty as set out in Penalties section; F A C U L T Y A N D S T A F F H A N D B O O K Page 67

69 Where further investigation is needed to establish the facts of the case, the Chair may refer the matter to a meeting of the relevant Academic Review Board for a formal hearing. In each case, the student shall be informed in writing of the decision of the Chair of the Student Disciplinary Committee, including the reasons for the decision. Dealing with Additional Complaints of Academic Misconduct During the courses of consideration of a complaint of academic misconduct, if an additional complaint of academic misconduct is received, that complaint shall be dealt with fully and independently of the first complaint. 9. STAFF SUPPORT SERVICES 9.1. Library Service The librarian will explain the resources available in the library. The College expectation is that staff and students will utilize library as part of the educational experience. Training is available on accessing resources, databases and searching the catalogues. The focus is on essential information that staff need to get up and running during their first few months at the College Computer Access College faculty and staff have access to computers and related training. All must use correct procedures when using them to minimize threats to computer security. This website is designed to help College staff and students protect themselves from security risks while using computers Counseling and Medical Centre The College employs a counselor who is available to assist students and staff with academic or personnel issues. The College has a full time registered nurse on duty. The nurse is there to assist the students and staff with minor medical problems. Also the nurse can work with the student with personal goals such as weight loss, proper diet and exercise programs Dining A well-equipped cafeteria is available for faculty and students. An area for eating is provided for staff. Staff must keep this area tidy. Staff may not bring food or drink into the classrooms or labs College Graduation Faculty Staff are expected to attend graduation ceremonies undertaken at the College. Graduation ceremonies are the official occasion when the College recognizes the students achievements by awarding them with a degree. F A C U L T Y A N D S T A F F H A N D B O O K Page 68

70 Academic Calendar - PROVISIONAL Semester 1 (2015) Sun 16 August Returning and new academic staff report to work; New students orientation; Advising and Registration; Challenge Exams Sun - Thurs August Skills for Life (S4L); Registration for returning students Sun Tue August New staff orientation Sun 25 August First Semester classes begin Tue- Thurs 25 Aug 3 Sept Add & Drop Thurs 24 September Last day for withdrawal without academic penalty Tue Thurs September Arafat & Eid Al Adha (TBC) Thurs 15 October New Hijri Year (TBC) Sun Thurs October Midterm exams and regular classes Thurs Sat October 4 th FCHS international Scientific Conference Wed Thurs 2-3 December UAE National Day Sun Thurs December First Semester exams Sun Thurs December (2 wks) Winter break for students Tue 22 December Grades Announcement Wed 23 December Prophet s Birthday (TBC) Wed Thurs December Winter break for staff + Skills for Life (S4L) Semester 2 (2016) Sun 3 January Second Semester classes begin Sun Thurs 3-14 January Add & Drop Sun Thurs 28 January Last day for withdrawal without academic penalty Tue Thurs 3-5 February Health & Fitness Week Sun Thurs March Midterm exams and regular classes Sun Thurs 27 March 7 April (2 wks) Spring break + spring Skills for Life (S4L) Thurs 28 April Emirates National Skills Competition Wed 4 May Israa & Miraj (TBC) Sun Sun 8 15 May Second Semester exams Tue 17 May Grades announcement Summer Semester (2016) Sun 22 May Summer Semester begins Sun Tue 3-5 July Summer Semester exams Thurs 7 July Grades Announcement Sun Thurs 10 July 11 August Summer break for Academic Staff Sun 14 August All faculty return to work Mon Thurs August Skills for Life (S4L) F A C U L T Y A N D S T A F F H A N D B O O K Page 69