Alfaisal University Faculty Handbook

Faculty Handbook Table of Contents

1

Introductory Message from the Provost

6

Chapter I.0. The University and its Organization

7

1.1. History of the University 1.2. Location and climate

8

1.3. Philosophy of the University 1.4. University governance and administration

11

1.4.1. Founders Board 1.4.2. Board of trustees 1.4.3. Principal Officers of the University 1.4.4. Councils and committees

16

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University Research Council

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University Committee on Promotion.

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University Committee on Appeals and Grievances.

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University Awards Committee

1.4.5. Colleges of the University

21

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College of Engineering

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College of Business

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College of Science and General Studies

•

College of Medicine

1.4.6. University Preparatory Program

22

Chapter 2.0. Terms of Faculty Appointment 2.1. Classification of Faculty and Academic Staff 2.1.1. Regular Professorial Ranks 2.1.2. Research Professorial Ranks 1 Faculty Handbook Revised by AGG 4/08

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2.1.3. Clinical Professorial Ranks 2.1.4. Practice Professorial Ranks 2.1.5. Adjunct Professorial Ranks 2.1.6. Visiting Professorial Ranks 2.1.7. Non-Professorial Ranks 2.1.8. Postdoctoral Research Fellows 2.1.9. Graduate Teaching Assistants, Graduate Research Assistants 2.2. Procedures for initial appointment of faculty

26

2.3. Type and length of contracts; probationary period

28

2.4. Program for Development of Saudi Faculty

Chapter 3.0. Evaluation of Faculty Performance

32

3.1. Criteria for annual evaluation 3.2. Merit salary increments

33

3.3. Eligibility for promotion 3.4. General criteria for promotion in the Regular Professorial ranks 3.5. Factors that should be considered

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3.5.1. Teaching 3.5.2. Research 3.5.3. Service 3.6. Procedures for promotion review

38

3.7. Confidentiality of review proceedings and external evaluations

40

3.8. Appeals process regarding promotion

40

Chapter 4.0. Termination of Employment

42

4.1. Retirement 4.2. Resignation 4.3. Reappointment 4.4. Termination prior to end of contract

43

4.5. Grievance procedures

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Chapter 5.0. Faculty Rights and Responsibilities

44

5.1. Academic Freedom 5.2. Responsibilities: Teaching, Research, and Service 5.3. Standards of Ethical Performance in Teaching and Research

Chapter 6.0. Research

45

49

6.1. Sponsorship of Research 6.1.1. Funded Research 6.1.2. University Research Support 6.2. Scientific or Research Misconduct

52

Chapter 7.0. Intellectual Property

58

7.1. Ownership of Intellectual Property 7.1.1. Creator-Owned Intellectual Property 7.1.2. University-Owned Intellectual Property 7.1.3. Ownership of Instructional Works 7.1.4. Ownership of Textbooks, Theses, and Other Exempted Scholarly Works 7.1.5. Ownership of Intellectual Property Financed by Outside Sponsors 7.1.6. Intellectual Property and Conflicts of Interest 7.1.7. Ownership, Control, and Transfer of Tangible Research Property 7.2. Intellectual Property Reporting, Evaluation, Protection, and Commercialization

61

7.2.1. Disclosures 7.2.2. Alfaisal Commercialization of Creator-Owned Intellectual Property 7.2.3. Transfer of Alfaisal Intellectual Property to Creators 7.3. Intellectual Property Revenue

62

7.3.1. Distribution of Income from Intellectual Property 7.3.2. Distribution of Net Equity Income Received from Intellectual Property 7.3.3. Revenue from Instructional Works

Chapter 8.0. Consulting and Conflict of Interest 3 Faculty Handbook Revised by AGG 4/08

64

8.1. Consulting: Limitations and Reporting Requirements 8.2. Conflict of Commitment 8.3. Conflict of Interest

65

Chapter 9.0. Faculty Benefits

66

9.1. Earned benefits and compensation 9.1.1. Salary 9.1.2. Awards 9.2. Holidays, vacations and sick leave 9.3. Sabbatical leave

68

9.4. Non-Academic leave (emergency leave, leave without pay, sick leave)

69

Chapter 10.0. Academic Support Services (under construction)

73

10.1. Admissions and Registration 10.2. Library 10.3. Student affairs 10.4. Faculty development 10.5. Information Technology services

Appendix: FACULTY COMPENSATION AND FINANCIAL BENEFITS

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74

Introductory Message from the Provost

Alfaisal University has been created with a clear commitment to excellence in teaching, research, and service. If our goal of shaping future leaders in diverse fields of human knowledge and enriching human thought is to be achieved, we must recruit, support, and retain individuals of the highest qualification and professional dedication as members of the Alfaisal University faculty. Our purpose in this Handbook is to ensure a clear understanding of the role of the faculty in the University and of their rights and responsibilities, so as to enable the faculty to spread and develop knowledge and contribute to the progress of humanity.

Following a brief introduction to the University and its organization and philosophy, this Handbook covers in detail policies, rules and regulations concerning the employment, benefits, privileges, duties, and responsibilities of faculty members.

Although a determined effort has been made to provide complete and accurate information, the Handbook may not contain all applicable regulations. The University is not liable for errors and omissions that may have occurred inadvertently. Furthermore, the current policies, rules, and regulations of the University will change from time to time. Consequently, this Handbook will be updated as and when necessary to incorporate those changes. It is the responsibility of the members of the faculty to seek the correct information from the departments concerned.

Alan Goodridge, Ph.D. Provost and Vice President for Academic Affairs 5 Faculty Handbook Revised by AGG 4/08

Acting President Alfaisal University

Chapter I.0. The University and its Organization 1.1. History of the University The King Faisal Foundation was established in 1976 by the heirs of the late King Faisal to carry on his legacy of “gifts of hope” that result in harvests of educated and prosperous individuals. The deeply held principle was that a well-educated population was the foundation for a strong nation.

The Foundation has always promoted a pragmatic approach to furthering the opportunities for Saudi youth. The creation of a university that strives to achieve excellence in several fields is yet another important advance towards fulfilling its desire to enrich the country’s enterprising individuals with the ability to compete on a global level.

Financial support provided by the King Faisal Foundation has produced the King Faisal School, Prince Sultan College for Tourism and Business, and Effat College (for women). KFF has launched Alfaisal University as the premier coeducational institution for business, engineering, science, and medical education and research in the Kingdom and the region.

Development of Alfaisal University began in 1999. The first Concept Paper regarding the University was prepared in late 2000 with the support of the Carlyle Group. It was submitted to the Economic Offset Committee in February 2001 to qualify the University under the Economic Offset Program. Approval was received in July 2001. Four nonSaudi multinational companies agreed to become co-founders along with six Saudi institutions. In April 2003 the Offset Committee granted a multiple of eight offset credits to the non-Saudi co-founders for cash contributions.

The Board of Trustees negotiated with the Ministry of Higher Education to secure an acceptable Charter that assured the independence of the University. The Charter (#10905) was approved by the Ministry on July 10, 2004 and unanimously ratified by the Board of Trustees on October 25, 2004.

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Alfaisal was established with the aim of being a private not-for-profit world-class university that offers its students the latest knowledge in a state-of-the-art environment.

Alfaisal espouses all the noble virtues that form the bedrock of the Foundation’s educational activities: to promote learning, research, and the implementation of technology in a manner that promotes the Kingdom’s employment and career objectives for its citizens. Education at Alfaisal will be international in approach with instruction in the English language. Our programs will be student-centered, utilize problem-based learning and foster team-based skills. Alfaisal will enable its graduates to gain internationally recognized qualifications through an exclusive education imparted to them from within the Kingdom itself.

The campus is situated on the beautiful grounds of the late King Faisal’s Palace at Al Maathur in the center of Riyadh, a historical location ideal for academic pursuits. The first two campus buildings (Science and Business) will be completed in Summer 2008 and early 2009, respectively. Students will begin University studies in Engineering, Business, and Medicine in October, 2008. The University will eventually enroll 4000 male and female students. Initially, the University will admit students in bachelor’s degree programs. It plans to start graduate programs in Engineering, Business, and Science beginning with the Fall 2009 semester.

1.2. Location and Climate Riyadh, which means “the gardens” in Arabic, is the capital of Saudi Arabia and is located in the Central Province. The climate is much like that of the American Southwest.

Summers bring extreme heat and dryness, followed by mild winters with cool nights and rare precipitation. Summer clothes are worn most of the year, but some warm clothing is necessary for the winter months.

The present population of Riyadh is almost five million. The city is linked to the seaport in Dammam by a railroad and to all parts of the Kingdom by an extensive network of roads. The national air carrier, Saudi Arabian Airlines, and other major airlines serve all major cities in the Kingdom and numerous international locations from the modern airport in Riyadh.

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1.3. Philosophy of the University The University’s vision statement is as follows: “Alfaisal University is a private non-profit institution which aspires to be a worldclass research university committed to the creation, dissemination and application of knowledge in the fields of business, engineering, life sciences and medicine.”

The Mission statement for the University reads: “Alfaisal University is a student-centered university which creates and disseminates knowledge through world-class undergraduate and graduate education programs, research and service that benefit the Kingdom of Saudi Arabia, the region and the world.”

Alfaisal University espouses the following core values: Culture: Understand and value core elements of Saudi culture.

Knowledge: Contribute new knowledge in the fields of science and technology.

Performance: Commit to continuous improvement in performance and quality.

Faith: Honor the role of faith in life.

Integrity: Demonstrate professional and institutional integrity.

Responsibility: Embrace social and environmental responsibility.

Honesty: Demonstrate honesty in one’s actions and treatment of others.

Service: Provide value-added service at the local, regional and international levels.

Learning: Instill the habit of life long curiosity and learning.

Equal opportunity: Strive for equal opportunity within the context of valuing talent and ability.

Leadership: Demonstrate leadership with respect to academics, research and service, and build leaders.

In keeping with other activities sponsored by the KFF, Alfaisal will be expected to establish a reputation as one of the leading universities in the world. In addition to developing relationships with major Saudi and Western businesses, Alfaisal has reached a 8 Faculty Handbook Revised by AGG 4/08

cooperative understanding with King Abdulaziz City for Science and Technology (KACST) and King Faisal Specialist Hospital and Research Center (KFSHRC), the two premier research organizations in the Kingdom for engineering and medicine, respectively. To ensure effective development of its educational and research programs in business, engineering, medicine and life sciences, Alfaisal is actively seeking partnerships with international institutions. Partners-Harvard Medical International (formerly Harvard Medical International) has signed a 10-year agreement to provide help with curriculum and facilities design, faculty development and college governance for the College of Medicine.

A fundamental strategy is the adoption of the best of international higher education systems as the model, with appropriate adaptation to local needs. Consistent with this model, English is the language of instruction in all subjects except Arabic Language and Literature, and Islamic Studies. This ensures the currency of technical materials and the development in our graduates of effective skills for communication with the managerial, technical and scientific leadership of major national and international industries.

In spite of the immensely important characteristic of national origin, Alfaisal University is in many respects an international university. It has a multi-national faculty, derived from the major international sources of science and technology, with selection based on professional quality rather than national origin. Although most of the students will be Saudis, many international students will be enrolled at the undergraduate and graduate levels.

The University’s curricula are designed to meet national and international standards and will lead to degrees that have international recognition and currency. In addition to accreditation within the Kingdom of Saudi Arabia, the University will seek accreditation from one of the regional accreditation agencies in the U.S.A. and will seek college level accreditation for the College of Business from AACSB and the College of Engineering from ABET in the U.S.A. and accreditation agencies in the United Kingdom and Europe.

Its alumni are expected to be employed worldwide.

1.4. University Governance and Administration

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The governance structure of the University is a “work in progress.” The descriptions of the major governing bodies that follow are a combination of what is specified in the University’s Charter and what the University aims to have in place when it reaches steady state with respect to numbers of faculty and students.

1.4.1. Founder’s Board The Founder’s Board has ten members, one per Co-Founder organization. They are: • The King Faisal Foundation • Dallah Albaraka • Al Jomaih Holding Company • Saudi Oger Limited • Saudi Bin Ladin Group • King Faisal Specialist Hospital and Research Center • BAE Systems (U.K.) • The Boeing Company (U.S.A.) • United Technologies (U.S.A.) • THALES (France)

The Founders Board has the power to invite other co-founders, whenever necessary, to provide additional financial or in-kind contributions to assure achievement of the University’s mission and goals. Each co-founder organization is represented by one member of the Founders Board. The Founders Board and its members also have the power to collaborate with the University Trustees in fund-raising; recruiting officers, faculty and staff; design and development of the campus facilities; and such actions as may be reasonably necessary for the University to inaugurate and maintain the University or any of its facilities and to enroll and teach students. In addition, the Founders Board has the power to nominate new members for the Board of Trustees and to submit nominations for new members to the King Faisal Foundation. Alfaisal is currently searching for additional co-founders from organizations that have strategic, educational, research and long-term presence and influence within the Kingdom.

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1.4.2. The Board of Trustees Members of the Board of Trustees for Alfaisal University are appointed by the King Faisal Foundation. The Board’s membership reflects a set of disciplines and areas of expertise that serve the University well. The current membership of the Board is: • Ten Co-Founders in Section 1 above • Three representatives of the King Faisal Foundation (total of four) • A representative of the Ministry of Higher Education • Four faculty representatives from King Saud University, King Khalid University and King Fahd University of Petroleum and Minerals • The President of Alfaisal University • The Vice President and Chief Academic Officer (Provost) of Alfaisal University

Subject to compliance with the provisions of the Charter of Alfaisal University, and to the extent not in conflict with the Private Universities’ regulations and the applicable rules and regulations of the Kingdom, the Board of Trustees shall have exclusive jurisdiction over the direction and control of the University, its Academic Programs and its Business and Financial Affairs. In connection therewith, The Board of Trustees shall have the powers outlined in the Charter of Alfaisal University. In particular, The Board selects and appoints the officers in charge of the Academic Programs and of Business and Financial Affairs, approves the University internal regulations and amendments thereto, administers invested funds, approves the annual budget, approves the salary scale of the faculty, officers and members of the staff of the University, and determines policies for operation and control of the University.

1.4.3. Principal Officers of the University: 1.4.3a. President The President of Alfaisal University is appointed by the Board of Trustees who shall delegate to the President, the following powers and responsibilities.

• Provide the overall administrative and educational leadership for the University.

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• Appoint and direct vice presidents, deans and faculty, their terms of office, dismissal and compensation.

• Raise funds for the endowment and for building programs of the University.

• Execute such other duties and responsibilities as may be delegated by the Board of Trustees to the President.

1.4.3b. Provost and Vice President for Academic Affairs (Chief Academic Officer) The Provost and Vice President for Academic Affairs will report directly to the President and will have the following duties and responsibilities.

• Provide a focal point for overall leadership and coordination in the support and development of the academic and research efforts of the University.

• Oversee the University’s academic activities.

• Coordinate the educational and research activities of the Deans of the Colleges.

The Provost, as the chief academic officer, administers the academic programs (instruction and research in Colleges and other affiliated units) and University services in support of the academic program (student affairs, libraries and information resources, and institutional planning). The Provost shares with the President conduct of the University’s relations with other educational institutions, groups, and associations. If the President is unable to carry out his duties or in the absence of an appointed President, the Provost shall be Acting President and assume the duties and responsibilities of the President.

1.4.3c. Vice President for Finance and Administration The Vice President for Finance and Administration is appointed by and reports directly to the President and performs duties assigned by the President. He is the chief financial officer of the University. His responsibilities include serving as Treasurer of the Board of Trustees. The Divisions of Human Resources, Finance and Accounting, Information Technology, and Facilities report to the Vice President for Finance and Administration.

1.4.3d. Vice President for Development

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The Vice President for Development is appointed by and reports directly to the President and performs duties assigned by the President. His principal responsibility is for fundraising for the University, including funds from annual giving of alumni, fund-raising campaigns, corporate gifts, and other giving. He also oversees alumni development, public relations and marketing.

1.4.3e. Vice President for Research The Vice President for Research heads the Office of Research. Reporting to the Provost, he is responsible for management and promotion of research activities that are carried out by the academic departments through external or internal funding. He is also responsible for the Business Incubator, the Office of Technology Commercialization, and the Saudi Alliance for Business Technology. The Vice President also chairs the University Research Council.

1.4.3f. Vice President for Student Affairs The Vice President for Student Affairs heads the Offices of Undergraduate Admissions, Enrollment Services, Scholarships, and Student Activities. Reporting to the Provost, he has responsibility for recruiting, admitting, providing financial aid for undergraduates; registration of students; recording of grades; maintaining permanent student records; transcript evaluation of transfer students; and maintenance of a data base and permanent files of students. Student Affairs also is responsible for extra-curricular activities, student counseling and advising, cooperative and summer training programs, and student housing.

1.4.3g. Academic Deans The academic deans are nominated by the Provost and Vice President for Academic Affairs, appointed by the President and report directly to the Provost. The dean of each college is responsible for the hiring and development of the college faculty and staff and for the development and quality of the instructional and research programs that reside in his college and its departments, centers, and institutes. He may convene an advisory group to assist in carrying out his decanal responsibilities. The academic deans are full13 Faculty Handbook Revised by AGG 4/08

time faculty members. They are in charge of college budgets and of all the activities of the department heads in their respective colleges.

1.4.4. Councils and Committees 1.4.4a. University Council The University shall have a University Council with the following membership: • University President (Chairman).

• Provost and Vice President for Academic Affairs (Vice Chairman).

• One member of the Board of Trustees.

• College Deans.

• University Center and Institute Directors.

• Vice Presidents.

• Representative of the Council on Higher Education • Faculty members (not more than two, appointed by the Chairman of the Board of Trustees for two-year terms subject to renewal upon recommendation of the President and approval of the Board of Trustees).

Subject to compliance with the provisions of the Charter and internal By-Laws for Alfaisal University, and decisions of the Board of Trustees, the University Council shall have the right to manage and coordinate the university’s academic programs. The University Council will have the following powers: • Recommend approval or discontinuation of academic programs.

• Recommend standards for admission of students.

• Recommend annual enrollment targets.

• Recommend award of honorary degrees appropriate for the University.

• Recommend adoption and amendment of internal by-laws of colleges, centers and institutes of the University.

• Develop curriculum.

• Oversee/support accreditation processes.

• Develop rules and regulations governing academic programs such as scientific 14 Faculty Handbook Revised by AGG 4/08

research and policies pertaining thereto, disciplinary rules and related matters.

• Recommend to the President and the Board of Trustees changes in the University’s Charter or By-Laws.

1.4.4b. Council of Deans The Council of Deans is convened by the Provost and Vice President for Academic Affairs and has the following membership: • Provost and Vice President for Academic Affairs (Chairman).

• College Deans.

• Deputies.

• Department Heads.

• Distinguished experienced people from outside the University (3).

Subject to compliance with the Charter and By-Laws for Alfaisal University, and decisions of the Board of Trustees, the Council of Deans shall have jurisdiction to consider and recommend to the Provost and Vice President for Academic Affairs the educational, academic and research affairs of the University, including all inter-college programs, development of curricula and establishment of multi-disciplinary research programs. Specific issues delegated to the Council of Deans include: • Recommendations to the Provost with respect to: o Appointment, promotion, seconding and delegation of faculty members, teaching assistants and lecturers o Curricula, textbooks and department reference books; granting of degrees, organization of test schedules o Colleges’ internal by-laws; colleges’ training plans and scholarships o Plans for colleges’ extra-curricula activities o Sabbatical and other leaves for faculty • Promotion, publication and coordination of educational research.

• Student issues with the jurisdiction of the Council of Deans.

• Development of plans for research and technology commercialization, including incentives, guidelines and regulations.

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• Establishment of centers and institutes.

• Regulation and supervision of scientific, technical and educational publications of the University.

• Establishment of local chapters of technical and scientific societies.

• Examination of such other issues that are submitted by the Provost, President or University Council.

The Council of Deans shall meet at least once per month at the invitation of the Provost provided that two thirds of its members are present. The resolutions thereof shall be adopted at the majority of the votes of the attending members. Should the votes be equal, the votes in favor of the Chairman shall be given preference.

1.4.4c. College Councils The dean of each college shall convene a College Council which shall consist of the dean, vice dean and department heads. The College Council will advise the dean on educational, financial and administrative affairs of the college. A College Council shall meet at least once per month provided that two thirds of its members are present.

Resolutions shall be adopted by a majority vote of the attending members. Should the votes be equal, the votes in favor of the dean shall be given preference.

Subject to compliance with the Charter and internal By-Laws for Alfaisal University, and decisions of the Board of Trustees, the University Council and the Council of Deans; the College Councils shall have the right to manage and coordinate College activities and their academic and extra-curricular student programs. Specific issues include: • Establishment or discontinuation of college academic programs.

• Admission requirements.

• Internal rules and regulations.

• Rules, regulations and processes for the conduct of scientific research.

• Study programs, curriculum, academic and student activities.

1.4.4d. Department Councils Each college department shall have a head and faculty. The department head shall determine the authority and breadth of responsibility of the department council and the 16 Faculty Handbook Revised by AGG 4/08

manner of its performance. Subject to compliance with the regulation of the Charter and By-Laws of Alfaisal University and decisions of the Board of Trustees, the University Council and the relevant College Council, the department head may convene a department council to consider: • Appointment of faculty, lecturers and assistants.

• Adjustments of academic plans.

• Curricula, text books and reference books.

• Research issues including the publication of research results.

• Student issues of a departmental nature.

• Faculty sabbatical-leave proposal.

• Proposals from faculty to attend professional conferences.

1.4.4e. Proposed University Councils and Committees University Reseach council The Council is chaired by the Vice President for Research and is composed of four full professors, elected by faculty in each College, and two additional faculty appointed by the Provost. It is responsible for reviewing and approving proposals for internal research funding based on technical reviews and for evaluating applications for conference attendance and for sabbatical leaves funded from the Office of Research.

Committee on Promotions This Committee is chaired by the Provost and composed of four full professors, one elected by each College faculty, and two additional faculty appointed by the Provost. It evaluates candidates for promotion who have been approved by the various college departments and deans. (See Chapter III, section e below) Committee on Appeals and Grievances This is a committee of senior faculty, with one member elected by each college faculty and two members appointed by the Provost, which advises the President on cases involving procedural appeals of promotions decisions and on faculty grievances. (See Chapter III, section g and Chapter IV, section d)

Awards Committee 17 Faculty Handbook Revised by AGG 4/08

This is a committee of four senior faculty members, with one member elected by each College faculty. It advises the President on the Distinguished Awards for Teaching, Research, and Advising. The Committee will establish its own procedures for receiving nominations from the colleges.

Faculty Senate Faculty Senate will be an elected body of faculty members that reports to and advises the President of Alfaisal University. It will play an influential role in governance through the recommendation of policy, providing advice, facilitating discussion, and disseminating information to the academic community. A general election for the Faculty Senate will held in the spring semester of each academic year, at which time nomination information will be distributed to all faculty members. Individuals must be full-time members of the faculty at the rank of Assistant Professor or above to qualify for nomination. (Details about the number and distribution of faculty senators among colleges and of the role and responsibilities of Faculty Senate will be worked out in committees of faculty and administrators.)

1.4.5. Colleges of the University The University is divided into the Colleges of Engineering, Science and General Studies, Business, and Medicine. Each college is managed by a dean and the heads of the academic departments. Colleges should develop their own policies and procedures governing faculty appointments, promotion, and the like, and these should be compiled into a College Faculty Handbook. However, whereas the college policies and procedures may contain more detailed language, they do not supersede and must not conflict with University policies. College-specific policies and procedures will go into effect only after they have been approved by the Provost.

1.4.5a. The College of Engineering will offer undergraduate and graduate degrees in Industrial Engineering, Electrical Engineering, Aerospace Engineering, Computer Science, Materials Science, and Chemical Engineering. These programs will be phased in over several years starting with Industrial and Aerospace Engineering in the Fall of 2008.

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1.4.5b. The College of Business will offer undergraduate degrees in Business Technology, Project Management, and Software-Engineering Management. In the future, a MBA and undergraduate majors in other disciplines of Business will be developed.

1.4.5c. The College of Science and General Studies will offer a degree in Genetics and Life Science beginning in the Fall of 2009. At least one additional major and graduate program will be added at a future time.

1.4.5d. The College of Medicine will offer a program that leads to the M.B.B.S. degree.

Master of Science and Ph.D. degrees will be offered in Basic Sciences and Public Health in conjunction with the College of Science and General Studies to be phased in over time.

1.4.6. University Preparatory Program The University Preparatory Program (UPP) is staffed with instructors who are assigned to the program. The UPP is managed for the King Faisal Foundation under contract by American Middle East Educational Services, Inc. (AMIDEAST). It is a one-year program for students who have finished high school and are preparing for admission to university.

Its curriculum includes instruction in English, mathematics, science, computer skills and study skills. The UPP is wholly independent of Alfaisal University and reports directly to the King Faisal Foundation. Alfaisal University and the UPP work together in the determination of admissions requirements, expectations for accomplishment in UPP and in recruitment of students.

Chapter 2.0. Terms of Faculty Appointments The Faculty of Alfaisal University is comprised of individuals who perform the vital functions of teaching, research and service. Their titles, employment status, and precise duties vary according to their particular assignments.

2.1. Classification of Faculty and Academic Staff 19 Faculty Handbook Revised by AGG 4/08

2.1.1. Regular Professorial Ranks These are members of the faculty with the ranks of Assistant Professor, Associate Professor or Professor. They must hold a Ph.D. or equivalent terminal degree. Their fulltime duties at the University include teaching, research and service.

2.1.2. Research Professorial Ranks These are members of the faculty with the ranks of Research Assistant Professor, Research Associate Professor or Research Professor. They must hold a Ph.D. or equivalent terminal degree. Their full-time duties at the University are primarily research, with only occasional responsibilities for teaching or student supervision. Normally, the members of the Research faculty are compensated through research grants from outside sources, and they are appointed annually, with possibility of renewal dependent of the availability of funding.

2.1.3. Clinical Professorial Ranks These are members of the faculty in the College of Medicine with the ranks of Clinical Assistant Professor, Clinical Associate Professor, or Clinical Professor. They are academically qualified members of the medical staff of another institution, who actively practice their professions together with students for teaching purposes. Assigned part-time at Alfaisal University, they may or may not receive remuneration from the University.

2.1.4. Practice Professorial Ranks These are members of the faculty in the College of Business with the ranks of Assistant Professor of the Practice of ______, Associate Professor of the Practice of _______, Professor of the Practice of __________. They are qualified professionals with at least a master’s degree who are on limited term appointments and whose full-time responsibility at Alfaisal University involves teaching and professional practice. They normally have one-year renewable contracts.

2.1.5. Adjunct Professorial Ranks 20 Faculty Handbook Revised by AGG 4/08

These are members of the Academic Staff with the ranks of Adjunct Assistant Professor, Adjunct Associate Professor, Adjunct Professor. They are individuals with PhDs. or equivalent terminal degrees whose primary employment is at another institution, and whose appointment at Alfaisal University, usually for a semester at a time, is for the purpose of teaching a specific course or playing a limited role in a research project. This title may also be used for individuals whose primary appointment is in another department or college at Alfaisal University.

2.1.6. Visiting Professorial Ranks These are members of the Academic Staff with the ranks of Visiting Assistant Professor, Visiting Associate Professor, Visiting Professor. These are full time temporary appointments given to individuals who are on leave from their primary places of employment. Their rank at Alfaisal corresponds to that at their home institution if it is an academic institution, or it depends on experience and educational qualifications if they are “visiting� from industry or government. These individuals are typically expected to return to the home institution at the end of their assignment at Alfaisal University (normally, one year). However, this rank can also be extended to individuals who are on leave from their home institutions, but who are considering becoming part of the regular professorial faculty at Alfaisal University.

2.1.7. Non-Professorial Ranks These are members of the Academic Staff with the ranks of: 2.1.7a. Instructor: Full or part-time individuals on the instructional staffs who hold Masters’ degrees and are appointed annually. Individuals who have completed all requirements but the dissertation for a Ph.D. and whom the University plans to appoint as Assistant Professors when they complete all requirements for the Ph.D. Appointments are annual until the degree is earned, at which time they will usually be promoted to Assistant Professor.

Individuals in the Program for the Development of Saudi Faculty (section II d below) who return to Alfaisal University following a study leave, but have not yet completed the

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Ph.D. Appointments are annual until the degree is earned, at which time they will usually be promoted to Assistant Professor.

2.1.7b. Lecturer, Senior Lecturer These are individuals with a Ph.D. or equivalent terminal degree who are full-time members of the academic staff, but who are not expected to conduct research; their initial appointment may be for either one or two years.

2.1.8. Postdoctoral Research Fellows These are individuals who have recently completed their Ph.D. or equivalent terminal degrees and who are seeking additional training in the laboratory of an established faculty member. Their full-time duties at the University are primarily research, with only occasional responsibilities for teaching or student supervision. Normally, the postdoctoral staff are compensated through research grants from outside sources. They can be appointed for one to three years with continued employment and renewal dependent of the availability of funding.

2.1.9. Graduate Teaching Assistants, Graduate Research Assistants These are graduate students whose teaching, research, or service is conducted under the supervision of a member of the faculty. Their appointments are generally part-time and annual in nature.

2.2. Procedures for initial appointment of faculty Initial appointment to the Regular Professorial Ranks requires a competitive search.

Initial appointment to the rank of: • Assistant Professor requires a Ph.D. or equivalent in the field of specialization and demonstrated promise of a high level of creative ability in teaching and research; where appropriate to the discipline, a significant and productive postdoctoral research experience may also be required. • Associate Professor requires, in addition to the above, extensive evidence of successful teaching and research.

22 Faculty Handbook Revised by AGG 4/08

• Professor requires, in addition to the above, evidence of a high degree of proficiency in teaching and research, significant contributions to the field of specialization, and an excellent national and international reputation as a leading scholar.

Each college of the University may specify additional criteria for these appointments.

2.2.1. Search and Appointment Procedures As a general rule, searches will be initiated in the departments. The department head will seek authorization for a search from the dean. After authorization to search has been granted by the dean, the department head will form a search committee who, in turn, will identify and interview candidates. Upon completion of their interviews and selection of one candidate per open position, the search committee will make its recommendation(s) to the department head. The department head will present his and the committee’s assessment of the candidate(s) for approval by the dean. With the dean’s approval and within the compensation limits the dean establishes, the department head will negotiate compensation and a start-up package with the candidate. Upon completion of the negotiations, the department head will make the appointment. In the case of searches in departments with three or fewer members of the Regular Professorial faculty, the faculty search committee will appointed at the level of the college, with the department chair as a member. During the start-up phase of Alfaisal University prior to the appointment of faculty and department heads, most of these functions will be carried out by the deans with the assistance of senior administrators in the Office of Research and Academic Affairs.

Initial appointment to the Research, Clinical, and Practice Professorial ranks will not require a competitive search, although the dean or department head, as appropriate, are encouraged to do so. The department head (or dean) will make the appointment after having received advice from the college committee on faculty appointments and the approval of the dean.

Appointments to the Adjunct, Visiting, and non-professorial ranks are made by the department head with the approval of the dean.

2.3. Types and lengths of contracts; employment conditions 23 Faculty Handbook Revised by AGG 4/08

The initial two-year contract for faculty appointed in the Regular Professorial rank is probationary. However, if the initial review of performance warrants and there is mutual agreement on contract terms, the University will renew the appointment for another two years. Subject to continued satisfactory performance and mutual agreement on contract terms, subsequent renewals will involve University commitments of progressively longer periods, up to a maximum of five years.

Appointments to the Research Professorial, Clinical Professorial, Practice Professorial, Adjunct Professorial, Visiting Professorial, and Non-Professorial ranks are normally on an annual basis, and may be renewed depending on evaluation of performance and University needs. Exceptions may be made in the case of Lecturers and Senior Lecturers, whose initial and continuing appointments may be for periods of two years.

The workload of a faculty member of professorial rank will be negotiated annually with the department head and will be consistent with guidelines for workload set by the dean and with overall instructional requirements of the department. Assigned workloads will take into account student numbers, number of class preparations, funded research activity, curricular or administrative assignments, and other types of service.

Consideration will be given to providing adequate time for new entry-level faculty to establish their research programs.

2.4. Program for Development of Saudi Faculty 2.4.1. Purpose The Program for the Development of Saudi Faculty (PDSF) is designed for outstanding graduates with B.Sc. or Master’s degrees who are Saudi citizens and who are motivated to pursue an academic career with Alfaisal University, but who need to gain the necessary academic qualifications (Ph.D. or the appropriate terminal degree in their discipline/professional area).

Generally, PDSF appointments will be made in those areas which the University has identified as high priorities for either instruction or research or both. It is likely that faculty in these areas will be in high demand and that there will be strong competition for faculty in these areas. Periodically, the Council of Deans and the Research Council will 24 Faculty Handbook Revised by AGG 4/08

review the academic fields which the University has identified as priority areas and recommend additions, subtractions or changes to the list, so that the deans can focus appointments to the PDSF in those areas.

2.4.2. Admission requirements Candidates are selected for Ministry of Higher Education Graduate Scholarships and for appointment to the PDSF on the following bases.

• Academic record (generally requiring at least a 3.0 GPA on a 4-point scale in a relevant field from a reputable university).

• Motivation to pursue research and teaching as their career.

• Ability to pursue and attain a Ph.D. (or similar) acceptable to Alfaisal University within a reasonable timeframe.

2.4.3. Career path 2.4.3a. Post-baccalaureate - Each individual in the PDSF should spend one to two years at Alfaisal University as a Graduate Teaching Assistant to gain exposure to teaching and research in the candidate’s anticipated long-term academic field and to provide time to prepare for admission to a top Ph.D. program.

2.4.3b. Doctoral - This is a period of about five years devoted to doctoral study and attainment of a Ph.D. degree in a top graduate program at a western University.

Short extensions to allow completion of the degree will be possible, subject to dean’s approval.

2.4.3c. Postdoctoral - This appointment will last from one to three years and will involve practical research experience in the laboratory of a distinguished faculty member at a top western university. Some teaching experience should be part of this appointment.

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2.4.3d. Professorial faculty – The initial faculty appointment will be at the Assistant Professor level. Other appointment requirements will be as described above.

Candidates who have not attained a Ph.D. may be employed at Alfaisal as Instructors for a limited period of time to be determined by the dean of the college.

2.4.4. Terms of appointments 2.4.4a. Graduate Teaching Assistant • Per annum base salary.

• Five course sections of teaching per academic year.

• Medical Benefits applying to full-time faculty.

2.4.4b. Transition to doctoral program • If PDSF appointees gain admission to an appropriate Ph.D. program before the twoyear appointment has ended, with the agreement of the department head and dean, they may move immediately to the doctoral phase of their program. In the event that admission to an appropriate Ph.D. program is delayed, the department head, with approval of the dean may agree to an extension of the initial appointment for a further 12 months.

• Post-baccalaureate appointees who fail to gain admission to an appropriate Ph.D. program by the end of the third year will be dismissed from the PDSF program.

2.4.4c. Doctoral phase • Post-baccalaureate appointees who are accepted into an appropriate Ph.D. program and who have received satisfactory performance reviews as graduate teaching assistants will be re-appointed subject to agreement with the terms and conditions outlined in paragraph E.4.a above as well as the terms for the sponsored doctoral study program which follow.

• Individuals who accept appointments in the doctoral phase of the PDSF program will be required to sign a deed of guarantee and indemnity that requires them to work for Alfaisal University for a period of time equal to the time spent in the 26 Faculty Handbook Revised by AGG 4/08

doctoral program, subject to a minimum of two years and a maximum of five years.

Failure to do so will make the appointee and their sureties liable to pay Alfaisal University a sum of money agreed in the deed of guarantee and indemnity.

• The doctoral phase of the program will normally be for a period of five years.

Appointees will be required to submit regular progress reports satisfactory to their department head or dean. Continued financial sponsorship by Alfaisal University will be subject to an annual review of progress with satisfactory performance.

• If the Ph.D. is not attained within the first five years, the department head or dean may support, under exceptional circumstances, an additional year of doctoral work with full pay and sponsorship.

• The University may decide that an individual who has attained a Ph.D. in the doctoral phase is not acceptable as an Assistant Professor at Alfaisal because (a) they are not suitable for a faculty position or (b) the University does not require faculty in the specialty of the candidate. Under such circumstances, the University may agree to an arrangement that does not involve a professorial rank appointment.

• If a candidate does not attain a Ph.D. within the five- to six-year period allotted for this purpose, the department head or dean and the appointee will work on a strategy for meeting the required bond commitments. Although not exclusive, the following examples are provided as general guidelines for department heads (or deans) and appointees: 1) appointee returns to Alfaisal University as Instructor to serve his required period of bond with pay but without additional sponsorship provisions, with little or no intention of completing the Ph.D.; and 2) appointee stays abroad for a period of up to two additional years without pay and without sponsorship from Alfaisal University, to complete Ph.D. before returning to Alfaisal.

Chapter 3.0. Evaluation of Faculty Performance 3.1. Criteria for annual evaluation Faculty performance evaluations are conducted annually to support and encourage excellence by recognizing and rewarding outstanding academic performance; to provide guidance for faculty members regarding professional improvement and development; and 27 Faculty Handbook Revised by AGG 4/08

to obtain information relevant to contract renewal, promotion, and termination, awards for teaching, research and advising, and merit pay decisions.

The general criteria for academic review are: Teaching effectiveness, including mastery of the subject, dedication in the development, preparation and presentation of material, generation of student interest and understanding for the subject, and maintenance of appropriate academic standards.

Excellence in research and scholarship, as reflected in both the ability and the achievement of the faculty member in contributing significantly to the acquisition of knowledge, in obtaining research grants when they are available, and in being innovative or demonstrating powers of independent thought (suitably witnessed by having research published in appropriate esteemed periodicals, books, etc., or otherwise subjected to peer evaluation and deemed to be acceptable; e.g., by learned societies or other professionals, either individually or communally).

University, professional and public service, including contributions to the effective functioning of the university, effectiveness of cooperation with colleagues, links with business, industry or government, and contributions to professional communities.

Each faculty member meets annually with the head of his department or research center to establish his goals and objectives for the upcoming evaluation period. In this process, he updates his professional performance file, adding information about his teaching, research, and service activities, as appropriate to his particular classification.

The faculty member discusses the appropriate weightings of teaching, research, and service for his performance with the department head; these typically reflect the percent of time that the faculty member spends in the different areas. The weights could change from year to year to accommodate the particular needs of the faculty member, the department and the college.

The specific criteria used in the evaluations will vary according to the faculty member’s classification (e.g., Regular Professorial, Research Professorial, etc.) and can vary among the colleges. The criteria for each unit are developed by the faculty and dean the college and are approved by the Provost.

3.2. Merit salary increments 28 Faculty Handbook Revised by AGG 4/08

Merit increases for full-time faculty are based upon the mutually agreed performance indicators and objectives determined at the start of the year and the subsequent annual evaluation of the faculty member’s job assignment and overall productivity. The annual evaluation will be conducted by the department head and must include a personal interview. Recommendations of the department head for merit increments are subject to guidelines promulgated annually by the Provost, approval by the dean, availability of budget, and permissible ranges of increases established annually by the University.

3.3. Eligibility for promotion Promotion of individuals already on the faculty to a higher rank is governed by the general requirements for that rank. Promotion does not occur according to a “normal” timetable; it represents an affirmative decision based on the faculty member’s record of achievement and his potential for continuing contributions to the University’s mission.

An adequate length of service is necessary to provide an opportunity for an individual to establish a convincing record of accomplishment; however, consideration for promotion may occur at any time in an individual’s career.

3.4. General criteria for promotion in the Regular Professorial ranks 3.4.1. Professor • Sustained high level of research productivity.

• International reputation for excellence in research and/or scholarship.

• Sustained high level of quality in educational activity at the undergraduate and graduate levels.

• Substantial service to university, profession, and community.

3.4.2. Associate Professor • High level of research productivity.

• An emerging national or international reputation for excellence in research and/or scholarship.

• An excellent record of teaching and advising.

• Significant service to university, profession, or community.

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3.4.3. Assistant Professor • Ph.D. in an appropriate discipline.

• Promise of future distinction in research and/or scholarship.

• Evidence of skill in teaching.

• A significant and productive postdoctoral research experience is usually required in Engineering, Medicine and Science.

3.4.4. Flexibility and college-specific criteria • Excellence in research and/or scholarship is a paramount goal of Alfaisal University and is of primary importance for Regular Professorial faculty. However, given the diversity in the colleges of Alfaisal University, promotion criteria must remain flexible enough to reflect these differences.

• Departmental and college contexts of each case must be recognized, considered, and respected at the university-wide level of review. The relative weight given to research, scholarship, teaching, and service, and the weighting of the factors listed below, may vary from case to case as determined by the individual college faculties.

• Criteria for promotion of faculty in ranks other than Regular Professorial ranks are determined by the individual college faculties.

• The more detailed policy statements of the individual colleges must be approved by the Provost in order to ensure that they do not conflict with the University policies contained in this Handbook.

3.5. Factors that should be considered 3.5.1. Teaching 3.5.1a. Evaluation of teaching performance is a critical aspect of performance reviews and the promotion decision. Teaching excellence will be assessed by determining the individual’s ability to: • Lecture and lead discussions.

• Create a range of learning opportunities.

• Draw out students and arouse the curiosity of beginners.

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• Stimulate advanced students to engage in creative work.

• Organize courses logically and systematically.

• Evaluate critically the materials related to the field of specialization.

• Assess student performance.

• Stimulate students to extend learning beyond a particular course.

• Other function related to teaching as specified by the college.

3.5.1b. The following tools will be used to evaluate teaching: • Student evaluations and comments that reflect teaching excellence, creativity, and enhancement of student achievements.

• Exit interviews of students who have completed a particular course and of students who have graduated.

• Evaluations by department/track heads or experienced faculty through classroom visits, syllabi, course outlines, alignment of assessment with course objectives, achieving class goals, feedback to students.

• Teaching portfolio: continuous self-assessment through documentation of course development; responsiveness to suggestions for improvement; implementation of innovative teaching methods; the number of students advised; and evidence of student learning from their performance on quizzes and external exams.

3.5.2. Research The criteria for research and creative achievement vary across disciplines, and they are defined by each college. The faculty of each college and/or department will rank journals according to standards such as international or regional prestige, breadth of readership, peer review, and rejection rate. Candidates should demonstrate continuous engagement in a defined research area that indicates future promise. For verification purposes, copies of all published material that is included in the candidate's curriculum vitae for the period of evaluation should be submitted as part of the promotion file. The candidate may suggest a representative sample of publications to be sent to the external referees. To encourage collaborative work, the senior author may be asked to detail the contribution of the 31 Faculty Handbook Revised by AGG 4/08

candidate to a particular publication or project. If working as members of a research team, promotion candidates should explain their specific roles on the team.

A qualitative assessment of the impact of a faculty member's research and creative achievements will be based on: • Demonstration of a research focus. This refers to the extent to which an individual’s research has a theme and is directed towards solving or tackling a major problem or hypothesis in an organized and methodologically sound fashion. Also included is whether there is a clear plan for the future that shows where this research will create positive interaction with peers, move the field forward, and garner support from available resources.

• Publication in high-impact refereed (either international or regional) journals, with special consideration given to the quality of the publication, such as the reputation of the journal and the nature of the authorship.

• Publication of scholarly and creative works such as books, articles, novels, and monographs.

• Frequency with which the candidate's publications have been cited.

• Publication and funding resulting from collaborative efforts with researchers in other fields.

• Receipt of externally funded grants and contracts for research and development.

• Receipt of fellowships and awards.

• Editing of professional academic journals, reviewer of articles, books, funding applications, and other creative works.

• Evidence of self-development activities such as faculty research leave that leads to increased research and publication effectiveness.

• Evidence of recognition as an expert within a particular academic field, whenever appropriate.

• Disclosure of new intellectual property, patent acquisition, or licensing that has resulted from the individual’s research.

3.5.3. Service 32 Faculty Handbook Revised by AGG 4/08

There are three types of service: university service, service to the profession, and community service. In assessing service, the following activities will be considered relevant: • Service as head of a department.

• Member or chairman of departmental, college or university committee or task force.

• Presentations at conferences, seminars, and symposia.

• Lectures at other universities or professional meetings, especially keynote or invited speeches.

• Organizing role in national or international conferences, workshops, or other academic meetings.

• Consulting services to industry, government, or community organizations.

• Services to national, regional, and international agencies, task forces, boards, and commissions.

• Civic activities that are local, regional or national; promote a positive relationship between the University and the community; and are relevant to the candidate’s academic discipline.

• Service as an officer of a national, regional, or international professional association.

3.6. Procedures for promotion review The candidate prepares the promotion dossier which is the basis for all levels of review and which is sent to external reviewers. External reviewers are recommended by the candidate and the department head, selected by the department head and solicited by the department head. Letters received from external reviewers become an official part of the promotion dossier. Members of the department of rank equal to or greater than that being sought by the candidate rank meet to evaluate the candidate based on the promotion dossier, including the letters received from external reviewers. Upon completion of their review, they vote on whether to recommend promotion. (If there are fewer than three such members, then the faculty review is done at the college level by a standing College Committee on Promotion.) The dossier, together with the recommendations of the department head and the department and/or college committee, is forwarded to the dean of the college for further review. The dean’s task is to evaluate the candidate in the 33 Faculty Handbook Revised by AGG 4/08

context of the entire cadre of faculty members within the college. The dean may solicit additional letters from external reviewers at this stage.

If the recommendation of the dean is positive, the dossier is submitted to the University Committee on Promotion, composed of four full professors elected by the faculty of the different colleges and two additional full professors named by the Provost.

The committee shall elect a chairman from among its members. In evaluating a candidate for promotion in a given cycle, the promotion committee may interview the appropriate department head and college dean. Traditionally the members of the committee do not simply vote “yes” or “no” but rather use a graded scoring system, ensuring that the Provost and the President receive finely nuanced summaries of the committee’s view of each candidate. The University Committee on Promotion forwards the dossier, including comments of all reviewing bodies and individuals and its recommendation to the Provost.

The Provost reviews the entire dossier of each candidate with emphasis on whether the recommendation at each level is consistent with the processes and standards established by the relevant department and college. The Provost forwards the dossier with his recommendation to the President, whose decision can be appealed only on procedural grounds. Positive recommendations for promotion must be approved by the Board of Trustees.

With the prior approval of the Provost, a college may supplement these provisions with more detailed procedures, provided that the supplemental provisions do not conflict with any provisions in this Faculty Handbook.

3.7. Confidentiality of review proceedings and external evaluations No one other than the responsible academic administrator shall communicate with any review committee on a case under review. Committee members shall not discuss any case under review outside the committee. Violation of confidentiality by persons involved in academic reviews will be regarded by the University as a serious breach of professional ethics, and such persons will be subject to appropriate sanctions. However, if the relevant dean or department head so desire, they may reveal their recommendations on the case to the individual being reviewed before the process is complete.

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Letters from external referees may be shown to the candidate only after all identifying information has been excised. If a letter is shown to a candidate, the referees should be so informed in writing.

3.8. Appeals process regarding promotion Appeals of negative decisions on promotion may be filed only if the faculty candidate believes that there has been a violation of stated college or university standards or procedures during the evaluation of his case. Appeals, with supporting evidence, are filed with the University Committee on Appeals and Grievances. The University Committee on Appeals and Grievances is composed of a senior faculty member elected by each college faculty and two senior faculty appointed by the Provost. The committee’s recommendation is advisory to the President, who makes the final decision to affirm or reverse the original decision.

Chapter 4.0. Termination of Employment 4.1. Retirement In accordance with the labor laws of the Kingdom of Saudi Arabia, the normal retirement age at Alfaisal University is 60. However, if there is a significant need for his services, the President can extend a faculty member’s service until age 65. Saudi nationals on the faculty may apply for early retirement after 20 years of service at the University. Retirement benefits for Saudi faculty members are governed by the detailed rules of the Ministry of Civil Service.

4.2. Resignation A faculty member’s service may be terminated through his voluntary resignation, which should be submitted to the appropriate department head and dean at least six 35 Faculty Handbook Revised by AGG 4/08

months in advance. Expatriate faculty who are leaving the university voluntarily, through retirement or resignation, are eligible for End-of-Service payments, which are calculated on the basis a half month of basic salary for each full year of service upon completion of two full years of service with the University. However, upon completion of five consecutive years of service, the faculty member is entitled to an End-of-Service benefit equivalent to one month of his basic salary at the time he leaves the University for each year of service.

4.3. Reappointment It is the intention of the University to encourage the faculty to maintain continuity with respect to their employment. Therefore, contracts of faculty members are usually renewed automatically on a two-year basis, subject to departmental evaluation and recommendations. Based on Saudi labor laws, the University cannot award tenure to expatriot faculty. The University understands the importance of career stability for faculty in a world-class research university and, on an individual basis, will commit to automatic bi-annual renewal without extensive review for three to five years or more for Associate and Full Professors. If either the University or the faculty member does not plan to renew the contract, they should notify the other in writing six months before the contract’s expiration date. If a contract is not renewed, all accrued salary and any benefits due will be paid on departure from the University.

4.4. Termination prior to end of contract The University may terminate the appointment of a member of the faculty without notice or payment in lieu thereof if the faculty member is guilty of dishonesty, gross personal or professional misconduct, or willful neglect of duty; if he is convicted of a criminal offense; if- after adequate warning notice has been issued - he fails to attend diligently to his duties (enumerated below in Chapter V, section b) as determined by his department head; if he is absent without authorization for more than one week immediately following a home leave; or for any continued material breach of the terms of his appointment.

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4.5. Grievance procedures A faculty member may appeal an action judged by him to be unjust or unfair and that affects directly and adversely his economic conditions, professional status, or some other circumstance of employment. A faculty grievance should be lodged first with the appropriate university official in the faculty member’s unit, usually the department head.

If this appeal fails to remedy the situation, then a further appeal should be directed to the dean of the college. If none of these appeals is successful, then a faculty member may take his grievance to the University Committee on Appeals and Grievances. This committee will hear two kinds of cases: appeals concerning whether proper university procedures have been followed (for example, in decisions on promotion—see chapter III section H above) and grievances regarding any matter of concern (except decisions on promotion and tenure, which are subject only to procedural appeals). After hearing the case, the committee will submit a report with recommendations to the Provost with a copy to the appellant or grievant. The Provost will review the case and forward his recommendation to the President who will make the final decision.

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Chapter 5.0. Faculty Rights and Responsibilities 5.1. Academic Freedom Alfaisal University is committed to principles of academic freedom with respect to teaching and intellectual inquiry, the ethical and reasoned conduct of research, publication of findings, and expressions of ideas and beliefs. Alfaisal University recognizes, however, that it operates within the context of the culture, mores and laws of the Kingdom of Saudi Arabia. There are, therefore, some legal and social restrictions of which the members of the faculty should be aware and which they should observe. Public (including classroom) discussion of sensitive political or religious issues, preaching, and group worship (other than Islam) are prohibited. The use and/or importation of mindaltering drugs, potable alcohol, and/or pornographic material are criminal offenses with very serious penalties in the courts. Exotic clothing or grooming is considered unacceptable by the University administration and the government.

5.2. Responsibilities: Teaching, Research, and Service Teaching and research are the primary activities of the faculty of Alfaisal University and should receive the largest commitment of effort and energy. A faculty member is obligated to have a significant presence on campus, to meet classes, to conduct research, to keep office hours, to hold examinations as scheduled, to be accessible to students and staff, to be available to interact with University colleagues, and to share service responsibilities.

Faculty members are also expected to participate in University activities and to use their professional expertise to contribute to their professions and to the community.

University activities and outside professional activities can be positive contributors to fulfilling one’s University obligations. The University sees great value in activities 38 Faculty Handbook Revised by AGG 4/08

outside the University that advance and communicate knowledge through interaction with industry, the community, and the public, and through consulting and professional opportunities.

The basic principle is that faculty members shall not allow outside employment to interfere with their primary university duties. It is a generally acceptable concept that outside professional activities may be a valuable contribution so long as the activities are undertaken in a manner consistent with the full performance of the faculty member’s primary university obligations. Experience indicates that this is difficult if the full-time faculty member spends more than the equivalent of one day a week on outside activities.

5.3. Standards of Ethical Performance in Teaching and Research For faculty members, the notion of academic freedom is linked to the equally demanding concept of academic ethics and responsibility. As a faculty member, a person assumes certain ethical obligations and responsibilities to students, to fellow faculty members, to the institution, to the profession, and to society at large. Some of these are listed below.

5.3.1. Responsibilities to Students: • Faculty members shall foster scholarly values in students, including academic honesty, the free pursuit of learning, and the exercise of academic freedom.

• Faculty members shall act professionally in their academic relationships with students. They shall not engage in exploitation, harassment, or discriminatory treatment of students, and they must assure that evaluations of students reflect true merit.

• Faculty members are entitled to freedom in the classroom in discussing their subject, but they should be careful not to introduce inappropriate matter or matter that has no relation to their subject.

• Faculty members shall be available at reasonable intervals to students for consultation on course work through posted office hours.

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• Faculty members shall duly acknowledge the contribution of students to their scholarship and research.

• Counseling of students on nonacademic issues should be professional, confidential and within the capabilities of the professor. Students with serious and sensitive issues, especially if they are related to a specific culture, religion or custom, should be referred to professional counselors in the Division of Student Affairs.

5.3.2. Responsibilities to other members of the University community: • Faculty members shall not exploit, harass, or discriminate against any member of the university community.

• Faculty members shall acknowledge the academic contributions of others, and strive to be objective in their professional judgment of colleagues. Permissions for use must be obtained from the relevant persons or individuals when appropriate to the norms of the discipline. Digital and archival material must be used in accordance with the rules of the source.

• Faculty members who are in a supervisory position shall abide by the human resources rules and policies of the University.

5.3.3. Responsibilities to the University as an institution: • In determining the amount (if any) and character of work done outside of the institution, faculty members shall recognize that their primary responsibilities are to the institution. Such outside work shall be consistent with University regulations.

Faculty members may follow subsidiary interests, but these must be revealed to the institution and must never compromise their freedom and willingness to draw intellectually honest conclusions.

• When considering the interruption or termination of their service, faculty members shall take into account the effect of their decision upon the institution and give notice of their intentions as per their contract.

• Faculty members shall accept their share of faculty responsibilities for contributing to the governance of the institution.

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5.3.4. Responsibilities to the Profession: 5.3.4a. The fundamental responsibilities of a faculty member as a teacher and scholar include: • Maintenance of competence in one’s field of specialization, including appearances in the public arena such as discussions, lectures, consulting, publications and/or participation in professional organizations and meetings • Exhibition of professional competence in the classroom, library or laboratory • Fostering honest academic conduct as specified in the university regulations.

5.3.4b. Faculty members should exhibit professional integrity. They also should recognize that society at large will judge the profession and the institution, as well as the individual on the basis of his statements and behavior. Therefore, the faculty member should strive to be accurate, to exercise appropriate restraint, and to be willing to listen to and show respect to members of the society at large expressing different opinions.

Faculty should make every effort to indicate that they are not speaking or acting for the University when speaking or acting as a private person.

5.3.4c. Scholarly conduct must avoid fabrications, falsifications, plagiarism and other practices that deviate from accepted standards of scholarly work. Faculty must apply scholarly rigor and integrity in obtaining, recording and analyzing data as well as in reporting and publishing results.

5.3.4d. Faculty undertaking research should do so in a manner consistent with professional honesty and within the public interest. Research should be designed to enhance knowledge in a particular field of scholarship and should demonstrate sound methodology, accuracy and factual integrity of the data.

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5.3.4e. Faculty must use funds designated for research purposes in the prescribed manner.

5.3.4f. Faculty must comply with relevant statutes or regulations for the protection and welfare of researchers, human subjects, the public, laboratory animals and the environment.

5.3.4g. Faculty members doing research, teaching, conducting laboratory exercises or engaged in other related activities must protect the privacy of others, avoid causing mental or physical harm and promote safe and healthy working practices and environments.

Chapter 6.0. Research 6.1. Research Funding Alfaisal University provides support services for research in the form of laboratory space, equipment, funding, compensation, computing facilities, reduced teaching loads, and research assistants. Research projects are funded either through the University’s internal budget or through externally funded programs or projects as well as Centers and Grants. While all research is fully funded, often including compensation for the researcher, graduate research and faculty research, which are internally funded, are supported by departments/colleges and include provision of materials, equipment and basic necessities.

The University seeks to maintain and upgrade research space and to establish new facilities for on-campus research so as to provide a vibrant academic environment conducive to research. Facilities include well-equipped laboratories manned by skilled

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technicians, space for testing and experimental work, computing facilities provided by the Information Technology department, and funds for consumable items.

6.1.1. Sponsored Research Funded research is supported by grants received from a sponsoring agency through submission and acceptance of research proposals. Several types of research grants are available, all of which are distributed on the basis of the merits of the submitted proposals. All proposals for funded research must be routed through the Office of Research to assure compliance with University and Funding Agency regulations, and to assess University commitments of funds and space.

To encourage and promote basic and applied research in all disciplines in the Kingdom, King Abdulaziz City for Science and Technology (KACST) sponsors funded projects. KACST is only one of the possible funding agencies available for competitive funding.

KACST funding, for example, is available in two categories: KACST internal and KACST external funding. Internal Grants are institution based. With this type of funding Principal Investigator eligibility is limited to KACST Staff and research is conducted inhouse. This funding source is available for Alfaisal Faculty if they are collaborating with staff at KACST. Alfaisal encourages its faculty to participate in the capacity of Coprincipal investigators.

The second category, KACST External Grants, is highly competitive and is open to all universities in the Kingdom. A call for submission of proposals is formally announced each year for faculty member applications. A proposal must be submitted in the proper format and by the date specified by KACST and must be routed through the Vice President for Research. A fully-funded KACST project covers all expenses, including the cost of new equipment and remuneration for the investigators and other personnel engaged in the project. It also provides support for conference attendance and professional meetings. Expenditures of KACST-sponsored research funds are controlled by the grant’s Principal Investigator (a faculty member), within the authorized budget and in accordance with University, KACST, and Saudi regulations. Conformance with the approved budget is overseen by the Office of Research. Communication with KACST on 43 Faculty Handbook Revised by AGG 4/08

fiscal or administrative issues regarding a KACST-funded project must be routed through the Office of Research.

6.1.2. University Funded Research The University provides support for research in areas of science, engineering, medicine, and business with the aim of promoting productive research and creative scholarship. This support includes (i) release time from teaching, (ii) additional salary if research is carried out during summer holidays, (iii) per diem support to attend internationally recognized conferences to present papers, (iv) purchase of equipment and expendable items, and (v) reimbursement of costs related to telephone/fax.

Research is funded internally for both start up and proposed research projects.

Funding is based on areas of focus stipulated by the University in addition to criteria set forth by each College.

Start-up Funding is dedicated to new faculty to help initiate their research capability and is a one time source of funding. Such funding comes from the University’s central research budget. Newly appointed faculty, can apply for start-up funding directly through their college. Requests must include justification and a start-up fund plan (such as intended equipment, research fields, supplies, and potential required space). Review of the application will be conducted by the Office of Research in collaboration with the respective college or department according to pre-determined criteria such as University research priorities.

Faculty may apply for regular longer term support by completing an Internal Research Proposal Application. This is competitive in nature and must fall under one of the University’s priority research areas. Faculty have the option of submitting a Preproposal Application in order to get preliminary feedback before completing a full application.

Proposals for research to be supported by the University must be submitted to the Office of Research and will be reviewed and approved by the University Research Council. The submission of research proposals must be made in the format specified by the Council. Proposals will be evaluated by three reviewers selected from well-known experts in the field. The final decision on accepting or rejecting a proposal will be based 44 Faculty Handbook Revised by AGG 4/08

upon the reviewers’ evaluations. All University-funded projects require submission of annual interim progress reports. Upon conclusion of the project, final report must be submitted to the University Research Council via the Office of Research.

In addition to funds made available for research support from the University’s budget, the University plans to allocate a portion of the overhead from funded research to create an intramural research grants program. The objectives of this program are to assist the career development of junior faculty members and to introduce students to research methods and processes.

Preference will be given to proposals for work that may lead to client-funded projects. Proposals for multidisciplinary work and those involving junior faculty members, undergraduates, and graduate students are particularly encouraged. Through his department or college and the Office of Research, a faculty member can seek research funds from local industries or governmental agencies. The University encourages faculty members to seek such support, as it enhances interaction with local industries and engages the University in addressing local problems and needs.

Graduate research is a key component in all research activities at the University. It is the goal of the University to incorporate graduate students in all research activities, both those supported by the University and those supported by outside funds. Research proposals should include graduate students whenever possible.

6.2. Scientific or Research Misconduct It is the responsibility of the University to create conditions that protect and encourage the faculty in their scholarly pursuits. Alfaisal University requires that those engaged in scholarship be dedicated to the highest ethical standards. Misconduct in scholarship by any member of the university community threatens the university as well as the individual. The policies here set forth apply to all faculty and provide for an objective examination of pertinent facts, protection of individual rights, and integration with other relevant review procedures, all under the general supervision of the Provost as the senior academic administrator.

6.2.1. Scholarly Misconduct 45 Faculty Handbook Revised by AGG 4/08

6.2.1a. Definition of Misconduct • Fabrication, falsification, plagiarism, inappropriate allocation of authorship credit, or other serious deviation from accepted practices in proposing, carrying out, or reporting the results of research activities, and in the expenditure of funds for research, educational or other scholarly activities.

• Retaliation of any kind against a person who has not acted in bad faith and who reported or provided information about suspected or alleged misconduct.

• Failure to comply with regulatory requirements affecting specific aspects of the conduct of research, e.g., the protection of human subjects and the welfare of laboratory animals.

6.2.1b. Scholarly Misconduct does not include honest error or honest differences in interpretations or judgments of scholarly matters. If the alleged misconduct is not substantiated, the University will undertake diligent efforts to restore the reputation of those under investigation. Should either the inquiry or the investigation show that the allegations of misconduct were not made in good faith, those making the allegations will themselves be subject to disciplinary action.

6.2.1c. Decisions regarding alleged misconduct procedures should yield a just decision based on the best and most complete information available. Decisions should be based on the expert judgment of individuals qualified in the respective scientific field, using scientific interpretations and standards of proof, with a minimum of procedural complications. At the same time, however, the process must be fair and afford all parties an equal chance to present their best arguments. The confidentiality of all parties in a dispute must be preserved to the extent consistent with the University’s obligations to research sponsors and to the scientific community. Acrimony and recriminations are undesirable, so adversarial interactions should be avoided. The process should move speedily, yet haste and error must be avoided.

6.2.1d. Procedures Guided by these principles, Alfaisal University has established a policy with four procedural stages, a description of which follows: 46 Faculty Handbook Revised by AGG 4/08

• In the screening stage an accusation is brought to the Vice President for Research who will examine the charges to ensure they are potential violations of the misconduct policy and, if so, to pass the case along to an Inquiry Panel.

• The inquiry stage evaluates the merits of the case, determining whether there is sufficient evidence of misconduct to merit a full investigation.

• The investigation stage entails a detailed examination of the case to resolve the facts ("Was this or was this not an instance of misconduct?"). Ascertaining whether or not misconduct occurred is a judgment about collegial conduct that should be resolved on its merits. If at any stage in the process it becomes evident that there was no misconduct, vigorous efforts must be made to minimize and remedy any adverse consequences for the respondent’s career and reputation.

• If misconduct is established, then the case is referred to the disciplinary stage.

6.2.1e. Screening Stage.

Initial reports of alleged research misconduct must be brought to the attention of the person with administrative responsibility for the individual whose actions are in question.

That person must in turn report the allegations to the Vice President for Research. Care must be taken to protect the privacy of those who report apparent misconduct. The Vice President will promptly examine the case and determine if the case falls under the misconduct policy. If so, the inquiry stage will be followed.

6.2.1f. Inquiry Stage.

The Vice President for Research will immediately inform the respondent in writing of the accusation and that an inquiry has been initiated. The Vice President will prepare a list of proposed members for the Inquiry Panel. The respondent may challenge the inclusion of specific individuals to this panel by stating his or her objections in writing. The Vice President will then select the Inquiry Panel.

The inquiry will be conducted by a Panel consisting of two Faculty members and one academic administrator. The Panel should take no more than 30 days to conduct its inquiry and determine whether or not there is a reasonable basis to conclude that misconduct occurred. During this discovery stage, the only persons who may be present 47 Faculty Handbook Revised by AGG 4/08

during fact-finding sessions are the respondent, the complainant, Inquiry Panel members, and any consultant called by the Inquiry Panel. The respondent will be permitted to be present during fact-finding sessions and have the right to respond to questions as they arise. If the respondent is not available to attend, the Provost will fairly resolve the conflict between timeliness and the respondent’s right to be present.

If a majority of the Inquiry Panel finds there is reasonable basis to conclude that misconduct occurred, then the matter must proceed to the investigation stage. The Inquiry Panel reports the results of its inquiry to the Provost. The Provost will advise, in writing, the respondent and the complainant of the Inquiry Panel outcome. If there is to be an investigation, the Provost must advise the respondent in writing of the specific charges to be investigated. At that time, any collaborators and sponsoring agencies involved must be informed of the allegations.

6.2.1g. Investigation Stage.

Investigation of alleged misconduct will be conducted by a committee appointed by the Provost. The committee will be comprised of a minimum of three specialists in the subject area of the respondent and will include one individual from outside Alfaisal University. The Provost will prepare a list of proposed members for the Investigation Panel, which may include persons who served on the Inquiry Panel. The respondent may challenge the inclusion of specific individuals by stating any objections in writing. The Provost will then select, and appoint, the Investigation Panel. The Panel will elect its own Chair. The Investigation Panel will determine whether there was academic misconduct.

The Panel will follow the procedures for dealing with charges brought against a Faculty member as described herein and will seek to provide factual information in a manner that is fair to all parties. The Investigation Panel should take no more than 120 days to complete the investigation and prepare a report of its findings including a recommendation on the disposition of the case. The Panel should follow pertinent regulations of the agency or agencies that sponsored the research under investigation. The Investigation Panel will submit its report to the Provost, who in turn may notify the sponsoring agency of the findings of the investigation.

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6.2.1h. Disciplinary Stage.

For individuals found to have committed misconduct, the Provost may take one or more of the following actions: • Issue a letter of reprimand.

• Monitor work performance.

• Remove from a specific research.

• Bar from conduct of sponsored research.

• Reduce rank.

• Suspend for a fixed period of time termination.

• Permanent termination.

Any termination proceedings shall be conducted in accord the with procedures specified in Chapter IV of this Faculty Handbook.

6.2.1i. Provost actions If there is a finding of misconduct, the Provost must also take the following actions: • All pending abstracts and publications emanating from the fraudulent research should be withdrawn and editors of journals in which previous abstracts and papers appeared should be notified of the findings of the investigation.

• Institutions and sponsoring agencies with which the investigated individual has been affiliated should be notified that there is reason to believe that the validity of previous research might be questionable.

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Chapter 7.0. Intellectual Property The Intellectual Property policy of Alfaisal University encourages creators to innovate by guaranteeing them a share in the benefits resulting from the Intellectual Property that they develop. At the same time, it also promotes research and education activities at Alfaisal by allowing the University to retain a share of the benefits flowing from all Intellectual Property developed under its auspices.

The primary categories of Intellectual Property are patent, copyright, trademark, and integrated circuit mask work protection, though from time to time other types of protection and other bodies of law may also fall under the broad heading of Intellectual Property. Intellectual Property rights govern the ownership, licensing, distribution, and commercialization of Intellectual Property.

This policy describes the rights and responsibilities of all the members of the Alfaisal community—faculty, students, and staff--in all Intellectual Property developments, as well as the rights and responsibilities of the University itself. Specifically, it describes policies concerning the ownership, licensing, distribution, and commercial development of Intellectual Property that creators conceive, invent, develop, or use.

7.1. Ownership of Intellectual Property 7.1.1. Creator-Owned Intellectual Property Creators retain full ownership rights to Intellectual Property provided that the 50 Faculty Handbook Revised by AGG 4/08

following two conditions are met: • Intellectual Property is not subject to a sponsored research or other agreement requiring ownership to reside in some other party including Alfaisal University.

• Intellectual Property was not conceived, created, developed, or first reduced to practice with significant use of Alfaisal University support; and as a direct result of the creator’s duties at the University.

Creators may choose to use creator-owned Intellectual Property in their research work at Alfaisal University. A creator who chooses to do so, however, must grant Alfaisal a free, permanent, irrevocable license for use of that Intellectual Property for the University’s educational and research activities.

7.1.2. University-Owned Intellectual Property Alfaisal University retains full ownership rights to: • Intellectual Property subject to the terms of a sponsored research or other agreement that grants Alfaisal rights of ownership; or • Intellectual Property whose conception, creation, development or first reduction to practice involved significant use of university support directly resulted from the creator’s University duties.

7.1.3. Ownership of Instructional Works For purposes of this policy, the term “Instructional Works” covers all materials developed for pedagogical purposes, including Course Materials, Courses, Courseware or any combination thereof.

• Course Materials include copyrightable fixed expressions of ideas, resources, content and/or information-like works that may be used as the basis of a course. In keeping with academic tradition and without regard to the medium of expression, Alfaisal treats Course Materials as exempted scholarly works, which are presumed to be owned by the author. As such, unless the work is subject to contractual restrictions or is a “work made for hire,” Alfaisal does not claim copyright ownership of course materials.

• A Course is a comprehensive set of works that has been developed and combined to 51 Faculty Handbook Revised by AGG 4/08

create a presentable program of study. Courses often transcend a single faculty member’s design, to engage institutional authority. As such, Alfaisal owns all courses developed for teaching at the University. The use within a course of course materials or other exempted scholarly works, standing alone, shall not deprive creators of their ownership of such materials. • Courseware includes works that can act as tools or devices in the task of creating, managing, presenting and/or publishing course materials to produce a Course.

Courseware may be patentable, non-patentable, copyrightable or otherwise protectable. Courseware ownership shall be in accord with sections VII.A.1 and VII.A.2 above.

7.1.4. Ownership of Textbooks, Theses, and Other Exempted Scholarly Works In keeping with longstanding academic tradition, Alfaisal will grant to the creator all of the rights in such scholarly or artistic works which copyright law would otherwise give Alfaisal unless a written agreement provides otherwise. The ownership of other Intellectual Property disclosed in theses remains subject to the terms expressed in sections VII.A.1 and VII.A.2 above.

7.1.5. Ownership of Intellectual Property Financed By Outside Sponsors Alfaisal will retain title to all Alfaisal-owned Intellectual Property (section VII.A.2) including, but not limited to, that which is conceived, created, developed or first reduced to practice in the course of Alfaisal research or other sponsored activities funded by third parties, including private persons, businesses, not-for-profit entities, and governmental agencies unless there is a written agreement between Alfaisal and the creator to the contrary.

7.1.6. Intellectual Property and Conflicts of Interest Alfaisal University personnel engaged in consulting work with third parties are responsible for ensuring that their consulting agreements do not conflict with these Intellectual Property policies.

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7.1.7. Ownership, Control, and Transfer of Tangible Research Property Alfaisal shall own any and all tangible research property that a creator conceives, creates, makes, develops, or first reduces to practice, in whole or in part, during or pursuant to his or her employment, participation in Alfaisal programs, or significant use of Alfaisal support. Any transfer of such materials to outside parties, or any transfer from outside parties to Alfaisal facilities must have the advance approval of the Office of Research.

7.2. Intellectual Property Reporting, Evaluation, Protection and Commercialization 7.2.1. Disclosures The creator should carefully evaluate Intellectual Property that he has created at Alfaisal in order to determine whether or not that Intellectual Property has commercial or other value. If it does, for the protection of the interests of the creator and Alfaisal, every creator is obligated to disclose all Intellectual Property that he has created at Alfaisal. All individuals—faculty, staff, and students—who participated in the creation of the Intellectual Property should be identified, and all such creators have the right to share in the creator portion of any revenues or rights that are returned by the university.

The Office of Research is the primary contact for the creator with regard to disclosure of Intellectual Property; it is responsible for protecting, marketing, negotiating and licensing Alfaisal Intellectual Property. The creator must submit a complete disclosure form to the Office of Research within 60 days of the creation/invention and before notifying outside parties, including sponsors. The Office will then determine whether the technology is appropriate for commercialization and/or protection. The decision to protect, develop, market and/or commercialize any Alfaisal Intellectual Property is at Alfaisal’s sole discretion.

7.2.2. Commercialization of Creator-Owned Intellectual Property Creators may request that Alfaisal pursue the commercial development of Intellectual Property owned by the creator. The Office of Research will evaluate the commercial potential of any Intellectual Property and determine whether or not Alfaisal will accept it for licensing. If Alfaisal decides to pursue commercialization, the creator 53 Faculty Handbook Revised by AGG 4/08

will be required to assign his ownership of the Intellectual Property to Alfaisal. The terms of such assignment will be negotiated between the University and the creator.

7.2.3. Transfer of University-owned Intellectual Property to Creators If Alfaisal chooses to waive its rights in disclosed Intellectual Property, and to grant those rights to the creator, the creator may protect the Intellectual Property as he, she, or they may wish. If external funds supported the work leading to the Intellectual Property, this waiver is subject to any provisions in the sponsoring agreement. For example, under current U.S. federal law, if Alfaisal waives its rights in Intellectual Property conceived or reduced to practice with federal funding, the federal funding agency, rather than the creator, becomes the assignee. The creator may then petition the agency for the license rights in such cases.

7.3. Intellectual Property Revenue 7.3.1. Distribution of Income From Intellectual Property The Office of Research will calculate and distribute the net adjusted income from each Intellectual Property license or licensing related transaction according to the formula “Net Adjusted Income = gross revenue, minus current and reasonable projected expenses that Alfaisal deems necessary to defend or maintain the Intellectual Property.” Net Adjusted Income shall be distributed as follows: •

Creator - 50%

•

Creator’s Department and/or Center – 15%

•

Creator’s College - 10%

•

University - 25%

Distribution of net adjusted income will occur on a semi-annual basis.

7.3.2. Distribution of Net Equity Income Received From Intellectual Property Alfaisal may elect to accept equity in lieu of cash payments, licensing fees, royalties, or other consideration. The decision whether to accept equity and, if so, precisely when to liquidate such equity, is at the sole discretion of Alfaisal.

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7.3.3. Revenue from Instructional Works Creators involved in the development of Instructional Works will share, when appropriate, in Intellectual Property revenue generated from external use and distribution via licensing, assignment, licensing related transactions of such materials, as further set forth in section VII.C.1.

Chapter 8.0. Consulting and Conflict of Interest 8.1. Consulting: Limitations and Reporting Requirements Consulting and other services to outside organizations, including industry and government, often constitute very desirable activities for the faculty. These services can provide a mechanism for enriching the professional experience of faculty members, thereby broadening their backgrounds for teaching and scholarly research. The University also has a responsibility to help in the transformation of results of research into products, services, and processes that will become available in the marketplace. In many instances, affecting such a transfer requires active participation of faculty members as advisors or consultants.

Faculty members who wish to engage in consulting or other service to outside organizations must report this in advance to the head of his department and the dean of his college. His report should describe the nature and terms of the outside employment.

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He also must obtain his department head’s and his Dean’s approval of these arrangements. Such requests for approval of outside employment must be made on an annual basis and will not be unreasonable withheld.

8.2. Conflicts of Commitment Conflicts of commitment may arise when there are competing demands upon the time and energy of a faculty member as a result of outside activities and interests. These outside activities could interfere with the faculty member’s ability to meet his responsibilities to the University. Alfaisal University expects that faculty members’ outside activities and interests will not interfere with their ability to meet their primary obligations to the University. Specific universal standards for defining the proper balance are not feasible, but experience indicates that full-time faculty members have difficulty meeting their primary obligations if they spend more than the equivalent of one day a week on outside activities.

8.3. Conflict of Interest Conflicts of interest may arise when a faculty member’s personal interests interfere with his responsibility to the University. The key factors in avoiding ethical and legal conflict of interest are personal responsibility and integrity. Alfaisal University expects all faculty members to conduct their outside professional activities in a manner that reflects well on themselves, their profession, and the University. The principal means for managing potential conflicts of interest involves prior disclosure and a dialog between a faculty member and his department head and college dean. Special guidelines apply to faculty members who are involved in purchasing supplies, services, and equipment for the University. Faculty members with the authority to commit University funds must disclose whether any potential conflict of interest exists when they request signature authority for the commitment of funds. Only in special cases may University equipment or facilities be used for services to an outside organization, including those controlled by

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faculty members, and then only with the explicit written approval of the department head and dean or applicable vice president.

Chapter 9.0. Faculty Benefits

9.1. Earned Benefits and Compensation 9.1.1 Salary The monthly base salaries and annual merit increments for faculty members are defined on the basis of the established Alfaisal University pay scales in accordance with their academic rank, qualifications and professional experience. Merit increments for faculty members are considered each year on the basis of their annual evaluations. The compensation and financial benefits package for faculty is described in the Appendix.

9.1.2. Awards University Distinguished Awards are a means of acknowledging faculty members’ efforts to achieve the highest standards in teaching, research, and student advising. The awards are the Distinguished Teacher Award, the Distinguished Researcher Award, and the Distinguished Advisor Award. Two awards of each type are awarded in the University each academic year. Winners of the awards receive symbols of recognition from the President of the University during the commencement ceremonies at the end of the academic year. Winners of the awards are selected by the University Committee on Awards, in accordance with procedures to be developed jointly by the committee and the

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academic deans.

9.2. Holidays, Vacations and Sick Leave

9.2.1. Home Leave Pay and Travel Allowance: •

Home leave is treated as leave with pay, so that normal salary and benefits continue in effect during the home leave period. No additional payment is granted during home leave.

•

For faculty on a 9 month contract the salaries are paid over a 12 month year, so that monthly income is being received, alternatively can be paid out prior to the commencement of leave for a lump sum payment, until the time of return for the new semester.

•

Home leave travel allowance will be provided for the appointee and for the appointee's spouse and each eligible child residing with the appointee in Kingdom of Saudi Arabia, if, however, the appointee's spouse is eligible to receive a similar allowance from Alfaisal University or another employer, home leave travel allowance is not provided for the spouse; and if the appointee's spouse's allowance extends to any eligible child, home leave travel allowance is not provided for that eligible child, except to the extent that suitable arrangements are made between Alfaisal University and the spouse's employer to share the cost of that eligible child's travel.

•

The home leave travel allowance equals the basic business class air fare for a round trip ticket between Riyadh and the appointee's home (or other approved destination) for the person receiving the allowance.

•

The allowance is paid out based on the business class cost of the most direct flight to the home city, as determined by the University’s travel agent. Normally the allowances are to be used for direct home travel, but it is at the discretion of the faculty member on the use of the funds for other travel places or stopovers on route.

•

Payment is made at the time of the end of the second semester. No receipts are required.

•

Early termination of the contract after the home leave has been paid requires the home leave allowance to be paid back to the University.

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9.2.2. Required Service after Annual Home Leave: An appointee who receives a full home leave is normally required to return to Alfaisal University and complete at least one academic year of service. If an appointee fails to satisfy this requirement, the appointee must repay the full amount of the salary actually paid during the leave and of the home leave travel allowance paid for the appointee and the appointee's spouse and eligible children for that home leave.

9.3. Sabbatical Leave The objective of sabbatical leave is to provide faculty with a change of environment in order to pursue scholarly activities, as well as to interact directly with scholars in leading academic and research institutions. Scholarly activities that are considered for sabbatical leave may include pursuing and extending some ongoing research, initiating research in new and diverse areas, working in industry in the area of research and development, gaining research-orienting experience or creating an engineering design or product, and writing a research-oriented book or monograph. The faculty member may also make use of the sabbatical leave for updating course materials or preparing new courses. All of these activities must be relevant to the faculty member’s academic development and in accordance with needs of his department and the University.

Saudi faculty are eligible to apply for a one-year sabbatical leave after serving the University for a minimum period of five years. A one semester sabbatical leave may also be granted for those who have served the University for a period of two years. To be considered for sabbatical leave, the applicant should prepare a complete proposal that states clearly the objectives, research plan and budget of his research. The proposal should be submitted to his department head at least nine months before the intended leave date. The proposal is forwarded to the Provost for review prior to approval. A sabbatical leave report is to be submitted to his department head no later than two months after the end of the leave. Leave benefits include full basic salary, regular transportation allowance, round-trip air tickets for the faculty member and his eligible dependents, research support, and a limited medical allowance.

Expatriate faculty may be granted release time for one semester, in lieu of sabbatical leave. The extent of support is negotiated on a case-by-case basis.

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9.3.1. Annual Vacation Tickets & Exit Re-Entry Visas • The University covers the cost of Exit and Re-entry visas for the employee and eligible family members as follows: • Executive Management Band: 2 multiple exit re-entry visas for employee, spouse

and eligible children per year.

• Management & Senior Professionals Band: 2 multiple exit re-entry visas for

employee, spouse and eligible children per year.

• Supervisory, Professionals & Skilled Band: single exit re-entry visa for employee,

spouse and eligible children per year.

• Clerical, Semi-Skilled & Support Band: single exit re-entry visa for employee, spouse

and eligible children per year.

9.3.2. Public Holidays University will grant the following recognized official holidays to its employees with full pay: • 10 calendar days on the occasion of Eid al-Fitr starting from the day following 25th of Ramadan according to Um al-Qura calendar.

• 10 calendar days on the occasion of Eid al-Adha starting on the 5th day of Dhu Al Hijjah according to Um al-Qura calendar.

• 1 day on the occasion of the national day of the Kingdom (1st of Mizan (corresponding to the 23rd of September 23rd).

9.4. Non-Academic leave (emergency leave, leave without pay, sick leave) 9.4.1. Marriage Leave Upon an employee’s marriage, a paid leave for a period of three (3) calendar days will be granted. The employee should not defer or postpone this type of leave. It should be taken on occurrence.

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9.4.2. Child Birth Leave One day leave is granted to male employees, female employees are excluded from this benefit as it is covered under the maternity leave benefit. The employee should not defer or postpone this type of leave for more than a week from the child birth date.

9.4.3. Compassionate Leave In event of the death of an employee’s immediate family member, which is defined as his/her father, mother, brother, sister, grandfather, grandmother, wife, husband, children and grandchildren, the employee will be entitled to paid leave for three (3) calendar days. Additional two (2) calendar traveling days will be granted to all expatriates. The employee should not defer or postpone this type of leave. It should be taken on occurrence.

A female employee whose husband passes away shall be entitled to a fully paid compassionate leave for a minimum period of fifteen (15) calendar days as of the date of death.

9.4.4. Emergency Leave The University provides annually a paid 20 calendar days as an emergency leave for valid reasons.

9.4.5. Hajj Leave The University provides additional 5 calendar days for Muslim employees who wish to perform Hajj in addition to Eid Al-Adha Holidays.This Hajj leave entitlement is provided once to the employee during his employment with the University.

9.4.6. Examination Leave • An employee who is pursuing his/her studies at an educational school, institute or university and is required to sit for an examination shall be granted leave with full pay for the actual number of days of the examination.

• To be legible for this leave, an employee should not be re-appearing for examinations, it should be his/her first attempt and his/her enrolment in the institution / university should have prior approval as per the Delegation of Authority Matrix.

• It necessary that the employee shall apply for the exanimation leave at least fifteen days ahead of the exam due date.

• Employee shall have to produce the following documents to qualify for this leave.

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• Certificate of enrolment at an educational institution.

Schedule of Examination • Evidence of attendance for all days of the examinations.

9.4.7. Maternity Leave • A female employee shall be entitled to a maternity leave for the four weeks immediately preceding the expected date of delivery and the subsequent six weeks.

The expected date of delivery shall be determined by the University’s accredited physician or pursuant to a medical report certified by a health authority.

• During the maternity leave, the female employee will be paid half of her salary if she has been in the University’s employment for one year or more, and a full salary if she has served for three years or more as of the date of commencement of her maternity leave.

• A female employee shall not be paid any salaries during her regular annual leave if she has enjoyed a maternity leave with full salary in the same year. Likewise, she shall be paid half her salary during the annual leave if she has enjoyed in the same year a maternity leave at half salary.

• When a female employee returns to work after her maternity leave, she shall be entitled to a rest period or periods not exceeding in aggregate one hour a day for a period of two years from the childbirth date for nursing her infant. Such period or periods shall be calculated as part of the actual working hours and shall not entail any deduction in her salaries.

9.4.8. Sick Leave • The University covers sick leaves per Saudi law, Sick Leave is fully paid (100%) during the first month, reduced to (75%) for the second month and for the third month, at which point paid Sick Leave cease.

• Where sickness continues for longer than 120 calendar days in a certain calendar year then he/she will be referred to an authorized medical committee, which will decide the employability status of the employee.

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Chapter 10.0. Academic Support Services (under construction)

10.1. Admissions and Registration 10.2. Library 10.3. Student affairs 10.4. Faculty development (Paid conference trips; sabbaticals; Center for Teaching and Learning) 10.5. Information Technology services

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Appendix: FACULTY COMPENSATION & FINANCIAL BENEFITS APPLICABLE FOR 2008/2009 April 30, 2008

Preface The following topics of compensation and financial benefits available at Alfaisal University for the faculty are provided to aid in your decision making to take the career opportunity of employment in this new campus. These financial incentives are evolving to improve and are used as a guide in preparing employment contracts, typically of a renewable multi-year duration. As benefits improve they will supersede employment contract terms when the benefit advantages the faculty member.

In addition to this document, Alfaisal University has prepared Expatriate Orientation reference material that identifies things to bring/not bring with you to the Kingdom of Saudi Arabia, plus information on children’s school, banking, driving, domestic services, security, entertainment, and other daily life background information of living in Riyadh.

In addition there is a Prospective New Employee Orientation Handbook that describes Alfaisal, its setup, walks you through the immigration process, administrative and personnel policies and processes. Both of these handbooks are found in the Alfaisal University website under Employment for your perusal.

The Faculty Handbook should be read in conjunction with this document as it identifies various non-financial benefits such as holidays, conference attendance, awards, sabbaticals, and supplemental income opportunities, such as part time consulting and research grants.

This document applies to faculty which includes professorial and non-professorial ranks.

This does not apply to non-faculty, including student staff such as graduate teaching assistants and graduate research assistants.

There are no other financial benefits from Alfaisal beyond what is listed in this document.

There may be other sources of income for faculty such as for consulting services where permitted by Alfaisal University.

Compensation Basis The compensation benchmark and guideline used at Alfaisal University is based on the University of California compensation system. Please refer to Table 1 and 2, entitled

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Faculty professional series, academic and fiscal year, using the Oct 2007 scale to be applied for the Science and General Studies faculty. Tables 3 and 4 apply to the Engineering and Business faculty. Lecturers will be using table 17. Research faculty will use tables 14 and 15. Health Sciences/Medical faculty will use table 1, plus an increase of 10%. These tables are found in the following link, http://www.ucop.edu/acadadv/acadpers/tab0708/tabcont.html. These salary scales are referred to as the base or basic salary.

In addition, Alfaisal will provide a lump-sum living benefit allowance on top of the base salary as an international assignment benefit, cost of living adjustment and to defray various living costs such as ground transportation and telephone costs. This all encompassing bundled living benefit allowance is 25% in addition to the base salary to arrive at total compensation. This benefit amount is paid out monthly with the base salary.

It is again noted that the compensation basis described is to be used only as a guideline and will be adjusted as needed based on the qualifications and merits provided by the faculty members.

Housing Eligibility: A faculty member is eligible for Alfaisal housing by having a letter of appointment for one year or more to the post of regular full-time employment, of an individual whose home is not currently in Riyadh. If a faculty member currently lives in Riyadh it is assumed that he would wish to continue to live in his current dwelling.

Housing provided: Alfaisal University is pleased to announce a brand new secured housing compound with 46 villas available to Alfaisal faculty and senior management. The compound is a new development, which will be ready for occupancy by June 1st 2008.

LOCATION The compound is located in a quiet area in the northwest corner of the city. There are views to an oasis and date farm below and the desert beyond. Nearby are the ruins of an old fortress, Old Diriyah. The distance from the compound to the university campus is 15 km/ 9 miles, with the drive being mostly by freeway. Commute time is approximately 12-15 minutes.

VILLAS There are two, three and four bedroom villas that will be furnished and each consists of living room, dining room, kitchen and bedroom and bathrooms. All villas also have a basement which can be used for storage, gym or as the occupant desires. All villas include the following in the rental price: • Utilities • Telephone line: bill not included • Internet • Satellite TV • Pool maintenance • Maintenance services, 24 hour emergency maintenance for all appliances: plumbing, electrical, and air conditioning problems, garbage pick-up, gardening and street cleaning, and pest control. 110 or 220 voltage (voltage is changeable on demand)

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ALLOCATION OF UNITS • 2 Bedroom villas for Lecturers.

• 3 Bedroom villas for Assistant and Associate Professors.

• 4 Bedroom villas for Executives, full Professors, or Assistant/Associate Professors with three or more children.

VILLA DESCRIPTION Two Bedroom Villas Two-bedroom units share a swimming pool with one parking space per unit. Units have 273 sq. m. / 2,939 sq. ft. (including the basement) and consist of a living room, dining room, kitchen and half bath, basement, small patio, two bedrooms, two bathrooms and a maid’s room, washroom and utility for washer/dryer.

Three Bedroom Villas Three-bedroom villas, 363 sq. m. or 3,907 sq. ft (including the basement) share a swimming pool and all have a designated parking space. The villas consists of a living room, half bath, kitchen, dining area, family room, finished basement, patio, two bedrooms that share a bathroom, master bedroom with a bathroom, a maid’s room, washroom and utility for washer/dryer .

Four Bedroom Villas Four-bedroom villas with three different designs range in size from 404 to 465 sq. m. or 4,351 to 5,008 sq. ft (including the basement). Each villa contains a private swimming pool, driver’s quarters with a private bathroom, living room, dining room, kitchen, half bath and family room, a full basement, some units a walk-out patio, a master bedroom, dressing area and bathroom, three other bedrooms with 1 or 2 full bathrooms, maid’s room, washroom and utility for washer/dryer.

All villas will be stocked with soft furnishings including: • Microwave oven • Dishes: dinner plates, bowls, cups and saucers • Cutlery • Pots and pans • Kitchen utensils • Kitchen appliances: toaster, coffee maker • Bedding: comforter, sheets, pillows • Towels • Iron and ironing board • Vacuum cleaner • Mop, bucket and broom, cleaning supplies AMENITIES • Large playground.

• Squash volleyball and basketball court.

• Large swimming Jacuzzi tub.

• Children’s swimming pool.

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• • • • • • • • • • •

Children’s nursery.

Gift shop.

Maid service Laundry service Restaurant.

Beauty salon.

Mini-market.

Function room.

Exercise gym.

Gym Classes Games room, including: o Ping pong table o Pool table o Foosball table o Bowling alley

TRANSPORTATION Purchasing or leasing vehicles are recommended but not essential. Scheduled shuttle bus services are available from the compound to the university campus. For nonemployed spouses, a shopping bus will take residents to shopping areas daily, based on a schedule. A school bus service is provided to and from all major schools in Riyadh.

Upon faculty arrival the housing is ready to move in, i.e. direct from the airport to the residence. A food hamper will be place in the residence upon faculty arrival.

All eligible faculty are encouraged to utilize the Alfaisal University provided housing for the first year, unless they have a current dwelling in Riyadh at the time of employment contract signing. Should the faculty member wish to leave the University provided housing for the next academic year, 6 months notice needs to be given to Alfaisal University of this intent to vacate the Alfaisal housing premises.

Income Tax Salaries are paid monthly in Saudi riyals and credited by direct bank payment to an individual or family bank account either in a local bank (paid in local currency) or in the home country bank (paid in the currency of choice in which the exchange rate cost is borne by the faculty member), based on the faculty’s choice.

Currently there is no employee income tax paid to the Kingdom of Saudi Arabia.

Therefore faculty does not have any income tax or taxable benefit liability to the Saudi Arabia government at this time.

There may be an income tax and benefit tax liability and exemption limits to a faculty’s homeland government, such as in the United States. Each faculty member has the responsibility to determine if there is an income tax liability to their home country, and to ensure accurate filing of income tax returns and timely payments. Alfaisal University does not take any responsibility for the income tax affairs of any faculty member.

Appointment Relocation Allowance Eligibility:

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1. The letter of appointment for two years or more to the post of regular full-time faculty of an individual whose home is not in Saudi Arabia at the time of recruitment will provide for relocation allowance to help cover such costs as extra baggage and for travel to Riyadh at the time of appointment (appointment travel and baggage allowances is called appointment relocation allowance).

2. Appointment relocation allowance includes the transport of reference books and other research and teaching material. It may be provided for an appointee and for the appointee's spouse and each eligible child if they travel with him or follow within three months after the appointee to reside with him in Riyadh, except that if the appointee's spouse is eligible to receive a similar allowance from Alfaisal University or any other employer then the appointment relocation allowance is not provided for the spouse. If the appointee's spouse's allowance extends to any eligible child, appointment relocation allowance is not provided for that eligible child, unless suitable arrangements are made between Alfaisal University and the spouse's employer to share the cost of that eligible child's travel.

3. Notwithstanding the foregoing, appointment relocation allowances will not be provided for any person who does not actually travel to Riyadh.

Amount of Allowances: Appointment travel and baggage allowances are intended to cover, within the limits hereinafter indicated the costs of travel to Riyadh from the appointee's home or place of recruitment.

Appointment travel and baggage allowances include: • The basic business class air fare for a one-way ticket from the appointee's home or place of recruitment to Riyadh for the appointee and for the appointee's spouse and each eligible child traveling business class.

• Extra personal luggage of up to 200 kg for the Employee, 100 kg for the spouse, and 25 kg per child.

• The cost of any visa required for entry into Kingdom of Saudi Arabia.

• The cost of required medical, laboratory, and radiological examinations in the home country and in Riyadh as needed for immigration application purposes.

All costs will be reimbursed based on provision of actual receipts.

Repatriation Allowance Eligibility: 1. The letter of appointment to the post of regular full-time faculty, of an individual whose home is not in Kingdom of Saudi Arabia at the time of appointment may provide for travel and baggage allowances for travel from Riyadh at the end of the appointment (repatriation allowance). In case of reappointment beyond the original term of the letter of appointment, the repatriation allowance is paid only at the end of the final reappointment(s).

2. Repatriation allowances may be provided for the appointee, the appointee's spouse, and each eligible child who resided with the appointee in Kingdom of

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Saudi Arabia, except that, if the appointee's spouse is eligible to receive a similar allowance from Alfaisal University or another employer, repatriation allowance is not provided for the spouse, and if the appointee's spouse's allowance extends to any eligible child, repatriation allowance is not provided for that eligible child, unless suitable arrangements are made between Alfaisal University and the spouse's employer to share the cost of that eligible child's travel. For purposes of the repatriation allowance only, the term eligible child includes a person who would be an eligible child, but for the fact that he or she had reached the age of eighteen while the appointee was in service.

3. Notwithstanding the foregoing, repatriation allowance is not provided for any person who does not actually leave Kingdom of Saudi Arabia within twelve months after the end of the appointment.

4. Notwithstanding the foregoing, if an eligible child chooses to leave Riyadh permanently before the appointee leaves the University, in order to go to college or to work, repatriation allowance may be paid at that time to the appointee for the eligible child.

Amount of Allowances: 1. Repatriation allowance is intended to cover, within the limits hereinafter indicated, the costs of travel from Riyadh to the point of origin destination. The repatriation travel destination is the appointee's home at the time of appointment, except that, in the case of a visiting associate professor or visiting professor returning to his or her university at the end of a fixed-term appointment with Alfaisal University, the letter of appointment may specify that the repatriation travel destination is the place where that university is located.

2. The Provost may, in his sole discretion, grant an appointee permission to change the repatriation travel destination to a place other than the one specified in the letter of appointment, if the appointee submits supporting justification for such change to the Provost. In such a case, however, the repatriation allowance paid for the appointee and his or her spouse and eligible children, if any, will not exceed the amounts that would have been paid if the repatriation destination had not been changed.

3. The repatriation allowance includes • The business class fare for a one way ticket from Riyadh to the repatriation travel destination for the appointee and for the appointee's spouse and each eligible child. • Extra personal luggage of up to 200 kg for the Employee, 100 kg for the spouse, and 25 kg per child.

4. Payment will be made by reimbursement to the faculty member, based on receipts provided.

Annual Home Leave Eligibility and Purpose:

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Eligibility for annual home leave is reserved for faculty whose home at the time of hiring is not the Kingdom of Saudi Arabia. The justification for home leave is based on the demonstrated need to maintain periodic contact with the home of the appointee or his spouse and children.

Conditions for Granting Home Leave: Normally, home leave will be granted to an eligible appointee following completion of a full year of continuous active service, provided the person will continue employment or has been re-appointed for an additional period of service of not less than one year. No home leave shall be granted for an extension of appointment of less than two years.

Frequency and Length of Home Leave: 1. The frequency and length of home leave is to be determined at the sole discretion of the University. Prior to any home leave, satisfactory arrangements must be made with the department and the dean of the faculty concerned to ensure that duties are covered.

2. For a regular full-time appointee who is on a 12 month service contract, the duration of home leave is 30 business days a year.

3. For a regular full-time appointee who is on a 9 month service contract, annual home leave can be taken based on the appointee’s employment contract terms, normally after completion of the last semester of the year, and return as required for preparation of the new year’s semester.

Home Leave Pay and Travel Allowance: • Home leave is treated as leave with pay, so that normal salary and benefits continue in effect during the home leave period. No additional payment is granted during home leave.

• For faculty on a 9 month contract the salaries are paid over a 12 month year, so that monthly income is being received, alternatively can be paid out prior to the commencement of leave for a lump sum payment, until the time of return for the new semester.

• Home leave travel allowance will be provided for the appointee and for the appointee's spouse and each eligible child residing with the appointee in Kingdom of Saudi Arabia, if, however, the appointee's spouse is eligible to receive a similar allowance from Alfaisal University or another employer, home leave travel allowance is not provided for the spouse; and if the appointee's spouse's allowance extends to any eligible child, home leave travel allowance is not provided for that eligible child, except to the extent that suitable arrangements are made between Alfaisal University and the spouse's employer to share the cost of that eligible child's travel.

• The home leave travel allowance equals the basic business class air fare for a round trip ticket between Riyadh and the appointee's home (or other approved destination) for the person receiving the allowance.

• The allowance is paid out based on the business class cost of the most direct flight to the home city, as determined by the University’s travel agent. Normally the allowances are to be used for direct home travel, but it is at the discretion of the faculty member on the use of the funds for other travel places or stopovers on route.

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• Payment is made at the time of the end of the second semester. No receipts are required. • Early termination of the contract after the home leave has been paid requires the home leave allowance to be paid back to the University.

Required Service after Annual Home Leave: An appointee who receives a full home leave is normally required to return to Alfaisal University and complete at least one academic year of service. If an appointee fails to satisfy this requirement, the appointee must repay the full amount of the salary actually paid during the leave and of the home leave travel allowance paid for the appointee and the appointee's spouse and eligible children for that home leave.

Medical Insurance Provided In-Patient & Out-Patient Coverage Eligibility: The faculty appointee, spouse and eligible children are eligible for access to the Alfaisal University Class A medical insurance policy.

Services covered: The following is a partial list of covered services and other conditions: 1.

2.

3.

4.

5.

Maximum medical benefit limit of SR 400,000 per person per year.

Maximum consultation fees inside network of hospitals are 100% covered.

Room and board charges inside the approved network are of a private room.

Ground ambulance services are covered.

Pre-existing and chronic diseases are with full coverage up to the limit without a waiting period for existing and new additions.

6. ICU is covered.

7. Physiotherapy is covered.

8. Repatriation to Saudi Arabia or home country limit is SAR 10,000.

9. Emergency and elective treatment worldwide, subject to pre-approval and limited to KSA .

10. Emergency medical evacuation limit is SAR 15,000.

11. Dental coverage has annual limit per person of SAR 2,000.

12. Optical coverage has annual limit per person of SAR 1,000.

The above basic services may be supplemented and expanded by obtaining additional policy coverage. Should the faculty member decide to do so, the faculty member would pay the premium increase.

Life Insurance

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All faculty will be provided life insurance coverage at $100,000 per employee with 24 hour worldwide coverage. In addition there is disability coverage due to accidents.

Other and additional insurance coverage will be made available as optional and at employee cost.

Child Educational Allowances Eligibility: 1. Allowances for certain educational expenses (educational allowance) may be provided for in the letter of appointment of an individual to the post of regular fulltime faculty for a term of at least one academic year.

2. An educational allowance will be paid for each eligible student of the appointee, up to a limit of 3 children. Notwithstanding the foregoing, if the appointee's spouse is eligible to receive a similar allowance for any eligible student, no educational allowance is provided for such eligible student, except to the extent that suitable arrangements are made between Alfaisal University and the spouse's employer to share the cost of that eligible student's education.

3. For children over the age of 18 that qualify for direct entrance at Alfaisal University the acceptable age coverage is up to age 28. This applies only to the undergraduate program. Again a limit of 3 children applies, regardless of what level education for the educational allowance.

Years of Education and Amount of Educational Allowance: 1. An educational allowance for elementary, intermediate, and secondary education will be paid for a maximum of thirteen regular academic years for an eligible student pursuing the high school program in Riyadh. If an eligible student has already completed a number of years of elementary, intermediate, and/or secondary education before the appointee becomes entitled to an educational allowance, the educational allowance for the eligible student is for the remaining years only.

2. The educational allowance for elementary, intermediate, and secondary education will consist of payment of all reimbursable expenses.

3. The following reimbursable expenses may be paid upon presentation of receipts, school registration certificate, and list of the school fees, up to a maximum limit of SAR 40,000 (forty thousand) per child: • Tuition, as defined in the catalogue or descriptive literature of the school in question as the charge for instruction for the course for which the eligible student is enrolled, or the cost of a reputable and internationally recognized correspondence course, but not including the charges for summer session courses or activities that are not necessary for graduation. • The charges and fees (whether or not separately stated) for registration, uniforms, health services, transportation to and from the school, sports activities, language studies that are required of all students, the use of libraries and laboratories, and graduation. • If the cost of books is not included in tuition then the books costs will be reimbursed.

4. Any tuition fees, charges, or expenses not specifically mentioned here are not reimbursable. Such non-reimbursable expenses include, without limitation:

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• Fees for attending Nursery School.

• Charges and fees for meals or use of dining room; supervised studies and tutoring; music lessons outside regular courses; language studies not required of all students; typing, shorthand, and computer lessons outside regular courses; evening studies; laundry; deposits; building and development fees or the like; and dormitory rooms.

• Fees for baccalaureate examinations, College Board examinations, or any other external examination.

5. Higher education enrollment will be provided to Alfaisal University undergraduate program for any son of a faculty member, at full tuition payment, as long as the son meets minimum academic entrance requirements and application is accepted.

End of Service Gratuity Eligibility: Faculty having a service contract of at least two years is eligible for the end of service gratuity, as required by Saudi Arabia labor law.

Calculation: 1. End of service benefits are calculated on the basis of a half month of total pay for each full year of service upon completion of two full years of service with the University.

2. If reappointment occurs the end of service gratuity is paid out at the final termination date of the faculty member.

3. After completion of five years of consecutive service, the faculty member is entitled to an end of service benefit equivalent to one month of total pay.

4. The total pay amount at the time of termination of the service contract is used for the calculation of the payment amount for the entire period of employment with Alfaisal University. Early payment or interim payments are not permitted.

Pension Plan Eligibility: Faculty having a service contract of at least one academic year is eligible for a defined pension plan.

Calculation: 1. Alfaisal University will provide 12% (twelve percent) of the base salary plus living benefit allowance as a before tax contribution to an eligible retirement plan of the Employee’s choice.

2. The Employee will provide 8% (eight percent) of the base salary plus living benefit allowance for the same retirement plan chosen by the Employee.

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Cost of Living Increase Recognition is given at the start of each new academic year for the possible effects of general inflation and for the cost of living increases, including for housing, ground transportation and similar living costs. A cost of living index based on Riyadh government figures will be used to adjust the base salary and resulting living benefit.

THE END

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