The University's participation in international education and development programs is in accord with its mission to extend educational services to the larger community. The University's background and history are similar and uniquely suited to those of the developing countries. The University wants to share its experience and knowledge. It wants to help the less developed countries (LDCs) improve their Agricultural and Rural Development capabilities. This calls for mobilization of university resources relevant to Title XII. In the process, the University would acquire new knowledge, would develop an agriculturist with international career orientation and above all it would establish friendship and partnership with other countries and their people.

In pursuance of these, therefore, the University has approved certain policies to govern its participation in international education and development assistance programs. These policies and procedures are intended to facilitate such participation and the implementation of the international development and education programs.

1.0 General Policies

1.1 Alabama A&M University will encourage efforts by various units of the University and its faculty to participate in international work in keeping with the University mission. Therefore, the University administrators will provide support to effect its faculty to respond to RFPs issued by agencies such as United States Agency for International Development (USAID), Bureau of Educational and Cultural Affairs (BECA), United States Department of Agriculture (USDA), Millennium Challenge Corporation (MCC), Education Department (ED) and other international or private agencies such as the World Bank, Rockefeller and Ford Foundations and other non-governmental organizations (NGOs).

1.2 Beginning with this document, Alabama A&M University will establish necessary procedures from time to time to facilitate such participation.

1.3 Alabama A&M University will participate in any reasonable capacity such as a prime contractor or sub-contractor with other universities and private sector entities by providing the services of its faculty members to serve on short and long-term advisory or consulting teams.

1.4 The University Cabinet is sensitive to certain hardships faculty members may encounter in accepting international assignments. The scope of such hardship is diverse. In some cases, for long-term assignments, it consists of loss of research funding, laboratory space and facilities, inadequate follow-up on their tenure and promotion, or smaller than normal yearly raises or increments. On a personal level hardships include making special arrangements for children's education while away and wives giving up their careers or alternatively, being away from the family. This policy statement outlines some of the procedures and fair compensations for minimizing such hardships.

2.0 Administration Procedures

2.1 The President of Alabama A&M University, who is the Chief Executive Officer, will have the ultimate decision making authority on each international project under the policy established by the Board of Trustees.

2.2 The main activity related to project development will occur in each departmental unit. With due consultation with the dean of the school and with the Director of International Programs, who is also the trustee of the South East Consortium for International Development (SECID), the programs will be formalized through approval by the University Cabinet or Advisory Council on International Programs.

2.3 During the development of the program the Provost and Vice President for Academic Affairs will be kept informed.

2.4 After the development of the programs and their clearance at the school level and through the Director of the Office of International Programs, they will be submitted to the supervisory Office of International Programs for approval.

2.5 The Provost and Vice President for Academic Affairs will be responsible for interfacing with the University Cabinet in relation to policy and long-range plans and also for obtaining clearance for proposals from the University Cabinet or Authorized University Office.

2.6 The above mentioned are the current procedures. They are subject to change as occasion demands.

3.0 Policies Relating to International Education and Development Participants

3.1 Leave, Tenure and Promotion

Alabama A&M University will grant leave of absence for periods up to two years (renewable only under extraordinary circumstances) to enable faculty participation in University-sponsored international programs. During the leave of absence the rights of faculty as to tenure will be safe-guarded. Such a leave of absence will not be treated as a break in service at the University. During the leave of absence, the faculty will not be denied consideration for promotion nor will their chances of promotion be adversely affected by such leave of absence to serve on AAMU’s sponsored international programs.

3.2 Reinstatement

On return from leave of absence, the faculty will be assured a position at least on par with his or her status at the time of going on leave of absence. His/her salary on return will revert to his/her base salary at time of initial assignment or leave of absence and will include the annual increases granted faculty during the leave of absence.

3.3 Sabbatical Leave

Providing the faculty with leave of absence to serve on international programs will not adversely affect the eligibility for sabbatical leave.

3.4 Salary, Fringe Benefits and Compensation of Allowances

A faculty member participating in a short or long-term overseas assignment will receive a base salary comprising of his/her current salary and certain adjustments as noted below:

Adjustments to current on-campus salary:

1. If a faculty member is on a 9-month academic contract and is expected to serve off-campus for 12 or more months, his/her 9-month rate may be annualized to 12 months. If the faculty member receives regular documented consulting income in addition to his/her salary, this may be averaged into his/her annual salary (since this would be income that he could not earn while on assignment, the additional can be justified).
2. Normal anticipated increases may be added during the year if the faculty member would be receiving them as part of his/her on-campus duties.
3. A one-time "special recognition increase" in salary up to 15-25 percent for the duration of the faculty member's off-campus assignment will be given by the University to compensate the individual for:
   • change of assignment (particularly if to a hardship post).
   • increase in responsibilities such as serving as Team Leader.
   • increase in administrative tasks such as serving as Chief of Party.
   • "despecialization" of expertise. If the individual is required as part of his/her overseas duties to familiarize himself or herself with the broader aspects of his/her generic field without access to research or laboratory facilities or contact with his /her colleagues, this could be justification for additional compensation over and above the salary he/she is normally paid for teaching and research in his/her specific field.
4. Up to 25 percent incentive applied to base salary is allowed for terms of more than 12 but less than 18 months. On assignments of 18 months or more, the individual receives tax advantages in accordance with IRS Publication 54, "Tax Guide for U.S. Citizens Abroad."

GENERAL GUIDELINES FOR PROMOTION, TENURE AND PERFORMANCE EVALUATION (SALARY ADJUSTMENTS)

FOR AAMU FACULTY OR OTHER PROFESSIONALS ON INTERNATIONAL ASSIGNMENTS OVERSEAS.

1.0 General Provisions

The University has already adopted a general statement on policies and procedures for participation in international development programs. In addition to and in support of those policies and procedures, the following guidelines are specifically related to promotion, tenure and salary adjustments for professionals on international long-term assignments. It is intended that similar considerations to performance as is currently given to teaching, research, extension and service on the issue of promotions, tenure and salary adjustments, will be accorded to international work.

It is recognized that chairpersons and committees charged with the responsibilities of evaluating performance of faculty members under consideration for promotions, or tenure or salary adjustments, ought to have a basis for their decisions or recommendations. Therefore, performance of the professionals on international work should be documented. Consideration should be given but not limited to these performance measures:

1.1 Cooperativeness with Team members and host-country counterparts.

1.2 Publications appropriate to the assignment

1.3 Field accomplishments.

1.4 Meetings or workshops/conferences organized and conducted or attended.

1.5 Project participation.

1.6 Innovations in program activity.

1.7 Other items as identified in job position description.

2.0 Documentation Provisions: Periodic Activity/Progress Report

For the purpose of systematically providing the necessary performance documentation, the following progress reporting provisions are being stipulated:

2.1 From the Faculty Members Overseas

Faculty members on less than 12 months assignment will be required to submit one final report at the end of their tour. The reports must be written in a scholarly manner and must be analytic in nature. Three copies of the report would be prepared and sent one to the faculty's chairman, one to his/her dean and one to the Office of International Programs. This report will be due no later than 45 days after arrival in the U.S.

For faculty members on more than one year's assignment, a six monthly project activity report will be required. These reports must be scholarly and analytic in nature and must be submitted at the end of each six-month period. The last six-month report will be in the form of a final report which will be due no later than 45 days after his/her return to the U.S. Each report must be prepared in triplicate and distributed, one to the reporter's chairperson, one to his/her dean and the third to the Office of International Programs.

2.2 From Location Overseas

Annual performance appraisal on an individual using the appraisal instrument developed for this purpose will be requested from the Chief of Party. In the event that the person being evaluated is the Chief of Party, such appraisal report will be requested from the AID Mission Director or the AID Project Officer or any other person in a supervisory position. For persons on less than one year assignment, such performance appraisal will be requested at the end of their assignment. Such performance appraisal report from the field supervisor should provide information dealing with items 1.1 to 1.7 in the general provisions.

3.0 Briefing

Briefing and orientation are the responsibility of both the person coordinating the particular overseas activity and the individual traveler. It will involve the department head, the dean, the director of international programs and the provost/vice-president for Academic Affairs along with such persons as may be designated because of special competence or experience with the profession or area of work or the geographic location of which the individual traveler will be going.

Briefing will include preparation for the specific tasks to be performed overseas, relationships and orientation to the particular geographic area in which the individual will work. During this briefing, the criteria for evaluating the performance of the individual will be clearly made known to him/her. The institutional expectations from the individual, the objectives of the country program and expected outcome would be spelled out to him/her before departure overseas. A copy of the guideline should be made available to traveler. It is expected also that upon arrival overseas, the Chief of Party or the equivalent, would continue the briefing to assure that the individual is properly oriented to the work in the field. Job and position should be clearly understood by everyone on the onset.

4.0 Basis for Decisions

4.1 Performance and Salary

In addition to the current university, school or departmental policies and procedures, the specifics of the international experience in the component areas of teaching, research, extension, service or requirements as per job or position description for the specific position being evaluated would serve as a basis. The documentation as indicated in 2.0 above will provide a proven record of accomplishments for the components of activity. Participation in the decision making should include pertinent administrators associated with the specific project (e.g. Team Leader, Chief of Party, Director of International Programs).

4.2 Tenure

The current policies and procedures of the department, school and university with the addition of equal and proportional consideration given to performance in international assignment should be considered. The result of the composite of annual performance reviews should be the basis for tenure consideration. Decision should involve pertinent administrators associated with project (e.g. Director, International Programs).

4.3 Promotion

The current policies and procedures of the department, school and university with the addition of direct, equal and proportional consideration given to performance in international assignment should constitute evaluative components. The basis for promotion consideration to be the result of the composite of annual performance reviews with principal responsibility vested with subject matter department head, the dean and director of international programs.